Getting the right person for the job starts with writing an effective job description. These days, that entails much more than getting all the facts right. It means writing a job description that stands out amongst all the rest. Particularly when it comes to tech-savvy Generation Y (aka the Millennials), job descriptions must be ultra-appealing. They have to speak to the individual and give them a reason to apply for a job with your company.

After all, this is the “everybody gets a trophy generation.” Some generational experts have branded them the most spoiled generation in history. They are used to being given what they want. Now, it’s your job to make them want a job with your company – and to want it so badly they will actually go out of their way to pursue it.

Millennials want to feel like they are part of something important right out of the gate. The concept of “paying your dues” couldn’t be more foreign to them. So make sure to describe why the position matters to the company and where it stands in the grand scheme of things. Be clear about the importance of the role this individual will play once they are hired. And don’t forget to include how much they will be interacting with decision-makers.

Members of Generation Y are expected to job-hop more than their predecessors. Paradoxically, however, they are incredibly brand loyalty. Start building their loyalty to your brand right off the bat. Use your job description to explain why they should want to work for you. Woo them and seek to make them fall head over heels in love with your company. Avoid jargons and clichés and get to the point when describing your ideal candidate.

There’s no doubt that salary and benefits are important to a Millennial. After all, surveys have shown they expect something in the neighborhood of $75,000 starting pay. But they are also savvy enough to recognize that a job can benefit them in other ways, too. So be sure to describe the skills they will gain, the professional connections they will make, and the opportunities they will have to grow and advance within the company. Be sure to mention the other fringe benefits, like gym memberships and flexible work hours, too.

Finally, take the opportunity to tell your company story and explain your vision for the person who gets the job. Make sure you do it quickly, however. Generation Y has no patience for rambling, off-the-shelf, stodgy old mission statements. They want something short, to-the-point, and catchy. Think of it this way: This is the generation that grew up having conversations via text message. Short-hand and slogans are their language.

Looking to hire a “star” employee? Of course, you are! Deep down, that’s every employer’s dream for star employees tend to outperform everyone around them. So even if you have to pay them more, you still end up getting so much work and ingenuity out of them, it turns out to be a wise investment in the end. 

The problem lies in attracting star employees when you don’t necessarily have a dream job to offer them. After all, star employees are in demand and can basically write their own ticket. They don’t have to take just any old job offer. They can pick and choose and wait for the right opportunity to show up on their door step.

The secret lies in hiring those people who don’t yet know they are stars. Sound difficult? It can be, but there are a few tips you can follow to help you determine who has what it takes to someday be the kind of employee you have to worry about your competitors poaching. 

1. Recruit Mediocrity – On the surface, that may sound counterintuitive, but experience has shown that mediocre students often have a sixth sense about what really matters in life. Sure, they may not have been motivated by the prospect of impressing their professors and racking up stellar grades, but when it comes to earning a decent salary, they are generally ready to kick it into high gear.
2. Seek the Well-Read – A well-developed interest in reading – anything, everything! – displays a natural curiosity and level of engagement. It doesn’t really matter if they read comic books, romance novels, or Guitar Player magazine, the important thing is that they read.
3. Test them Out – Before hiring someone, have them take the Myers-Briggs test. You will gain incredible insight into how they will perform on the job by finding out if they are an introvert or extrovert, etc. This can be particularly helpful if you are looking to hire a natural born leader.
4. Become Their Mentor – New to the workforce, college grads often feel lost because the real world is different from what they have envisioned. They need someone to guide them and help them feel their way through new territory. Show them from the beginning that you have a true interest in their career development and they just may blossom into a star, even if they are stuck in a decidedly non-dream job for the time beginning.
5. Pile on the Responsibilities – From their first day on the job, give your potential future superstar a massive amount of responsibility. See how they respond. If they dive in headfirst without asking questions or balking at the enormous amount of work before them, chances are they will fail. Once they have fallen on their face, do they look to try again? If so, you probably make a good choice. Most people who are destined for greatness consider their own failures a tremendous learning experience.

The hiring of a new employee is an exciting time. Whether you are replacing a previous worker or expanding your business, the infusion of new blood is something to be celebrated. 

