Btec Business Level 3 Unit 13 P1

Judith Kmetty
HRMT215-1403A-04
July 18th, 2014

One way to make a small business grow into a big business is to hire great employees. As the human resources professional, I will explain how a hiring manager can select the best candidates for a position that matches the needs and culture of an organization. The most important job of a hiring manager is to find the right people for the team. The first part of hiring a person is to know the open position. A list should be made to list the tasks the position will need to perform. (Toropov, 1996) Once the list is completed then an estimated timeframe should be married up with the task. This will give you an idea of what kind of help is needed. Maybe the position does not require a full
When it is written you want it to catch the eyes of the best candidates. Many people will read the job description but if it is not appealing to the well qualified people they will just overlook it and move on to the next. Once the job description is completed, you want to make sure it is widely posted because if you don’t the right people may not see it. (Morales, 2014) Posting you job description on job boards like Monster.com or even LinkedIn will get many people to see it. The safest way is to get recommendations by someone you know. The next step is to set up the interview. Of course you want to screen through the applications and pick the people that seem qualified for the position. The best way to assess whether someone is qualified for the position is to look at past work experience. Ask the applicant to share relevant, past experiences. If the job requires special tasks, ask those specific questions. How does one work under pressure or how do they deal with deadlines. Always make sure to ask open ended questions and ask for
Don’t get too discouraged if the first response is “No”. If you found them to be the right fit, so have others. You need to make the applicant feel excited to work for the company. Be upbeat when you make to call to congratulate them. Share with them the path you see for their responsibilities to grow. Tell them the hours per week, starting pay, start date all before they accept the job. Before time for training is invested in the applicant, you want to make sure they are satisfied with the position. (Toropov, 1996) If they are not, you want to know this upfront so they do not quit in midstream. Now the trial period starts. There may have to be some adjustments to the job description. A task may have to be done differently, or the hours may change. This is why there is a trial period. Even though things were thought out beforehand, alterations may be needed. They applicant may be very proficient and get the job done faster or maybe more tasks were added after the fact.
The questions I would ask to an accounts payable clerk would be about past experiences. There would be a lot of scenarios that the applicant might have come across in the past. I would like to know how they handle pressure or even their critical thinking skills, along with their customer service skills. Some sample questions would be:
1) What would you do if the customer says the check is in the