The Anatomy of an Automotive Recruiting and Training Program

Recruitment, or taking on employees, is an important task, as the success of any business depends to a large extent on the quality of its employees.anatomy of recruiting

Employees may be needed when:

  • The business expands
  • The business targets a new market
  • New skills are needed because of technological advances
  • Employees are dismissed, or retire, or leave to join other firms

Training programs for new hires and continued education of all employees becomes an insurance policy for one of your most valuable assets, your personnel.  Without a training program in place, an organization can become unproductive, stagnate or out of touch with current trends and policies.

Not all organizations have the resources to dedicate to an effective recruiting and training program.  Outsourcing this need can become a highly cost effective method to gain and retain a valuable asset to the company…employees.

 

Anatomy of a Recruitment Campaign

The first task is to carry out a job analysis by deciding the exact nature of the job, and the knowledge, skills and other qualities required to do it.  A job analysis will give you the opportunity to create a job description and specification that will be needed for employment advertisements and setting criteria for interviews.

 

Job description

A job description describes the nature of the job and the responsibilities involved, usually in great detail.  The job description is useful for informing applicants exactly what the job entails, and also for settling any later disputes about the tasks that the person appointed has been asked to perform.

 

Job specification

A job specification is also written, stating the qualifications, skills, previous experience and other personal qualities that the person must have.

Most job vacancies are filled by recruiting people from outside the firm – workers from another firm or organization, people who have never worked before, or people who are unemployed.  There are several methods of external recruitment for a job.  They include:

  • Personal recommendation:  Someone who is already working for the firm recommends someone they know.  This takes place at all levels of business.
  • Job centers:  These are a nationwide chain of government agencies, which have details of local job vacancies and of a smaller number of jobs elsewhere.  They deal mainly with manual and office work.  They also provide other services for the unemployed, such as details of training courses.  Their services are free to both employers and job applicants.
  • Private employment agencies:   They provide firms with details of selected employees, including temporary staff, for a fee.  There are general agencies that deal with all kinds of staff, and specialized agencies.
  • Executive employment agencies: provide a complete recruitment service for senior managers, for a large fee.  They will ‘head hunt’ suitable candidates in other companies.
  • Careers advisers: in schools and colleges, and university appointment boards, may be able to provide suitable candidates.
  • Advertisements: This is one of the most common methods of obtaining employees.

A job advertisement should:

  • Describe the job fully, and the skills and qualifications required
  • Indicate what is being offered in the way of training, fringe benefits, career prospects, etc.
  • Be legal, i.e. it must not discriminate between male and female applicants, or against people of ethnic origins.

The recruiting department usually chooses the site(s) in which a job should be advertised; the wording and the categories for placement of the advertisement; and how often the advertisement should be posted.

 

Media

Job advertisements range from small local job boards to large national employment opportunity sites.  Once job postings have been produced and posted, a recruiting campaign begins.

A recruiting campaign should:

  • Be monitored daily, analyzed and adjusted for the highest level of productivity
  • Use a screening tool to eliminate candidates that do not meet minimum required standards set forth in the job analysis.
  • Candidates from these job postings should be interacted with in a timely fashion; answering questions, requesting resumes, etc.

 

Making a shortlist of candidates

Members of the recruiting department use data from their interaction during the recruiting campaign to find the most suitable candidates.  Only the most suitable candidates will be put on a shortlist and invited to attend an interview.  An email is sent to all invited candidates, with a stated time and date for interview, along with a request to bring all required documents.

 

Application forms

An application form needs to be designed.  Most personnel departments have a standard form that is suitable for all vacancies.  The application form usually asks for the following information:

  • Personal details, including age, sex, etc.
  • Education and training, including schools, colleges or universities attended and qualifications obtained
  • Previous employment, including wages or salaries and reasons for leaving
  • Extra-curricular interests and leisure activities
  • List of references

 

Interviewing the candidates

An interview is usually the main feature of the job selection process.  Sometimes there is just one interviewer, but, more often, there are two or three.  With senior jobs, there is normally a panel of interviewers, usually five to eight or more.