Hiring decisions should never be made lightly. Chances are you’ve thoroughly reviewed all applicants, checked backgrounds and references, conducted careful interviews, and performed the appropriate due diligence before extending an offer. Hurrah! Your first choice accepts the offer. You can breathe a sigh of relief. 

Not so fast. Your work is far from over. Now, you must take steps to ensure that new employee succeeds. According to a 2009 study by Washington, D.C.-based Leadership IQ, 46 percent of new hires fail within 18 months. Only 19 percent achieve unequivocal success.

Just why do so many new hires fail to thrive? According to the managers who responded to the Leadership IQ survey, 26 percent of new employees fail because they can’t accept feedback, 23 percent have a hard time controlling their emotions, 17 percent aren’t motivated to succeed, 15 percent have the wrong temperament or work style for the company’s environment, and 11 percent fail because they lack the necessary skills.

So what can you do to turn the tide and ensure that your next new hire becomes a success story? Undertake an effective onboarding process that helps the employee integrate into their new work environment. Onboarding is intended to give new hires the confidence they need to hit the ground running, make a positive impact on the company, and help carry out the organization’s mission.

Every onboarding process should be centered on the following four goals: 

• Welcoming and engaging the new hire
• Helping them understand the company, its goals, and its vision for the future
• Ensuring they understand how they fit into the big picture
• Helping them become more productive

Make your onboarding process more effective by following these simple guidelines:

Don’t Overwhelm Them– The first day of a new job is bound to be hectic and nerve-wracking, even for a seasoned professional. So don’t bog them down with administrivia that could just as easily be completed at their leisure. Several days prior to their start date, send via email or traditional mail any paperwork you need them to complete. Include a copy of the employee handbook so they have time to review it and prepare any questions. Be sure to include small, but critical details, like where they should park. 

Develop a Plan for Week One – Don’t wait until the new employee arrives to figure out how you are going to train them – or who will be in charge of showing them the ropes. Map out an agenda for their first week in advance and make sure everyone who is going to play a role in orienting them to the company has been briefed and is on board. 

Welcome Them – Your new hire may have the right stuff in terms of skills and attitude, but if he doesn’t fit in to the corporate culture, he’s going to have a hard time succeeding at your organization. Facilitate positive relationships from day one by going out of your way to make the newbie feel welcome. Encourage others to do the same.

Much like the synopsis on a book’s dust jacket, a job description is intended to generate interest by providing a few critical insights into what is contained inside. Specifically, it provides clear and concise summary of the responsibilities and requirements of the job in question. Not only are job descriptions used to advertise for new employees, they are also a key component of the performance review process, as they allow the employer to compare the employee’s performance to the expectations which were set forth when they were hired.

Job descriptions typically consist of the following components: title, summary of the position, essential duties and responsibilities, qualifications, terms of employment, the title of the person to whom the employee will directly report, and any special considerations, such as working conditions or physical demands that may be out of the norm. The last piece of information is crucial in that it will be used to monitor compliance with the ADA.

It’s critical for an employer to write accurate and appropriate job descriptions. Here are some tips for ensuring that your job descriptions not only provide you with a pool of qualified candidates, but help build your company’s reputation. 

• Be Concise – The goal is to write a useable document, not the great American novel. Avoid the temptation to ramble on needlessly. Don’t make a seemingly endless list of responsibilities, for example. Limit yourself to a manageable number of duties, typically six or eight. You will find the description much more user-friendly if you keep it short and to the point.

• Be Specific – Don’t merely state that you need someone who is “computer literate.” Rather, state exactly what programs (Microsoft Word, Excel, QuickBooks, etc.) you need them to know. Likewise, if the person you are hiring will be responsible for administrative duties, list the specific duties you will need them to perform. Also be sure to state what level of proficiency you require. Use qualifiers like “basic,” “intermediate” and “advanced” to reflect exactly what you are seeking in a candidate or employee.

