The Challenge of Finding the Right Person for the Job

It is challenging to hire good employees.

Whilst many potential candidates might have the right skills, qualifications and work history, there are other characteristics that are relevant when selecting new employees, such as their character and integrity, which cannot be established by an application form. Potentially, a candidate’s personality and attitude can be as important as their work history and skill set.

When in the process of hiring, recruiters should consider that skills, knowledge and experience are not everything. Potential employees should have a combination of the required skills and work experience, and other traits that are not so easy to quantify.

When starting the hiring process, here are some pointers the experts at Randstad Financial & Professional have suggested:

Clearly specify what skills and work experiences are essential. With recruitment consultants and in job descriptions clearly list all of the must have and desirable skills and experiences that are required in the job. These should be the bare minimum, to enable the recruiter to weed out candidates, and to ensure that all candidates can do the job required of them.

Work based experiences, technical expertise, and similar, are required usually- but some roles require more abstract characteristics such as leadership or performing well under pressure. These cannot be measured in a standard application process- making a face to face interview or assessment essential in selecting the right employee. The more abstract the qualities or personal characteristics needed, the more important an interview is.

In such an interview, the interviewer should endeavour to get to know the candidate’s personality. Asking open ended questions, getting the interviewee to share real life scenarios where they faced challenges or situations similar to what they will find in the workplace will aid the interviewer in assessing what is not an easy quality to quantify. Consider sending recruiters on courses on interviewing. Such courses and interview sessions allow recruiters to enhance their interview style, practice questions, and learn how to interpret body language and other nonverbal information that the interviewee naturally gives out- which will help them when making hiring decisions.

In a further attempt to assess the candidate’s suitability, the interviewer has to establish whether the candidate will be able to get along with fellow employees in the specific work environment. Once again, open ended questions, and getting to know the candidate as a person will help in making an assessment, but one thing does not change- trust your instincts as a recruiter. If the new hire does on fit in the workplace, this can result in friction, poor performance from all concerned and decreased productivity.

It does not help that recruiting can be unpredictable. A candidate can be strong on paper, and be the type of person who shines at interviews- but when they actually start work demonstrates a lack of technical ability or the ability to fit in with the team and company dynamic. That is why, whilst getting the employee on board, vetting is so important. Taking up references is a must, and is checking an employee’s work history and other relevant information that employers are allowed to gather. In this day and age, a check of an employee’s online record is also advisable. Taking care and time over vetting will ensure that the right person is brought on board- and prevents time and money being wasted on the wrong employee.

Above all, take time. Take the time to interview candidates, to get to know the whole person, and to assess whether they are the right fit for the role and company. Take time in selecting and vetting a new employee, even if the job needs to be filled quickly. Spending such time in hiring will pay dividends in maintaining a cohesive, productive workforce- and will ensure that the right employee is brought on board with the right skills and attitude.


Recruitment & Employment Contracts


An efficient recruitment process usually begins with a lot of careful planning on how candidates will be assessed. It is important for all candidates to be made aware of the specific requirements, qualifications and skills that are required for the position. This will ensure that more candidates, who do apply, are actually suitable for the role. All of this can be made very clear by writing a detailed job description as part of the advert for the vacancy. Avoid discrimination in any form. When successful candidates have been short listed, it is recommended to invite them for interviews. This will allow you to make a better judgement based on character.

Employment Contracts

After selecting the candidate that will take the job, it is highly advisable to get them to sign a written contract that clarifies employment terms, probation details and the employee’s entitlements. Employees are entitled to the minimum wage, paternity/maternity leave and sick pay etc. However, a contract may offer the employee more than their legal entitlements. To avoid any disputes, the written contract of employment must match with the criteria set in the job description and anything told to the employee during an interview.


A written statement of employments must be issued within 2 months of the employee being employed. The statement must include details such a pay, holiday entitlement and working hours.

From the beginning of the process, it is sensible to consult a legal expert to make sure that all contracts and terms are legal, and that all legal entitlements are met.  If there are any employment benefits, clarify with the employee that they may not be entitlements but are subject to discretion if that is the case.  Most employers also have separate employee handbooks that detail health and safety arrangements, company policy, grievance procedures and the discipline code.