Learn everything you need to know about how to hire someone from start to finish!

1. Hiring Guide
Everything You Need To
Know About Hiring From
Start to Finish

2. Ready to Hire?........................................3
Writing An Effective Job Description……….8
Conducting A Phone Interview……………..12
• Skype Interviews………………………..16
In Person Interviews…………………….…….18
• Illegal Interview Questions………….21
TABLE OF CONTENTS:

3. Knowing
when
it’s
-me
to
bring
on
another
member
to
your
team
or
company
can
seem
like
a
no-­‐brainer.
Maybe
someone
le;
and
you’re
looking
to
replace
them.
Or
maybe
you
and
your
fellow
coworkers
are
drowning
in
work.
Some-mes,
knowing
when
to
hire
is
that
easy.
But
there
are
other
things
you
should
consider
before
bringing
someone
on.
CHAPTER 1:
Ready to Hire?
Do
we
have
enough
money
in
the
budget?
Is
there
enough
work
to
be
done?
Should
we
hire
a
consultant?
Page 3

4. Cost
In
addi-on
to
an
employee’s
annual
salary,
there
are
many
other
costs
associated
with
employing
them.
The
three
biggest
costs
are
statutory
costs,
discre-onary
costs
and
human
resources
expenses.
Statutory
Costs:
These
are
mandatory
expenses
that
all
organiza-ons
are
obligated
to
pay.
They
include
costs
such
as
Social
Security,
Medicare
and
unemployment
insurance.
Discre;onary
Costs:
These
costs
are
employee
perks
and
benefits
that
are
not
legally
required.
They
include
vaca-on
days
and
paid
holidays.
Human
Resource
Costs:
These
costs
include
costs
such
as
job
adver-sements,
job
fairs
and
compensa-on
for
recruiters,
managers
or
HR
personnel.
HIRING GUIDE
Recruiting cost per
hire for an IT
professional is
between $9,777 and
$19,219.
HR overhead cost
per hire are around
5% of total wages.
Source: Society of Human Resource
Management
Page 4

5. Workload
Maybe
you’re
looking
to
hire
someone
to
fill
a
posi-on
that
has
come
open
a;er
an
employee
has
le;.
This
seems
like
an
easy
decision
to
make,
but
perhaps
you
need
to
think
twice.
Considering
what
you
know
about
the
financial
costs
of
hiring
someone,
it’s
best
to
analyze
the
open
posi-on
and
see
if
it
truly
needs
to
be
filled
again.
People
leave
jobs
all
the
-me
for
various
reasons
including
not
feeling
fulfilled
or
having
enough
to
do
to
stay
busy.
When
conduc-ng
your
exit
interview
with
your
out-­‐going
employee,
make
sure
you
get
the
real
reason
for
their
leaving.
If
not
having
enough
to
do
is
uncovered
as
an
issue,
you
might
not
need
to
rehire
this
posi-on.
Even
if
this
was
not
the
reason
as
to
why
they
le;,
consider
all
your
op-ons.
Can
these
job
du-es
be
taken
on
by
someone
else
in
the
company
who
is
managing
their
-me
well
or
to
someone
else
who
might
be
ready
for
a
new
challenge?
Be
careful
though,
distribu-ng
extra
job
du-es
to
employees
who
feel
over
worked
and
stressed
already
might
not
be
your
best
op-on.
Carefully
analyze
your
employees
and
their
situa-ons
before
deciding
to
bring
someone
else
on
or
not.
HIRING GUIDE
Page 5

6. “
ORGANIZATIONS
WHO UTILIZE
CONTINGENT
LABOR HAD A
MEDIAN SAVINGS
OF 13% OF THEIR
EXPENSE
BUDGETS
Staffing Industry Analyst
Consul-ng
A;er
analyzing
your
current
employment
needs,
you
might
have
found
that
while
you
do
need
some
extra
hands,
it
might
only
be
because
you
have
a
lot
of
projects
going
on
at
the
moment
but
things
are
going
to
slow
down
a;er
that.
Just
because
you
have
a
heavy
workload
at
the
-me,
doesn’t
mean
you
will
in
6
months.
Your
best
op-on
in
this
scenario
is
to
hire
a
consultant.
HIRING GUIDE
Page 6