• Be Generic – Avoid gender-based language, even if your workforce is predominantly one sex or the other. After all, how would you feel if you were a male nursing professional reading a job description that consistently refers to “she” or “her duties?” Likewise, a female construction worker might be put off by a job description that is clearly geared toward men. Far better to take the modern –some might say politically correct – route and be gender neutral. After all, you want to attract the best candidate, regardless of gender.

When appropriately written, a job description can be a powerful tool as it relates to numerous aspects of the employment relationship. Take advantage of these tips to draft the kind of job description which will give your organization a competitive edge by attracting qualified candidates, conducting effective performance reviews, and boosting your company’s reputation.

More often than not, job seekers go into an interview with a certain degree of fear. Do I look presentable? Will I answer the questions right? Do I have what it takes to get hired? What many candidates don’t realize is the interviewer has their own set of fears.

Truth be told, hiring is a scary business. The hiring manager is essentially bringing an unknown into the company. If they have done their proper due diligence and conducted a thorough interview, they can be fairly confident they have hired the right person for the job. But recruiting is a major responsibility and one which cannot be taken lightly.

As a job seeker, you can help alleviate some of the interviewer’s fears AND possibly nab yourself the job at the same time. It all comes down to understanding their fears and knowing how to respond. Read on for some advice on mitigating interviewers’ most common fears:

#1 Getting the Process Completed Promptly – When searching for a job, it often seems like it takes forever between submitting your resume and getting called for an interview. For the hiring manager, however, it usually feels like the process is dragging on and on. From determining their needs to writing the job description to posting ads, wading through resumes, and conducting interviews, the process of hiring a new employee is remarkably time-consuming. As the old adage goes, “time is money” and the pressure is on to get the position filled PRONTO! You can help the hiring manager feel less stressed by making it easy to reach you. Include multiple options, such as home, cell, or email, on your resume. And be sure to respond promptly to their communications. Answer emails and return voice mails as quickly as possible.

#2 Sharp Learning Curves – Training a new person takes time. In the meantime, there is a loss in productivity as the work team struggles to pick up the slack. Managers are understandably concerned about losing valuable employees who may be uncomfortable taking on extra work until a new employee can be found. This stresses them out even more, something they do not need when they are in the throes of selecting a new employee. Help the hiring manager by explaining that you are a fast learner. Share some stories from your past jobs that demonstrate this fact. Drop hints throughout the interview that will give them the impression you would be up to speed in record time.

#3 Hiring the Wrong Fit – Every organization has its own culture. It falls to the hiring manager to bring people onboard who are a good fit for the existing culture. Hiring someone who doesn’t mesh with the team can upset a delicate balance and put great stress on the manager. You can practically eliminate that concern simply by making sure you fit at least 75 percent of the job requirements. During the interview, share some stories that demonstrate how your experience matches up with those requirements. 

#4 Hiring the Overqualified – In today’s economy, many organizations have found themselves faced with the question of whether to hire someone who is obviously overqualified for the position. The concern is that the new employee will quickly grow bored or disillusioned. At the same time, an overqualified employee may never truly give up their job search, only hanging on until “something better comes along.” They can also upset team dynamics because the new employee may very well be qualified to manage their colleagues – or even their supervisors. Be sure to honestly evaluate your qualifications. If you are obviously overqualified, mitigate the interviewer’s concerns by toning down your resume. During the interview, inform the manager of your career goals and tell them why you are interested in the position.

Team interviews are becoming an increasingly common recruiting strategy. Recognizing that hiring should be a team sport, companies are incorporating a number of different stakeholders in the process. These extend beyond HR into the candidate’s potential new supervisor and teammates. Some organizations even invite an objective third-party, like a member of the Board of Directors, to participate, depending upon the level of the hire, of course.

The rationale behind this strategy is simple: The more eyes and ears, the more thorough picture of the candidate will emerge. Different people tend to notice different things, so bringing multiple people together to interview a promising candidate makes for a wise hiring decision. It can also help build consensus that the best person for the job was, in fact, the one brought onboard. And having future teammates help select their future co-worker builds commitment to helping the new hire succeed.

But having a diverse team present for the interview doesn’t do any good if no attempt is made to elicit their input afterwards. Therefore, it’s crucial to conduct a post-interview review to gather their insights and concerns before making any kind of hiring decision.

