Here is an outline of topics that we'll cover in the workshop.

*To Hire or Not To Hire

*Planning the Hiring Process

*Finding the Right Candidates

*Interviewing Tips

*Making an Offer

*Resources for eBay Sellers

Let's get started!

However, finding and hiring star employees isn’t easy for small businesses.

It takes patience and persistence to find candidates with the right skills and
talents, with qualities that complement your company’s culture, and with
personalities that will thrive in an entrepreneurial environment. You can’t afford
to settle for someone who’s just “sufficient.” You need candidates who can
make your business boom.

Monster is dedicated to making the hiring process faster, easier and
more efficient. And this workshop will provide practical, actionable advice designed to help you
make better hiring decisions...so you can recruit the top talent you need to
succeed.

There are 5 Key Elements you should think about when making your Hiring Plan. These questions will help guide you in writing a better job ad and selecting a good fit from candidates who respond.

1. Job duties - What will the person do?
Take the time to spell out the specifics of the open job. Start with the job title
– it should be descriptive (“eBay product lister – consumer products” is
better than just “data entry”), conform to standards for your industry, and mesh
with your own company’s job hierarchy (terms like “junior,” “associate” or
“senior” can differentiate levels of proficiency).

2. Work experience - What background is required to get the job done?
eBay familiarity...job knowledge...educational background...professional
certification...these may all be crucial to helping you screen candidates you
recruit.

Clarify the specific experience and background a qualified candidate should
have. For example, will visa requirements or relocation be an issue? Also
consider your willingness to invest time and resources in training – this can
create flexibility in your experience requirements.

3. Skills - What unique skills must the person possess?
Look at the duties the person will perform and assess what skills are required to
complete those tasks. A call center representative, for example, will need good
phone manners and may also need to be a good listener. Your list should include hard skills (what the person knows) and soft skills (how the person
applies that knowledge).

4. style - How will the person get the job done?
In a small business, the way a person works can be as important as what they do. They’ll need to mesh with your business culture and any team members you
already have in place.

Some typical work styles:
-Works best in a team
-Generates solutions independently
-Works best alone
-Tackles problems head on
-Needs direction
-Finds creative solutions
-etc.

5. Temperament - What kind of personality succeeds in your organization?
Take work style a step further to consider the attitudes and manners you want
in a job candidate. Your goal will be to find the type of person that is most
productive in the work environment you’ve created, and can complement your
current workforce. Develop a list of the character traits you most value – it can
include things like sense of humor, honesty, compassion and the like. You might
not list these in your recruitment ad, but they can help you choose between
candidates after more in-depth interviews and screening.

Step 3: Interview Tips

Once your job is posted and you have some applications flowing in, you can increase your hiring success by applying the right interviewing techniques. Here are some basics to get you started.

Prep questions in advance
Create a list of questions before the candidate arrives. This upfront planning will
keep the interview moving quickly and ensure you get the information you need.
It will also help you avoid vaguely worded questions that may be difficult for
applicants to answer.

Choose the right interviewer(s)
The supervisor who will oversee the new hire typically conducts the initial job interview. Other team members may want to talk with candidates as well.
Discuss in advance which topics each interviewer will explore. This will generate more comprehensive information about applicants’ skills and experience.

Listen more than you talk
When the interview begins, make applicants comfortable by asking a few general questions, then let them do most of the talking. Save your overview of the company and job for the end of the meeting. Otherwise, job seekers might tell you what they think you want to hear rather than speaking honestly.

Elicit practical information
What types of questions get you the information you’ll need? Scenario-based questions, where you ask a candidate to react to a typical on-the-job challenge,
can give you an idea of how a candidate would react. Questions that focus on measurable outcomes – such as “what roadblocks did you face on a project and
how did you get around them?” – give you insight into pertinent accomplishments.

Don’t forgo the second interview
Invite strong candidates back for another interview with you or a team member.

Step 4: Make an Offer

In a competitive job market, simply offering someone a job hardly guarantees
that the person will take it. You’ve got to manage salary and benefit negotiations,
demonstrate your professionalism, and promote the opportunities your company
provides.

In other words, it’s not just about choosing the best, but making sure the best
want to choose you too.

Say it and write it
It’s generally best to make an offer in person; you’re able to explain all aspects of
your salary and benefits package, while the candidate can ask any questions.
Avoid misunderstandings by formalizing your job offer in writing. Along with
starting salary, include additional details such as job title, job responsibilities,
location, etc.

Pump up your business
Presenting an offer is the time to promote the benefits of working for your company. Highlight why someone should come to work for your business – it
could be anything, like cutting-edge opportunities, new chances for
advancement, staff recognition and bonus programs, or your unique corporate
culture. Demonstrate how your business is a match to the candidate’s life and
lifestyle. This is your opportunity to make the candidate feel good about coming
to work for you.

Know when to stop
Not every candidate is going to jump at your offer. Some candidates may appear
reluctant as a negotiating ploy. Others may be unsure that the job is a good
match. Try to discover the source of the indecision. If a candidate is looking for a
greater salary, determine if it aligns with the person’s potential contribution. If it
doesn’t, it could throw off your entire compensation scale. Similarly, pleading
your case to a candidate with serious reservations could backfire when the
person has second thoughts and jumps ship after only a few months.

Thanks for your time and I look forward to answering your questions tomorrow!

Regards,
Eric