7. A
concern
people
have
about
consultants
are
that
they
are
less
likely
to
do
a
good
job
if
they
are
only
going
to
be
with
your
company
a
short
-me.
Another
concern
is
that
while
consultants
usually
have
a
wide
variety
of
experience,
they
might
not
have
the
specific
experience
needed
for
your
job.
While
these
might
be
valid
concerns,
you
should
know
that
many
people
prefer
the
consul-ng
life
to
the
full-­‐-me
one.
They
love
being
able
to
work
across
a
wide
variety
of
industries
and
companies
–
and
have
some
great
experience
as
a
result.
They
are
just
as
talented
and
hard
working
as
their
permanent
employee
counterparts.
Plus,
if
you
decide
to
use
a
consultant,
you
can
find
an
agency
to
help
you
in
the
hiring
process.
As
previously
stated,
employment
is
a
major
por-on
of
costs
in
an
organiza-on.
By
using
a
staffing
company
and
hiring
a
consultant,
you
are
able
to
save
your
organiza-on
money
while
allevia-ng
much
of
your
-me
to
get
back
to
your
regular
job
du-es.
HIRING GUIDE
Page 7

8. Being
able
to
write
a
job
descrip-on
that
effec-vely
captures
all
the
demands
and
du-es
of
your
new
job
may
sound
like
an
easy
task.
For
some,
it
might
be
even
easier
if
you
are
refilling
an
old
job.
However,
it
never
hurts
to
go
back
and
review
your
descrip-on
again
before
pos-ng.
The
job
descrip-on
you
create
will
directly
affect
the
kind
of
talent
you
aZract
to
the
job
and
ul-mately
whom
you
hire.
So
what
exactly
is
needed
in
order
to
start
publishing
your
job
on
the
boards
and
recrui-ng
great
talent?
CHAPTER 2:
Writing An Effective Job
Description
Page 8

9. First
and
foremost,
you
need
a
-tle.
What
a
Project
Manager
is
to
your
company
might
not
be
what
a
Project
Manager
is
to
another.
You
need
to
make
sure
the
-tle
fits
with
the
job
qualifica-ons
and
experience
you
are
looking
for.
Along
with
this,
you
need
to
determine
who
this
posi-on
will
report
to,
where
the
posi-on
will
be
located,
what
the
salary
range
is
and
what
benefits
will
be
offered.
Some-mes
ge[ng
this
informa-on
approved
can
be
difficult.
If
you
are
wai-ng
for
approval
or
feedback
from
a
higher
up
or
your
HR
team,
do
not
publish
this
job
just
to
start
the
process.
Doing
so
might
get
you
candidates
in
the
interim,
but
your
lack
of
informa-on
and
inability
to
move
forward
will
show
your
company
in
a
bad
light
and
turn
those
candidates
away
in
the
long
run.
Once
you
get
the
informa-on
you
need
to
move
forward,
deciding
the
day-­‐to-­‐day
tasks
is
the
next
area
of
your
job
descrip-on
you
need
to
work
on.
These
tasks
should
properly
reflect
the
job
-tle
and
salary
of
the
posi-on.
This
requires
some
brainstorming
and
thoroughly
wriZen
descrip-ons.
The
more
you
can
nail
down
exactly
what
this
person
will
be
doing
and
also
the
qualifica-ons
it
takes
to
do
it,
the
more
likely
you
will
be
to
find
that
right
fit.
HIRING GUIDE
Page 9

10. If
you
are
working
with
a
staffing
company
they
also
need
a
completed
job
descrip-on.
If
they
are
not
supplied
with
the
proper
informa-on
they
might
be
looking
for
a
candidate
who
will
not
be
a
fit
for
your
job
or
company.
Providing
them
with
all
the
important
informa-on
is
key
to
them
successfully
finding
the
right
person
for
your
job.
Even
in
your
internal
efforts
if
you
do
not
have
a
job
descrip-on
that
accurately
reflects
the
posi-on,
you
might
get
a
pool
of
wrong
candidates
thus,
extending
your
hiring
process.
Comple-ng
everything
correctly
the
first
-me
will
allow
you
to
recruit
for
your
posi-on
effec-vely
and
ul-mately,
ending
up
with
the
perfect
employee
for
the
job.
Follow
our
template
of
a
job
descrip-on
to
help
you
outline
yours!
HIRING GUIDE
Page 10