Here are a few tips for conducting an effective post-interview review:

1)      Take Notes – Prior to the review, ask each person who participated in the interview to make extensive notes on the candidate. Encourage them to note their experience, specific capabilities (technical or otherwise), past accomplishments, and anything in particular that struck them as impressive or concerning during the course of the interview. If the team is going to be reviewing more than one candidate, ask each stakeholder to rate them.

2)      Together Is Better — Bring all the constituents together in one room. Talking to each stakeholder separately is only somewhat effective. It’s far better to hold a free-flowing conversation. What one person shares may jog another’s memory, leading to a more thorough review of the candidate.

3)      Sharing Time — Begin by going around the table, allowing each person to share their impressions of the candidate. Ask specific questions like: What impressed you? Which of the candidate’s answers did you find unsatisfactory or incomplete? What lingering questions did you have following the interview?

4)      Foster Honesty and Openness – You don’t want anyone to hold back, so have the senior-most participants wait until the end to share their impressions. Otherwise, junior members of the team may feel pressured to fall in line with what the bosses think.

5)      Narrow It Down – The goal of the post-interview review should be to whittle down the candidate pool. If this was the first round of interviews, you should look to create a short list of those you have selected to bring back for a second interview. Aim to exclude those who clearly don’t qualify for the job or who were simply so unimpressive in the first interview that you can’t imagine ever hiring them. You may wish to shake up the hiring team for the second round of interviews, incorporating other stakeholders to ensure an even more thorough review of the candidates.

High unemployment has resulted in a slew of professionals who would otherwise never be out of work scrambling to find a job. Consequently, the current labor pool is a hodge-podge of highly-qualified go-getters mixed in amongst the expected population of unmotivated slackers and the simply unqualified. So how can you go about unearthing the gems and enticing them to join your company? The answer may be right under your nose.

Employee referral programs are a great way to tap into your existing workforce – especially those valued employees you would love to replicate – and find out who they would like to see working at the company. Not only are such programs a cost-effective means of recruiting new blood, but more often than not, the candidate recommended is just as awesome as the employee themselves. After all, birds of a feather flock together, don’t they? And besides, they wouldn’t want to risk their standing with the company by recommending a less-than-stellar person for the job.

Devising a successful employee referral program need not be difficult. At its core, it entails keeping employees abreast of current openings and encouraging them to consider who they might know that meets the requirements and has what it takes to succeed in the organization. Just follow these few simple tips and you’ll find yourself swamped with top-notch candidates in no time:

• While some people will be happy referring friends, relatives, and former colleagues just for the sake of bringing more great employees into the organization, it’s always a good idea to offer some kind of incentive. A portion can be paid when the referred candidate is hired, with the rest awarded once they’ve proven to have staying power – a retention bonus to the referring employee, if you will.

• Once an employee has presented a referral, act quickly. Your current employee has essentially already completed the initial screening on your behalf, so contact the potential new employee within 48 hours and invite them to come in for an interview. Employee referrals should be put on the fast track with an eye toward bringing that person into the fold – assuming they are as good as you’ve been told – as soon as possible.

• Throw out conventional wisdom with regard to nepotism. Remember, the apple doesn’t fall far from the tree, so don’t discount referrals to relatives of current employees. Intelligence tends to run in families, so don’t be afraid to bring in a brother, sister, cousin, son, or daughter for an interview. They may not be a clone of their revered relative, but chances are they possess some of the same great qualities.

• Always keep the employee in the loop with regard to their referral’s status. And be sure to recognize them for their efforts, regardless of whether the candidate is ultimately hired. Not only is recognition a great motivator, it will ensure that they step forward the next time they have a brilliant suggestion.

• Market the program throughout signage, emails, and public recognition of those whose referrals have led to a great new hire. And be sure to have senior leaders openly talk up the program.

Employee referral programs can be an essential component of a company’s recruiting initiative. Cost-effective and highly successful, they help boost morale and retention among current employees, while sourcing quality candidates for the organization. The next time you find yourself needing to make a hire, remember that the best candidate could be right under your nose. Sometimes all you have to do is ask.

