Recruiting V1.2
IN-DBL 2001
Lars Monrad-Krohn, UIO
5 August 2001
IN-DBL2001 LMK
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Before deciding to recruit
• Several people on a team can get more work
done than one person, but is it really necessary
to have one more, or have a new person for this
function to be filled?
– Could this task be given to an existing employee,
who might be relieved of some work
– Could this task be automated?
– Could this task be outsourced?
– What is the consequence of not filling the postion?
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Before deciding to recruit 2
• Can you recruit someone you have
worked with before, thus knowing
strengths and weaknesses of the person?
• Do you need someone working in an
existing group environment, or someone
with a new and different “attitude” (Like in a
Quality Control function for production, or Sales function for
developers. If so make sure he/she will be supported)
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IN-DBL2001 LMK
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Before deciding to recruit 3
• Is the new person to be hired according to
the BusinessPlan ?, or will you have to
change it ?
• Can you define the goals to be achieved
for this new person, in relation to the
existing people?
• Normal recruiting time could be as much
as 5 months
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Before deciding to recruit 4
• Salary and benefits.
– Can you design a result dependant salary? (Needs a
good business plan)
– A high salary should not be the motivator
– Fringe benefits are highly effective use of company
money, be innovative!!
• Budget with 10% of salary in job qualification and educational
programs. (Life-long learning)
• Find a list of popular fringe benefits in “Finansavisen”
2000/2001
• Check out for possible tax repercussions, have a defense
strategy
• Don’t use false car-travel reports. (Too obvious and also habit
forming)
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Before deciding to recruit 5
• Virtual organization (almost)
– Advanced philosophers (unorganized.net) claim that
people in the future will have several paralell careers
and will be loyal only to their profession, not their
employer
– Having most people on a consultant basis will
decrease fixed costs and make easier rapid change
or contraction in the organization
– Outsourcing of services, even customer relations, are
increasing and will lower fixed costs and increase
fleksibility
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Before deciding to recruit 6
• Hiring personell gives you responsibility for
both people and the payroll
• You need to have a personell policy and
execute it
• Unknown author: “Running a business
would be simple, were it not for the people
involved”
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Recruiting time-lag
• Decide on new person, plan reoganization,
with modified budget and get approval
from BOD, make advertisement;4 weeks
• Advertisement time: 2-4 weeks
• Selection of candidates, interviewing,
decision, negotiations:3-4 weeks
• Waiting for person to become released
from previous job: 12-16 weeks
• Sum:21-28 weeks,= 5-6 months
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IN-DBL2001 LMK
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Growth of organization
• For an organization there are three alternatives:
– Growth and expansion, making it
possible to keep good people by giving
them new and increased responsibilities
as time goes
– Stagnation and death, keeping only people that works
for the salary needed
– Project-oriented businesses, to be terminated
• Put high growth very near the top of you list of
goals for the company!
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IN-DBL2001 LMK
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When recruiting
• Probability of getting right person is about
50%, what is you plan B?
• It might take a year to find out!
• What career plan can you offer your new
employee?
• Could the new person be tested out as a
consultant to be hired temprarily, before
offering him/her the job.? (Will need more cash
outlay, but could be less costly considering the probability of getting
a non-functioning person)
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IN-DBL2001 LMK
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Finding the “right” person
• You will never find the “right” person !
• The best you can hope for is finding a
good person for the organization.
• Prepare for the interviews! (Several books
written on the subject)
• Only reasonably safe method in evaluating
a candidate is to evaluate past
performance!
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IN-DBL2001 LMK
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Growth from 1 employee (yourself)
• Most difficult recruiting is the second employee, who
will double the staff. (And have a lot of influence)
• Early employees (or functions) should include the
controller, given that yourself is not an economy
fanatic
• Decide very early on a modern organizational
infrastructure making extensive use of internet,
intranet, ERP, CRM and automation so that the new
people will be recruited to use efficient information
handling, instead of having to introduce ICT to people
already having settled on some manual routines
• If you can have a well known team with you at startup
or waiting for engagement, you can save lot of work
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IN-DBL2001 LMK
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Using a “head-hunter”
• A head-hunter will have a no-cure-no pay
attitude, and have many candidates in a
database
• Price for one employee could be ½ years salary
• Beware of companies selling the same person
over and over again from their candidate-base
• You still need to do your own interview and
evaluation!