11. HIRING GUIDE
Job
Title
Loca-on
Salary
Range:
If
applicable
General
Job
Descrip;on
Here
you
will
give
a
quick
overview
about
this
posi-on
and
why
it’s
a
needed
job.
Something
like
“A
Project
Manager
at
ABC
Company
will
oversee
the
day-­‐
to-­‐day
opera-ons
of
our
new
123
Project.
This
posi-on
will
work
closely
with
our
Z
team
and
provide
feedback
to
upper
management
on
progress”.
Essen;al
Job
Func;ons
•
These
are
fundamental
job
du-es
of
the
posi-on
which
are
required
to
be
performed,
with
or
without
reasonable
accommoda-on.
•
They
are
tasks
that
are
cri-cal,
primary
and
necessary
to
the
job.
•
They
begin
with
a
verb
and
are
clearly
wriZen
and
not
redundant.
Qualifica;ons
•
You
can
also
bullet
qualifica-ons
out
•
Educa-on
requirements
•
Years
of
experience
•
Specific
tools
or
so;ware
knowledge
•
Anything
else
mandatory
to
be
successful
at
this
job
About
Your
Company
This
is
your
opportunity
to
sell
your
company
to
your
applicant.
Talk
about
awards
that
have
been
won
and
what
your
workplace
environment
is
like.
If
you
have
social
media
accounts
for
your
company,
reference
them.
These
will
give
people
a
chance
to
see
more
about
what
your
company
is
all
about.
Job
Descrip;on
Template
Your
Logo
Here
Page 11

12. CHAPTER 3:
Conducting A Phone
Interview
A;er
you
have
posted
your
well
wriZen
job
descrip-on
on
the
job
boards,
you’re
sure
to
get
a
handful
of
qualified
candidates.
It’s
easy
to
rule
out
many
from
your
non-­‐nego-able
qualifica-ons:
loca-on,
salary,
educa-on,
and
years
of
experience.
From
the
resumes
you
have
le;,
you
have
to
carefully
determine
which
candidates
are
your
top
5,
10
or
20
and
reach
out
to
them
for
your
ini-al
interview:
the
phone
interview.
Page 12

13. The
following
are
great
ques-ons
for
you
to
ask
during
a
first
phone
interview:
Tell me about your skills and
experience.
Why do you want to leave
your current job?
What are your starting and
final levels of compensation?
What are your salary
expectations?
Tell me what you know about
our company.
What interests you about this
job?
Page 13
HIRING GUIDE

14. Have
what
ques-ons
you
are
going
to
ask
prepared
before
you
get
on
the
call
with
the
candidate.
It’s
great
if
you
have
ques-ons
pop
up
while
you’re
talking
to
someone
–
those
will
give
you
beZer
insight
into
that
specific
person.
But
keeping
the
ques-ons
the
same
for
all
candidates
is
a
good
way
to
compare
them
against
each
other.
HIRING GUIDE
Page 14
When
you
have
completed
the
phone
interview,
clearly
communicate
what
the
next
steps
of
the
interview
process
will
be.
If
you
have
determined
right
there
that
this
person
is
a
qualified
candidate
for
the
job,
feel
free
to
schedule
an
in
person
interview
with
them.
If
they
are
not
qualified
for
the
job
and
you
know
that
in
the
moment,
you
can
either
be
upfront
and
tell
them
that
you
don’t
feel
like
they
are
a
fit
for
your
posi-on
or
tell
them
you
will
follow
up
with
them.
If
you
tell
them
you
are
going
to
follow
up
with
them,
do
it!
Don’t
leave
them
hanging.
You
and
your
company’s
brand
will
only
suffer
from
not
being
up
front.
When
scheduling
your
phone
interview,
send
your
candidate
a
confirma-on
email
or
calendar
invite
a;er
a
specific
-me
has
been
determined.
Verify
with
them
that
you
will
call
them
or
that
they
should
call
into
a
specific
number.
When
the
-me
comes
to
do
the
interview,
do
not
be
late
in
calling
or
answering
their
call.
Even
though
they
are
the
one
being
interviewed,
it
is
s-ll
important
for
you
to
make
a
good
impression
as
well.
You
don’t
want
your
candidates
to
get
the
wrong
impression
of
you
or
your
company.
Be
prompt,
be
polite,
be
prepared.