Not that many years ago, a business could post a “Help Wanted” sign in the window and hire someone on the spot if they had the desired qualifications. Sadly, those days are ancient history. In this era of identity theft, data breaches, embezzlement, and workplace violence, it’s become absolutely essential to perform thorough background checks on any potential new employees. Insurance providers frequently offer a discount to companies who conduct background checks as a routine part of the hiring process.

In their most basic sense, pre-screening or “background checks” serve to verify the identity and background of a potential employee. They include a host of information, including criminal records, academic records, credit records, driving records, and workers’ compensation history. According to the Society for Human Resource Management (SHRM), 96 percent of companies now conduct background checks on new hires, up from 66 percent in 1996. There are lots of good reasons for that increase. In today’s economy, companies can’t afford to make a bad hire. Recruiting and training a new employee is an expensive proposition and one which shouldn’t be undertaken on a whim.

However, background checks do far more than cut down on bad hiring decisions, they also protect your company and minimize the risk of lawsuits. They are of particular importance when it comes to those employees who come into direct contact with customers, especially in sensitive positions like daycare or healthcare workers. An employer may be held liable if such an employee does harm to a customer. Thus, it’s even more critical that a thorough background check be undertaken to uncover if a potential new employee has a history of wrongdoing.

With so much on the line, it’s crucial to select a trustworthy background screening company, as that will ensure that you are receiving accurate, complete information. A professional background screening company will also help you navigate legal requirements, including federal and state regulations such as the Fair Credit Reporting Act and the Americans with Disabilities Act.

Working with a trusted partner may also give you limited legal immunity if you make a hiring decision based on what turns out to be inaccurate information. Thus, it’s crucial to do proper due diligence upfront. Ask trusted friends and colleagues whose services they have employed – and request to speak with past customers of any potential vendors. Do a quick Internet search to learn what others are saying about any companies you have in your radar.

However, you should resist the temptation to simply “Google” a potential employee and trust that you’ve learned everything about them – or that everything you’ve found is accurate. It’s all too easy to enter false information about yourself – or others. Also, be aware that “instant” public record searches available throughout the Internet by dozens of different vendors are not appropriate sources of information for employee background checks. Such databases have not been fact-checked or updated and are notoriously unreliable.

Therefore, it can’t be stressed enough that Internet searches are not trustworthy and cannot replace a formal, professional pre-employment background check. That said, a quick web search can supplement a formal background check, as a review of an individual’s social networking profiles or blog posts may provide valuable insight into what kind of person they are. You just may discover they are exactly what your business needs.

In an ideal world, all new hires would fit seamlessly into the corporate culture, get along with their colleagues, and be instantly integrated into their workplace team. That’s a tall order to fill, however, as interviews don’t always reveal a candidate’s true personality.

When sitting face to face with a corporate recruiter or their potential future boss, job seekers may not feel completely comfortable being themselves. It’s not always a matter of “putting on airs” or being deliberately deceitful. Sometimes, a potential new employee simply feels nervous or uneasy in a traditional interview situation.

In an attempt to bolster their recruiting efforts, a growing number of companies are employing peer interviews. This technique involves having current employees meet with job candidates in a relaxed setting. Both sides ask each other questions, thus giving the potential new employee the opportunity to learn what it’s really like to work at the company, while current employees get a feel for how this particular individual would fit in.

As with any recruiting strategy, there’s both an upside and a downside to peer interviews. Let’s take a closer look:

The Upside

• Candidates are more likely to relax and let their guard down when they are chatting with peers instead of a member of HR or a supervisor. As a result, they are more likely to be themselves and provide a glimpse into their real self.

• New employees are less likely to harbor unrealistic notions about the company when given the opportunity to ask their future peers what it’s like to work there. This eliminates impractical expectations that could make for a difficult working relationship down the road.

• Giving workers the opportunity to aid in the selection of new employees empowers them. It makes them feel appreciated and important, resulting in improved morale and retention. These newly minted interviewers also have a vested interest in helping the new hire succeed and will be more likely to help them become part of the team.

