Whats included in this pack?All 44 documents listed below with unlimited downloads for 12 months from the date of purchase. You will benefit from free updates to these documents and any new documents as and when they are added to this pack.
Contracts (or Terms and Conditions of Employment) serve as the legal basis for employment. Before you issue them, make sure that you can stand behind their contents. They are, after all, legally binding and you should be fully satisfied that the terms and conditions you have spelled out for the new employee are exactly what they should be.
References are an incredibly important factor of recruitment for one main reason; they validate (or not) what the candidate has put on their CV and told you during selection.
All references must be fair and accurate. They should be used as a supplement to an interview, and will only come into play if they contradict what the candidate says at the interview.
Contrary to popular belief, an employer can give a bad reference and include details if an employee was dismissed, as long as there is evidence to back up the statement, such as warning letters or appraisal notes.
Induction is an essential part of on boarding your new recruits and familiarising them with your organisation. Getting the induction process right can help you get new employees up to speed and productive as quickly as possible.
Having a comprehensive, structured induction process has been shown to play a big part in improving long-term staff retention.
The application is usually the first step of the process, and its goal is to make sure that the applicant meets the basic requirements of the job. Examples of such requirements include meeting required levels of education and work experience to perform the job effectively.
It is vitally important to acknowledge an application, to give a good impression to the candidate, and comfort that they are being managed in a professional manner.
Before you commence the process or recruiting a candidate, there are some housekeeping tasks to complete so that the role is fully understood, the right stakeholders are selected, and the role is appropriately signed off.
Interviews are arguably the most subjective part of any selection system. As humans, we have to fight the tendency to judge people according to whether we simply like them or not, as opposed to making sure that the candidates are being graded on job-relevant characteristics.
Being inherently subjective, I suggest that interviews come after more objective components of the process such as job applications or testing.
Job offer letters start the employment relationship off on a positive note. They let the candidate know that they were chosen specifically and that you recognise the skills and experience they bring to your company. This encourages new employees to feel confident, not only of their decision to have accepted your job offer, but in their ability to perform the job itself.
Probation periods give you the opportunity to assess new recruits on the job.
It’s common for employers to discover, a few weeks into the employment relationship, that new hires don’t deliver the skills or performance they promised at interview, have poor timekeeping or attendance, or are a bad fit in terms of personality or organisational culture. Probationary periods allow you to manage the relationship more flexibly, so you can address problems before agreeing on a full contract.