Precautions for recruiting new employee

I am in Rajasthan for my Summer Internship Program. Here I have observed that almost every Small business enterprises have large turnout of their employees because most of the persons keep on trying to get employed by larger organizations for obvious benefits. In my company also the turnout rate of employees is high, so some days ego I was recruiting some new employees for company. It is very difficult to understand the people and their behavior but it is also an essential thing in order to get effective results. Being in a hurry and fed up with large employee turnout, managers of small enterprises take-in as an employee whosoever comes their way without much of questioning, but afterward this proves very costly to the enterprise.

I am sharing some of precautions which management should take care while recruiting a new employee.

1. 
   
   Take in matured persons: Matured persons are found to be more stable with their employers than younger generations. Such persons are, of course, costlier but the cost incurred is much less than that recruiting and training young persons and losing them.


2. 
   
   Tough questioning: Tough questioning during an interview provides enough of information about the candidate which may be missing or misleading in the job application. Further, the candidate must also be encouraged to seek information on the enterprise and his/her duties. This will indicate how much the candidate is interested in the employment with the enterprise. Recruit a person who is not only keen to find a job but also have interest in the enterprise.


3. 
   
   Read in-between the lines: Many small enterprises can not afford to have formal application forms for employment and they have to depend on informal job applications which may not furnish all the desired information, or even hide some critical facts. It is for the employer to seek the missing information through reading in-between lines of the job application. For this purpose, invite applications in advance, analyze the information provided and then fill in the information gaps during interview.


4. 
   
   Background and references: If correctly provided, educational and experiential backgrounds of a person speak a lot about prospective working of the would-be employee. This may further be verified through references. Any duality of information must be carefully examined to ascertain intentions of the prospective employee.


5. 
   
   On-the-job trial: Information on education and experience may not fully reveal practical skills of the candidate for which trial on the job may be necessary which may range from 3 to 5 days under careful and attentive supervision. To make an impact of goodwill, the candidate must be paid appropriately for working during trial. Secondly, the candidate must be conveyed result of the trial quickly.

I think these precautions and suggestions will help managers to judge and recruit employee for their company.