The Downside

• Peer interviews are a two-way street. If you choose a disgruntled employee to do the interviewing, they are likely to share their dissatisfaction with the candidate. Their candor could end up discouraging a desirable candidate from taking the job.

• Some employees may feel threatened by a candidate if they view them as potential competition for future promotions. They may also be prejudiced against the candidate if the job was previously held by a favorite co-worker. As a result, the best candidate may not be recommended for the job.

• If an employee (or group of employees) is enthusiastic about a candidate, but management feels he/she wouldn’t make for a good hire (or vice versa), you have a dilemma. Do you trust your gut or that of your employee(s)? While it’s important to maintain that the final decision rests in the hands of management, you must be careful not to give the impression that the opinion of your peer interviewers doesn’t matter.

Helpful Tips

• Remember that the candidate is also sizing up the company, so choose your peer interviewers carefully. Only select enthusiastic and articulate individuals, who possess great people skills, are upbeat about the company and have a firm grasp of where it’s headed. Also be sure to choose a group of employees who represent a cross-section of the workforce in terms of race, sex, ethnicity, and tenure.

• Be mindful that employees are not HR professionals. They may inadvertently ask questions that have been deemed illegal under hiring laws, such as an applicant’s age and whether they are married or have children. Before they participate in any interviews, make sure you review a list of prohibited questions with them.

• Peer interviews are not intended to intimidate the candidate, so avoid having an entire panel of employees conducting the interview. You should also endeavor to keep the interview short and to the point. While there should ideally be some give-and-take, few candidates will appreciate a three-hour interview. Whenever possible, limit peer interviews to 30 minutes.

Everyone knows it’s a good idea to periodically check your credit report. It’s important to not only keep tabs on your credit score, but also to watch for telltale signs of identity theft. Naturally, a high credit score is desirable, as it will impact your ability to get a loan or a good interest rate on a credit card. The power of your credit report goes much further than that, however. It can actually impact your ability to get a job.

Pre-employment credit checks are not only legal in most states, they are becoming increasingly commonplace. Once used primarily for positions in banking or financial service, credit checks are now used across the board by employers large and small.

According to a 2010 survey by the Society for Human Resource Management (SHRM), 13 percent of companies review credit reports on all candidates, while 47 percent check the credit of some candidates.

Under the Fair Credit Reporting Act, a potential employer must obtain a candidate’s written permission to view their credit report. Don’t worry, employment inquiries will not negatively impact your credit score. What the employer finds could impact their likelihood of hiring you, however.

Credit reports provided as part of the pre-employment screening process do not include the candidate’s actual FICO score. Still, they provide an overview of how much debt you have and whether you pay your bills on time. Such information allows a prospective employer to gauge how well you handle your personal finances.

Employers tend to look at long-term trends, not whether you missed a loan payment or forgot to pay your AmEx bill a couple of times. In particular, they are interested in any tax liens, foreclosures, bankruptcies, or judgments. Respondents to the SHRM survey said lawsuits or multiple accounts in collection are likely to quash a job offer.

Why are employers so interested in a candidate’s credit history anyway? Someone with poor credit or high levels of debt may be more likely to embezzle or steal from their employer. What’s more, it can be a hassle when collection agencies start calling the office or a court order to garnish wages is received. Many employers feel it is better to simply avoid such situations by not hiring a financially risky employee in the first place. 

In today’s economy, a greater percentage of job-seekers are apt to have some dings on their previously pristine credit reports. Unfortunately, employers are not required to give potential employees the opportunity to explain any red flags on their credit report. However, 65 percent of SHRM respondents routinely extend candidates that courtesy.

Some lawmakers have proposed bills prohibiting the use of credit checks during the hiring process, arguing they prevent those most in need of a job from getting one and several states, such as Illinois, Hawaii, Oregon, and Washington, have passed laws limiting employment-related credit checks to specific instances.

While legislators duke it out, you can always refuse to give a prospective employer permission to review your credit report, but doing so is basically akin to admitting credit problems. You might as well just remove your hat from the proverbial ring because your chances of getting hired are significantly diminished.