From recruitment to the honor

The assumption process is essential to attract and preserve precious talents in the organization, but can be provocative in the absence of a clear structure. Below, you will discover a well -defined approach to the phases of the employment process, from the identification of needs, recruitment and selection, to the integration of the new employee.

1. Identify needs and define the role

The first step is carefully identifying the role you want to complete. It is important to clarify the responsibilities, the level of experience and the necessary technical and interpersonal skills. Interpersonal skills should be aligned with organizational culture, to make sure that the new employee intactly intacts in the team. Once defined, these criteria should be included in a detailed description of the work, which is the guide to the employment process. Even in the absence of a consolidated organizational culture, you can relate to the values ​​of the company founders and their vision of how things would like to take. For example, if the founders are proactive, this value must also be identified with the new candidate, therefore it must be tested both in the interview and in the role, for example by proposing with ideas to improve the processes at least monthly or try to solve a problem before asking for help.

2. Attracting the ideal marketing for the position of candidates

The intake process should include the following steps: position marketing, sale of positions, recruitment and selection, onboarding, constant feedback, periodic evaluation and exit interview. After defining the profile of the ideal candidate, he creates an attractive work announcement with the main responsibilities, focused on the candidate’s mission and the company’s expectations. Before creating the announcement of the occupation, identifies the aspects that would attract the right people to work in your company and insert them in the announcement, whether it is the vision of the company, the benefits or the promoted values. It is important for this phase to analyze the market and identify the differentiation of your company, in order to promote it in the announcement of the employment. The differentiation is what you do differently in the market and the customer needs it, and the keywords are “they need”, which implies a previous discussion in which to confirm the perceived value with some customers.

We advise you to avoid vague expressions like “Pleasant work environment”, “The friendly team”, “Competitive salary”, “Attractive wage package”, “Performance bonus” And to explain concretely what the benefits, values ​​and culture of your company mean. For example, in the benefit area, in addition to Easter/Christmas, it is possible to insert performance bonuses that can be related to the speed of processing of the accounting documents completely received, by categories of customers. Perhaps a certain average customer requires 4 days of processing for accounting records, 1 day for declarations and 1 more for the final checks. If it ends in 3 days correctly and completely, according to the record of the established customer, it is possible to offer a financial bonus, a flexible free time or 4h. Another example could be in the direction of promoting values, so if one of the values ​​is proactivity, it can be rewarded for additional services, which are not included in the monthly subscription, but that the employee proposes to the customer. Here the number of proactive proposals for customers and the percentage received from the amount of the invoice can be established.

Use channels suitable for your audience, such as social networks, recruitment sites and internal recommendations. Collaborations with universities are an excellent solution to attract young graduates.

3. Selection of the right candidate – sales position

After publishing the ad, follows the selection phase. Choose candidates who meet the profile and organize a screening interview to discuss their experience, motivation and expectations. The first interview is an excellent opportunity for “Sell the position to the candidate”That is, to reiterate the aspects mentioned in the announcement of the recruitment, such as the vision of the company, the promoted values ​​and the organizational culture but also the differentiators. The screening interview is also an opportunity to observe the “chemistry” between the candidate and organizational culture, an important aspect because if there is no alignment between the values ​​promoted in the company and the candidate, it will be very difficult to build together in the long term. At this stage, it offers quick and professional feedback, even to those who do not continue in the process, to maintain a positive experience and build an attractive image of the employer.

4.

After the screening interview, he tests the technical skills and compatibility of the candidates with the requirements of the role. Technical skills can be tested by a series of tasks such as the verification of the complete receipt of documents from the customer, entering information in accounting software, presentation of a declaration and software, such as communication, conflict management or teamwork, can be tested through a series of questions relating to fictitious situations “What would you do in the situation X?/How would you manage an internal conflict/with a customer?”. These tests should be enough to be able to limit the list to some candidates (usually 3-4), chosen based on the skills, the growth potential and to the alignment with the team values. Prepare an interesting offer, with details on salary, benefits and development opportunities, to attract the candidate in your company.

5. Onboarding: integration into the organization

After accepting the offer, a structured onboarding process is essential to facilitate the adaptation of the new employee. He begins by presenting the role, responsibilities, procedures and objectives and provides specific training to help them know their duties. With a clear structure for onboarding activities, it becomes predictable when a new colleague becomes productive. However, expectations must be realistic, so we advise you to have an emergency fund, the equivalent of 6 salaries of the new employee, in order to eliminate both from the pressure that has felt as a employer and from that felt by the new employee. It is useful to allocate a mentor or a “friend” to be with them in the first weeks, providing support and answers to questions. This step creates a precious connection and accelerates integration.

6. Promote organizational culture and create expectations

An important aspect of honor is to set expectations from the beginning, the reiteration of aspects related to organizational culture and define short -term objectives. Be open in offering regular feedback (weekly in the first month, at 2 weeks in the coming months) and make sure the new employee feels supported. It invests the time in involving the activities of the team and consultancy in group decisions, to make them feel appreciated and included.

7. Evaluation of integration and final feedback

During the trial period, the mentor should hold weekly meetings with the superior hierarchical to evaluate the integration of the new employee and his involvement in onboarding activities. In smaller companies, the entire team can be involved in the integration evaluation process. The aim is that the new member aligns with the values ​​and mission of the team, in order to actively contribute to his success. At the end of the honor, clearly communicate this message and continue to support it to develop in the role.

8. Interview at the exit at the end of the trial period

If the candidate does not pass the trial period, he must benefit from a output interview. The starting interview at the end of the period of supervised freedom is an important opportunity to understand the experience of the new employee in the first months and to identify any difficulties encountered. This type of interview is useful for collecting information that can improve integration and onboarding process.

• The objectives of the final example interview: Through this interview, you will discover whether the employee’s initial expectations have been satisfied and what difficulties or deficiencies has encountered in the adaptation process. It is a moment of reflection for both sides: both for the employee and for the employer.
• Relevant questions: Some useful questions include: “How would you describe your experience in this test period?”, “What did you like about the team and organizational culture?” AND “What could we improve in the onboarding process to facilitate integration?”. These questions can bring a clear picture of the aspects that work well and those that require adjustments.
• Analysis and use of feedback: The information obtained from this interview can be very precious to optimize employment and onboarding processes, ensuring that future employees benefit from a more fluid integration. This feedback can help reduce departure rate and create a more positive experience in the first months of work.

A well -structured employment process does not only concern the search for a suitable candidate, but the construction of a long -term relationship between the company and the employee. From recruitment to honor, each phase is important.

✅ Clearly define the role and expectations helps to attract the right candidates
✅ A well -deceived selection process guarantees a true correspondence between employees and the culture of the company
✅ Effective onboarding increases the loyalty and performance of new colleagues

A successful team begins with an intelligent recruitment! Investing time and resources in this process, assure you that each job makes value to your company.