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IN-DBL2001 LMK
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Using a recruiting bureau
• A recruiting burea will offer their best services,
and be paid for the process, and you decide to
accept a proposal. (If you do not accept the
proposed candidate, usually you will pay less for
a second round)
• Degree of participating in the recruiting process
will be your decision, with costs matching
involvement as negotiated
• Task: Get an offer from one and compare
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IN-DBL2001 LMK
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Personal profile
• Recruiting bureaus often use a systematical way
of evaluating the candidates personal traits,
profile and “personality”. Best known might be
the “Meyer-Briggs” personality classification
method, classifying a personality with some 4-8
parameters.(Task: find out more)
• As theory goes the personality-parameters
should match or supplement those of his/hers
coworkers, boss and subordinates (Which again
needs to be evaluated)
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IN-DBL2001 LMK
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Your own interview
• Make candidate at ease
• Remember you might meet this person in the
future as a customer or otherwise!
• Most motivated people can keep a “Façade” for
5-10 hours in a single session, not to speak of 1
hour! Try to “level” with the candidate
• Be positive
• Get numerical facts, not subjective opinions.
(Subjective evaluations may vary wildly from
person to person)
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IN-DBL2001 LMK
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Your own interview 2
• Have a common objective of the interview with
the candidate on neutral ground. This could be:
– Clarifying his experiences, successes and failures
relevant for this job, position and goals
– Use “brain-storming” and put a priority on what
comes up
– Use a flip-over
• Task: Make an interview!
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IN-DBL2001 LMK
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Møteplan for Intervju
• Ønsket Resultat = Felles forståelse for
kandidatens yrkeserfaring
– Spørre om aksept av ØR
• Agenda
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–
–
–
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Legge fram agenda-forslag og spørre om aksept
Brainstorm om yrker og jobber, lage liste
Prioritere mest relevante yrker/jobber, f.eks. 3
For hver av disse få stikkord på erfaringer,
For den viktigste få stikkord for mål, resultater,
lært, relasjoner, deloppgaver
– Evaluering
– Referat
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Agenda for Intervju: 30 min.
HVA
HVORDAN
HVEM NÅR
AGENDA
SE PÅ, GODKJ.
LARS 13:30-13:35
YRKER
BRAINSTORM
JON
13:35-13:45
PRIORITERE
FORSL. +
LARS 13:45-13:47
AKSEPT
ERFARINGER STIKKORD FOR 2 JON 13:47-13:50
UTDYPE
MÅL,RES,LÆRT,R JON
ELASJ,DELOPPG
EVALUERING + OG Δ
JON
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13:50-13:55
13:55-14:00
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Some advice
• Always check thouroughly and candid
references to get past first pleasant
superficial reference reponse. Here is
where you find “gold” that is valuable for
you whether he/she is hired or not.
(Remember that you need to know as
much as possible about you coming
employee to make both of you happy with
his work)
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IN-DBL2001 LMK
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Some advice 2
• Never settle for a mediocre employee!
• Have a written short contract, not forgetting:
– Time of salary adjustment and obtaining shares
(yearly on date of starting work)
– Confidentiality clause and software licensing rules
surviving employment termination for some time,
with mentioning of possible damages
– Possible insider share trading rules mentioned
– Notice-time for quitting and firing, beeing short (2
weeks) for “trial period”
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Candidate Fact-finding
• Name, Age, Domicile, Telenumbers, When available for next
interview
• Previous education and work periods (Are there any “holes” not
accounted for)
• Present tasks, (and previous), travel time, salary and benefits,
notice time
• Why this job?
• Why quitting present job?
• Ambitions for the future, including salary expectations/demands
• Hobbies and leasure time usage
• Family situation
• Military service?
• Languages
• Health
• Certificates
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Recruiting companies
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Styre Info as, Oslo
for Board Members
Mercuri Urval, Oslo International Selection and Counseling
AETAT, Governmental, Locally placed offices in Norway
StepStone, Internet-based
NIF, Recruiting database
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Temporary personell for hire
companies
• Manpower, Oslo
• AETAT offspring = ?
• Datavikar ?
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Recruiting Board Members
• Styre-Info /Gunnar Eckbo
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