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You have an open position and it needs to be filled. It's either open because someone left the company, or it's open because you need to add headcount. The longer the position is open the less productive and the more overworked that department becomes. You can't hire just anyone. The goal is to hire the right person, the best person, the most qualified person. So what happens if you hire the wrong person? That's what we'll cover in this course. We'll go over the impact of making a bad hire, from financial costs and a loss of productivity to a decline in morale and employee respect.
Having a well thought out, documented, repeatable process, will help you hire qualified candidates. Not only does it take the "guess" work out of the hiring decision, but it also keeps you compliant with employment law. The process you use needs to make sense for the amount of hiring you do and the type of company you work for. If you've not been involved in the hiring process, as an employer, you might think the process is pretty simple. Because on the outside looking in, it SEEMS simple: there's an open position, you post the job, you interview people, you hire someone, done! But there's more that goes into it. In this program, we'll take an in-depth look at what that process should look like by breaking it down into three sections: what happens before posting a job, sourcing candidates, and verifying your candidates.
Oftentime, companies will use a job description as a job posting, but these are two very different things. A job description is an internal document created by Human Resources to show compliance with federal and state labor and employment laws. A job posting is an advertisement for a job. It should include certain aspects of the job description, but more than anything, it should promote the best parts about the position and the company. In this program, we'll go through the distinct differences between job descriptions and job postings, we'll talk about what information to use from a job description in your job ad, and we'll cover how to make a job posting appealing for the right candidates.
Another way to improve hiring is to incorporate social media into your recruitment strategy. Research shows that 94% of recruiters are using social media to recruit and hire. That's because posting jobs on social media can result in a 30% to 50% increase in applicants. Almost everyone belongs to some sort of social media site. As a recruiter, utilizing social media to post jobs and search candidates can save you time and money. It doesn't cost to create an account and depending on the site, it doesn't cost to post jobs. In this course, we'll go over the best ways to use social media to your recruiting advantage. We'll look at the different ways to post jobs on common sites like Facebook, YouTube, Instagram, Twitter, and LinkedIn. We'll also discuss how to develop a social media recruitment strategy. Finally, we'll talk about what the company should be doing with it's own social media marketing to entice candidates to apply.
When you interview, your goal is to find the best candidate using the fairest process. Not only because it's a legal requirement, but also because it's the right thing to do. While we try hard to make sure we abide by Title VII and the Equal Employment Opportunity Commission, we do have biases that can creep into the process. In this course, we'll talk about how to avoid making hiring decisions based on our own biases. We'll define what unconscious bias is and what the most common unconscious biases are: Confirmation bias, Availability heuristic bias, Perception bias, and Functional fixedness bias.
After posting a job opening on any online platform, you can expect to receive around 250+ resumes. Reviewing those resumes would be an overwhelming task for anyone. Thankfully there are Applicant Tracking Systems in place to help you determine which resumes are good enough to move to the next round. You'll still be required to review several resumes though, so where do you start? That's what this program is all about. In this course, we'll discuss the things to consider when reviewing resumes, including matching the job requirements to the candidates' skills and experience. We'll also go over how to spot resume red flags.
So you posted an ad for a job opening. You received a bunch of resumes and you have some candidates you want to talk to. What's the best way to do that? That's what we are going to cover in this program. We will outline a process you can use to be consistent in each interview and to get the information you need to make a good hiring decision. We'll discuss phone interviews, face-to-face interviews, how to build rapport, and we'll take an in-depth look at some interviewing questions to help you gather as much information from your candidates as possible.
Just like there are some great questions to ask in an interview, there are questions that you should never ask in an interview. If these questions were asked when conducting an interview, the company would become vulnerable to charges of discrimination. As a rule of thumb, if you think you're asking a question that falls on the borderline, don't ask it. In this program, we'll go over several examples of questions you should never ask.
Offering someone a job is one of the most gratifying parts of being a recruiter or hiring manager. You may not realize it, but you are changing this person's life. On the flip side, one of the worst feelings is when you have to call the candidate back and say, "Sorry, we're pulling our offer." In this course, we'll go over the best way to extend an offer. We'll discuss offer letters, drug testing and background checks, and reasons why you may need to rescind an employment offer.
Starting a new job is a big deal. The new hire, after the trials of interviewing, has made the decision to hitch their trailer to your company. So they need to know that the feeling's mutual, and that you are partners. This is done through onboarding. Good onboarding goes well beyond a W-4 and company history spiel. It involves creating a connection, which we'll teach in this series, starting with why it matters.
Have you ever started a new job, and perhaps you weren't sure where to go, or who to check in with? Maybe your computer wasn't ready, your login didn't work, or there was nothing planned for your first lunch? Don't be that employer! Learn in this course how to be prepared for your new hires, and how to prepare them. Their appreciation will come back to you in many ways, for many days!
The first week is critical. Your new hire will be taking it all in, forming their opinions, and deciding where (and if) they fit in the company puzzle. Here, we go through the key steps to ensuring a warm welcome and smooth transition - from newbie to part of the team!
All aboard the onboarding train! You've prepared for the new hire's arrival, welcomed them warmly, and guided them through their first week. But you've not arrived yet; days 30 to 90 are a critical stretch. Here, we map this treacherous terrain. We explore why people leave, and ways to make them want to stay, so that they're "on board" for a nice, lengthy journey!
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Upon completion of this Learning Path, you will be awarded a Certificate of Completion showing that you have gained the skills presented.
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We offer over 90 professionally hand-crafted learning paths to get you started, but we realized that not everyone wants to learn the same things. That's why we give you the flexibility to create your own, custom learning paths just for you and your team.