The last two of these columns have described productivity metrics in order to alleviate timekeepers hopelessly swamped as well as diligencing the hiring question, complete with what work the new employee will satisfy. In this piece I cover how to execute a calculated hiring process in planning for smart growth.
Diversify Your Approach
There is no silver bullet when it comes to recruiting. If there were, the staffing industry would disappear as quickly as travel agencies did. Thus, when initiating your recruiting project, make time to learn about the career path of your best employees; understand their experience and the nuances of your market, but recognize that no two stories are alike. Next, create a concise job description—a simple Google search on the position title will yield initial results. Supplement your draft with your practice’s context and clearly define the duties and expectations of your position. Then begin a recruiting process using a number of channels, from job postings and placement firms to peer and staff referrals.
There’s barely anything exciting about job boards, to be sure. Even if you aren’t an intergalactic law firm, do ensure that your website at least offers contacting instructions for job seekers. LinkedIn offers an excellent option for posting jobs and perusing candidates, currently boasting 645 million registered users in 200 countries, though it is a fairly expensive option. Of course, there are both new (SimplyHired) and old (Monster and Indeed) job sites to choose from. You might consider ZipRecruiter as an aggregator for your posting since it publishes your open position to over 100 job boards and a ZipRecruiter staffer shadows each employer account, volunteering advice to enhance your listing.