15. While
phone
interviews
are
great
ini-al
ways
to
get
a
read
on
people,
an
even
beZer
one
are
video
interviews.
Technology
has
changed
the
way
we
interview
and
hire
candidates
in
that,
we
can
see
them
and
interview
them
without
them
ever
coming
into
your
office.
KEEPING UP WITH TECH….
The
video
interview
might
not
be
beZer
necessarily
than
a
face
to
face
interview
but
if
conducted
properly,
can
be
very
effec-ve.
These
-ps
can
help
you
beZer
prepare
for
a
video
interview:
Set
the
Stage
Conduct
the
interview
in
a
quiet,
well
lit
se[ng.
Keep
the
background
simple
and
free
of
cluZer
and
distrac-ons.
Avoid
wearing
bright
colors
and
paZerns
and
s-ck
with
neutral
blues
and
blacks.
Ensure
that
your
Skype
account
name
is
some
form
of
your
first
and
last
name
vs.
a
non-­‐business
related
name
(avoid
winelover2013)
and
dress
professionally,
as
you
would
expect
the
candidate
to
do
so
as
well.
Page 16
HIRING GUIDE

16. ACCORDING
TO THE
ABERDEEN
GROUP,
42% OF
BUSINESSES
USED VIDEO
INTERVIEWS
LAST YEAR
FOR
RECRUITING
COMPARED
TO 10% IN
2010
Tech
Check
Make
sure
you
have
familiarized
yourself
with
the
equipment
ahead
of
-me.
Check
your
internet
connec-on.
Ethernet
is
recommended
over
wi-­‐fi
as
a
more
solid
connec-on.
Depending
on
the
quality
of
your
built
in
microphone,
it
may
be
necessary
to
purchase
an
add-­‐on
microphone
to
guarantee
beZer
sound
quality.
Ac;on!
In
addi-on
to
the
typical
ques-ons
that
you
would
prepare
before
any
face
to
face
interview,
there
are
a
few
other
things
to
keep
in
mind
during
a
Skype
interview.
Make
sure
to
look
at
the
camera
and
not
the
screen
so
you
appear
to
be
giving
direct
eye
contact.
Speak
loudly
and
clearly
into
the
microphone
and
give
the
candidate
adequate
-me
to
complete
their
thoughts
in
case
of
a
delay.
Skype
interviews
are
becoming
more
and
more
necessary
for
employers
who
are
looking
to
cut
costs
but
s-ll
hire
the
best
employees,
regardless
of
their
current
loca-on.
Employers
not
currently
u-lizing
Skype
or
other
forms
of
video
technology
to
conduct
interviews
may
be
strictly
limi-ng
their
hiring
op-ons
and
can
cause
them
to
miss
out
on
top
talent
for
their
organiza-on.
Page 17
HIRING GUIDE

17. Do
you
remember
how
nervous
you
were
for
your
first
job
interview?
Making
sure
you
dressed
the
right
way,
presented
yourself
well,
and
showed
up
on
-me?
Well,
being
on
the
other
side
of
the
table
isn’t
much
easier.
Sure,
it
may
not
be
as
nerve-­‐racking,
but
now,
more
than
ever,
as
a
manager
or
Human
Resources
professional,
you
need
to
make
sure
your
company's
interview
process
finds
the
best
candidates.
Follow
these
five
steps
to
conduc-ng
an
excellent
job
interview.
CHAPTER 4:
In Person Interviews
Page 18

