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Utilise
the
resources
available
-
Make
use
of
our
expertise
-
Tell
us
what
type
of
person
you
require:
-
Define
duties
and
scope
responsibilities
to
produce
a
position
description
-
Consider
the
type
of
person
that
would
be
best
suited
in
the
role
-
Evaluate
if
advertising
is
the
best
approach,
and
if
so,
in
what
form
(Internet,
print,
etc)
-
Keep
abreast
of
legislative
requirements
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Invest
time
in
identifying
what
is
important
to
you
-
As
in
any
IT
exercise,
time
spent
thinking
and
planning
at
the
beginning
of
the
process
is
always
time
well
invested
-
Advise
which
personal
attributes,
experience
and
technical
skills
are
required
on
a
Necessary
and
Desirable
basis,
and
importantly,
notify
promptly
of
any
changes.
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Keep
the
lines
of
communication
open
-
It
is
vital
that
candidates
be
kept
up-to-date
at
all
stages
of
the
recruitment
cycle
-
Finding
the
right
person
and
performing
the
steps
necessary
in
the
process
takes
time,
and
sometimes
more
than
any
of
us
would
like.
This
can
be
due
to
circumstances
beyond
our
immediate
control,
such
as
changing
business
priorities,
company
re-organisations,
unavailability
of
stakeholders,
holdups
in
approvals,
etc
-
If
we
keep
the
candidate
well
informed,
they
are
more
likely
to
understand
and
be
patient
(they
work
in
business
too).
They
will
also
appreciate
the
consideration
shown,
thereby
enhancing
your
image.
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Fly
kites
with
caution
-
Differentiate
between
real
and
anticipated
requirements
-
Be
aware
that
your
actions
influence
the
perception
of
your
company
as
an
employer
in
the
marketplace
and
in
the
broader
IT
community.
No-one
likes
to
feel
that
they
have
been
‘led
up
the
garden
path’,
but
they
do
understand
if
initial
discussions
are
acknowledged
as
‘preliminary’
to
a
position
being
confirmed.
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All
rocket
scientists?
-
Be
careful
not
to
‘over
specify’
a
job.
Not
every
position
requires
the
most
highly
qualified,
achievement-
oriented
or
ambitious
individual
-
There
are
roles
that
do
require
this
type
of
person,
but
many
don’t.
There
are
major
implications
for
staff
moral
and
turnover
in
striking
the
right
balance
between
what
a
person’s
overall
capabilities
are,
and
what
their
job
actually
entails
on
a
day-to-day
basis
-
Use
your
own
people
who
are
performing
well
as
a
guide.
Are
they
all
high-fliers?
Consider
their
backgrounds,
academic
qualifications,
level
of
experience,
personal
qualities,
etc
when
specifying
your
requirements.
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Endeavour
to
react
in
a
timely
fashion
-
There
are
extraordinary
demands
on
people’s
time
these
days
(consider
your
own
commitments!)
-
To
be
fair
to
all
parties,
but
particularly
to
ensure
that
candidates
are
dealt
with
in
a
considerate
way,
prompt
feedback
is
essential.
Even
if
it
is
not
good
news,
people
prefer
to
know
about
it
sooner
rather
than
later
-
Bear
in
mind
also
that
surprisingly
often,
candidates
who
are
not
selected
for
a
certain
role
are
later
recalled
for
interview
for
another
position.
If
they
have
been
treated
well,
they
are
generally
very
pleased
to
re-open
discussions.
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Yes
/
No
/
Maybe
-
After
reading
a
résumé
or
completing
an
interview,
give
a
considered
opinion
as
to
the
candidate’s
suitability
and
the
reason
for
your
conclusions
(this
is
also
important
when
it
is
a
Yes)
-
If
it
is
not
a
Yes,
remember
that
a
judgement
has
been
made
that
the
candidate
is
suitable
for
consideration
based
on
information
provided
by
you
or
your
company.
Time
and
effort
has
been
invested
and
feedback
at
this
point
is
the
best
way
to
qualifying
candidates
more
effectively.
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Be
prepared
to
justify
your
decision
-
You
may
or
may
not
be
correct
in
your
assessment
of
a
candidate’s
capabilities
or
experience.
It
could
be,
for
example,
that
certain
information
regarding
their
experience
was
not
conveyed
by
the
candidate
during
the
interview,
or
was
not
stressed
sufficiently
in
the
résumé
-
Be
prepared
to
listen
to
another
point
of
view
if
there
are
points
on
which
there
is
non-agreement
-
Don’t
forget
that
there
is
no
long-term
gain
for
any
of
the
parties
if
a
poor
recruitment
decision
is
made,
whether
this
is
to
accept
or
to
reject
a
candidate.
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Successfully
filled?
Great!
Let
us
know
-
Advise
suppliers
as
soon
as
a
position
is
confirmed
as
filled
(this
is
not
necessarily
the
same
as
a
formal
offer
being
made)
-
This
will
help
to
minimise
the
time
and
effort
expended
on
the
part
of
candidates
and
suppliers
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Capitalise
on
your
own
appeal
The
following
may
be
relevant
to
your
company:
-
Image
in
the
community,
or
in
a
particular
industry
-
Implementing
changes
to
the
company,
and
implications
for
IT
-
Working
environment
and
location
-
Embarking
upon
new
and
exciting
projects
-
Embracing
new
technologies
-
Capacity
to
pay
well
with
attractive
packaging
options
-
Secure
future,
and
a
well-established
professional
reputation
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