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- Identify any current gaps areas where you are underperforming owing to inadequate personnel, or where employees have left (or intend to).
- Use your business plan to anticipate changes in the number of employees needed or the skills they require (eg expansion or new technology).
- Set up recruitment procedures and ensure those responsible understand legal issues such as discrimination and employment contracts.
- Prepare a job description for any vacancy you have, including key tasks and responsibilities and who the individual will work with and report to.
- Prepare a person specification with the skills, knowledge and attitude required; identify what is essential, and what could be developed later and give each a weighting.
- Review what the job is worth to you, and what pay competitors offer.
- Consider whether outsourcing the work would be more cost-effective.
- Advertise the vacancy internally; look for opportunities to train, develop and promote existing employees.
- Identify publications which reach likely candidates; consider other sources such as schools and colleges (for trainees).
- Prepare an advertisement; explain who you are, what is attractive about the opportunity, what you are looking for and the closing date.
- Consider using an agency, your local Jobcentre or online recruitment site; choose one with experience in your sector, provide a clear brief and negotiate a clear contract.
- Be clear on what descriptions and questions are legally unacceptable in job advertisements and interviews and of your obligations under discrimination and data protection legislation.
- Use the job description and person specification to shortlist and interview applicants; focus on evidence of how they meet your requirements.
- Offer the job to the best applicant; be prepared to reconsider what you are offering and looking for if none of the candidates is adequate.
- Send polite rejection letters to other applicants.
- Plan the new recruit's induction.
- Periodically review how effective your recruitment is at delivering good candidates who perform well and stay with the company.
- anticipate your personnel needs
- prepare job descriptions and person specifications
- develop and promote existing employees
- identify the right sources of potential employees
- look for evidence that a candidate meets your requirements
- discriminate illegally
- make assumptions about candidates' ability to perform
- expect recruits to perform well without induction and training