Interviews give the interviewers the chance to meet the candidates; to assess their abilities and characters; and to see how they react to one particular situation – the interview itself. Interviews do not always indicate whether a person will be successful in the job, as they do not test the skills and qualities that would be required for that particular post.

There are other defects in the interview system.  Some candidates are much more successful in the interview than they would be in the job.  Interviewers sometimes let their personal prejudices influence their choice of candidate.  Therefore it is always best to have a standardized interview process with preformed questions.  If the interviewer is uncertain of a candidate, further review may be necessary in the form of supplemental means of selection.

 

Supplemental means of selection

Many firms may use other methods of selection in addition to the interview.  With some jobs, they test the candidates’ skills.  With other jobs, they use personality tests, which are based on questions written by a psychologist.  Tests of this kind might be used in jobs that involve a great deal of contact with the public.  With management jobs, there might be whole-day tests of endurance and qualities of leadership in outdoor activity centers.

Companies also carry out other checks.  Most companies send for the references that the candidate has provided and other companies confirm with the examining board whether degrees and certificates have actually been awarded.

The successful candidate is usually told he or she has been successful at the end of the interviews or other tests.  A letter confirming the appointment is then sent, usually within a day or so.

When a person has been appointed, the employer must give him or her a written statement of employment – or contract of employment – within two months. Some of the items that must legally be included are:

  • Name and address of the employer
  • Employee’s name
  • Job title or brief description of job
  • Date employment began
  • Amount of pay and the intervals between payments
  • Hours of work
  • Holiday entitlement
  • Sick leave arrangements
  • Pension arrangements
  • Length of notice for ending employment
  • If not a permanent job, the period for which employment is expected to last
  • Details of disciplinary and grievance procedures

There are many advantages to using external methods of recruitment.

  • Applicants may have wide experience beyond what might have been considered in the past
  • New individuals with new ideas
  • Fewer corporate biases during selection process
  • Cost savings in online advertising
  • Redirection of time management resources

 

Anatomy of a Training Program

With all recruited people, one important task is to give them some form of induction.  This introduces them to their job, their new colleagues, the premises and the firm.

In addition, some level of foundational training should be provided to all newly hired people.  This usually involves a talk on the company’s history, products and policies, which is sometimes accompanied by a video.  The company’s organization will be explained, and the new employee will be shown the building where he or she will work.  The recruit will be told the company’s rules and given a copy of the staff handbook.  There may also be a tour of various departments and, sometimes, talks by departmental managers.  Finally, new employees will be introduced to their departmental and section heads and their future colleagues.  There should also be some level of demonstration and role playing of duties that this person has been hired to perform.

A foundational training program helps to make recruits familiar with the company and working environment.  It helps them to settle in more quickly.  It also helps them to get the feel of the workplace and their new job.

The employer benefits, too, as recruits learn how the company operates and what they should and should not do.  The foundational program presents the company in a favorable light, which may help to increase employee loyalty and motivation.

Effective recruiting and training programs require dedication to accomplish the work load and that can be a drain on any manager’s time management plan.  If you do not have the time or resources to dedicate to recruiting and training and attempt to get by with C-level work, it could end up costing your organization more than it would to partner with an outside vendor.  Before making the decision to pursue a recruiting and training program on your own, take an honest look at your resources and determine if this really is a feasible option.  If not, save yourself the money, anguish and frustration and find a partner like The Manus Group to assist you in creating, producing and managing a highly effective recruiting and training program for your organization.

 

The Manus Group Stephanie YoungAbout the Author

Stephanie Young is the Vice President of Sales and Marketing for The Manus Group, where she is an active blogger, social media contributor and spokesperson for one of the nation’s leading automotive recruiting and training firms. Stephanie is a former Forestry Queen and still continues to promote her platform encouraging young woman to pursue their interests in STEM field careers.

If you like this blog, please share with others and connect with Stephanie on Facebook, LinkedIn and Google+

Copyright © 2015, Stephanie Young All rights reserved.

 

 

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