18. 1.
Know
what
you’re
looking
for
You
need
to
understand
the
posi-on
you’re
trying
to
fill
beZer
than
anyone.
What
are
the
skills
required?
What
is
the
dynamic
of
the
team
this
person
is
being
hired
to
fill?
If
you
are
the
hiring
manager,
what
kind
of
an
employee
would
complement
your
skills?
If
you
know
what
you’re
looking
for
going
in,
it
will
be
easier
to
evaluate
interviewees
in
real
-me,
and
have
a
sense
of
where
they
rank
a;erwards.
2.
Be
unexpected
A;er
you
get
over
the
small-­‐talk,
try
to
avoid
the
most
predictable
ques-ons,
like,
“How
would
you
describe
yourself?”
Instead
frame
a
ques-on
(even
as
simple
as
that)
to
allow
the
interviewee
to
talk
about
their
personal
experiences,
like,
“Tell
me
about
an
experience
that
challenged
your
integrity
and
how
you
reacted?”
Or,
instead
of
asking,
“How
do
you
like
working
on
a
team?”
ask,
“When
have
you
been
on
a
dysfunc-onal
team
before?
And
what
did
you
do
to
fix
it?”
If
you
can
get
your
interview
off
the
beaten
path,
it
will
be
revealing.
Page 19
HIRING GUIDE
“FAILING TO PROVIDE
A REALISTIC JOB
PREVIEW CAN RESULT
IN HIGH TURNOVER
RATES OF NEW HIRES.
FOR A STRONGER
CHANCE OF
SUCCESS, IT IS
IMPORTANT FOR
CANDIDATES TO
UNDERSTAND BOTH
POSITIVE AND
NEGAITVE ASPECTS
OF A POSITION.””
-­‐Yeva
Jermakyan
HR
Generalist,
Synergis

19. 3.
Stay
within
the
lines
It
should
go
without
saying
that
as
a
hiring
manager
or
Human
Resources
professional,
you
need
to
be
aware
of
the
legal
ramifica-ons
of
interviews:
absolutely
no
asking
discriminatory
or
derogatory
ques-ons.
Contact
your
HR
partner
if
you
are
unsure
about
these
guidelines
(check
out
our
illegal
interview
ques-ons
on
page
21).
4.
Represent
your
company
well
Not
only
does
the
interview
screen
poten-al
applicants,
it
also
serves
as
a
poten-al
employee’s
first
experience
with
a
company.
You
should
aim
to
be
courteous
and
forthright
about
the
corporate
culture
and
department
the
interviewee
is
looking
to
work
for.
Being
honest
is
important;
if
you
sugarcoat
the
job
you’re
only
going
to
ensure
that
there
will
be
unhappy
employees
down
the
line.
5.
Let
them
turn
the
tables
Allowing
-me
for
the
interviewee
to
ask
ques-ons
is
a
vital
piece
of
a
great
interview
you
don’t
want
to
skip.
Not
only
does
it
give
a
chance
for
the
interviewee
to
have
any
concerns
answered,
it
also
reveals
to
you
what’s
on
their
mind.
The
ques-ons
an
interviewee
asks
could
indicate
if
he
or
she
is
overly
concerned
with
salary,
wary
of
working
in
a
team,
self-­‐
absorbed,
resistant
to
authority
or
perpetually
unhappy,
among
other
characteris-cs.
Page 20
HIRING GUIDE

20. BEWARE!
AVOID
THESE
ILLEGAL
INTERVIEW
QUESTIONS!
Illegal Legal
Are you a US Citizen? Are you authorized to work in the US?
What is your native language?
What languages do you read, speak or
write fluently?
Do you own a car?
Do you have a reliable method of
getting to work?
Are you married?
Would you be willing to relocate if
needed?
Do you have children?
Would you be willing to travel if
necessary?
What religion do you practice?
Are you able to work the required
schedule?
What social organizations do you
belong to?
Do you belong to any professional
organizations relevant to this position?
How do you feel about supervising
men/women?
Tell me about your management
experience.
Do you have any disabilities?
Are you able to perform the essential
functions of this job with or without
reasonable accommodations?
Have you ever been arrested?
Have you ever been convicted of
_______? (Must be related to job for
which they are applying)
Were you honorably discharged?
What type of education or training did
you receive in the military?
Page 21
HIRING GUIDE

21. We know this is a
lot of information
and it’s easier
said than done.
If you need
assistance in
finding that right
person, let us
know!
Need Hiring Help?
I want
Synergis to
contact me
about my
hiring
needs!