GLINTS

HIRING
TOOLKIT
“
Introduction
Every company need top
talents to fill every positions
available. The hiring process starts
with job opening and ends when
new hire start the first day at the
office. And the hiring process can
be tricky, for both first time
recruiters or even the experienced
one.
A hiring tool kit can help
your hiring process easier along
the way.
Fifty-five percent recruiters
stated that a hiring tools helps
reduce their time to hire. It also
guide recruiters along the way
from start to end hiring process.
This tool kit provides several
templates, time-saving
checklists, and a few tips that
can be adjusted based on your
needs, no matter what industry
your company is in.
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Write a Clear Job Description
Job description is a chance to connect you to potential candidates. A well-written job
description will put your company as a great place to work. To make a clear job description,
always remember these aspects:

Use a clear job title Speak directly to Make role responsibilities

Don't use unusual jargon,
write the real title so you will
likely attract the potential
candidates.
candidates
Don't use unusual jargon,
write the real title so you will
likely attract the potential
candidates.
obvious
Coordinate with hiring
managers to break down the
role into measurable tasks.
Avoid generic descriptions of
the role and be brief with it.

Highlight meaningful Sell your job and

benefits company
Motivate them to apply by Candidates need good
presenting your benefits reason to choose your job
and perks such as over others. Your job ad is
monetary benefits, learning also give the candidate a
and development glimpse of your company.
opportunities, healthcare Describe the benefits and
and wellness program, and perks that come with the
additional perks your job.
company has to offer.

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Avoid these mistakes while writing job description:

Discrimination Asking for too much

An equal opportunity Identify what's required
disclaimer in your job is the from a job so your job
good start to create a posting won't have
diverse workplace. Avoid unrealistic requirements
any unconscious bias
wording.

Forgetting about Negativity

writing structure
Job seekers might check
the job posting on their
phones, so make sure your
job ads easy to read.
Bulleted lists are easier to
read than narrative-style
paragraphs.
Your job requirements must
clear and in positive tone,
even if you want to
eliminate unqualified
candidates. Rather than
using "Candidates with
fewer than 5 years of
experience won't be taken
into consideration", you can
use "Please note that this a
senior-level role, so proven
experience is important".

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Let's analyze this job posting:

The job title is not

clear

Company doesn’t
show salary range

The description does

not introduce the
company that
reflects the culture

Don't format
requirements into
paragraphs. Use
bullets to make it
easy to scan and
digested quickly

It has a clear job title

Salary range is clear

The description
introduces the
company’s culture

Don't format
requirements into
paragraphs. Use
bullets to make it
easy to scan and
digested quickly

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Screening Interview
Screening interview is conducted to
determine if the candidate has the
qualification needed by the company. The
screening process is efficient way to cut
down applications that don't meet
company's standard.
With the screening interview, recruiters can dig down to these areas:
Background check
Background check is
important to determine if the
candidate's resume is true
and accurate. The recruiters
will get a glimpse about
candidate's personality.
It can be done by phone or
in-person. Whatever method you use, it
will determine whether the candidate
moves to the next round of interview
process.
Company Knowledge
Company knowledge is
no-less important than
background interview
because you will know if the
candidate is truly interested in
the company and if they share
some commonalities.
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Screening Questions Checklist:

Are you still available for the job?

We already spent so much time in sourcing, who knows what could

happen in the meanwhile? The candidates could have taken other
offer from another company. This is why recruiters have to ask their
availability.

Where are you in the job search

process?

It is usual if the candidates applying more than one job opening, and
to know their process we can set a timeline on where we should move
them to the next process.

Describe your current job

responsibilities

The answer can be used to gather information about their skills,

their work style and is there any similarity with the job position.

What are you really good

at professionally?

Push for 3-5 strengths with example.

What are you not good at in

doing it professionally?

Push for 3-5 real weaknesses with example. If there are more than 6,
better to screen out.

What is your expected salary?

It is better to know the candidate’s expectation earlier to match with

the company’s ability.

What attracted you to our

company?

This will explain their interest in the company and what do they know
about the company. Also, recruiters can use their answers to evaluate
the job postings, is it good enough to attract a candidate or not.

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Toolkits for User Interview
User interview is the process where
the candidate will meet a person who will be
their supervisor. At this stage, the questions
should be more technical to test their
competencies.

This stage is important because it will

determine whether the candidate will fit with
the team and ready to work. For this session,
there are three highlights that will be
address to the candidate:

1 Role-related
competencies
Through these questions, you can
measure whether the candidate's related
skills align with the team needs. Asking
situational questions from their past
experiences is a way to determine their skills
and core competency that the company is
looking for. It’s also used to illustrate & predict
their personality, competencies and job
style. After asking these questions, compare
the answers to 3p’s (previous year/quarter,
plan, peers).

2 Intelligence

Recruiters can use case study to see

the candidate's way of thinking to solve
problems and face challenges. You can use
company's past event as the case study.

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3 Culture Fit
The purpose for this interview is to know how the candidate will fit within the culture of
the company. Although you’ve done so in profile screening/talent shortlisting it’s important
to ask again. Seek out people who shares the same value but may have a different
approach to accomplishing work.

You can use STAR method to evaluate candidate fairly, especially for role-related
interview. The STAR method stands for Situation, Task, Action, Results. With this method, you
can find out how the candidates will perform in the role. Here's the breakdown:

S Situation
Employers can explain how the situation came about to give the
candidate a picture of the problems or dilemma they are facing.

T Task
Candidates can elaborate their role in the situation

A Action
How the candidate managed to solve the problems. What approach
did they use?

R Results
Candidate explain the outcome of their action.

Let the candidate know what you’re looking for from the interview. If you don't explain it
in the beginning, you will most likely receive incomplete and confusing answer from the
candidate. This method urges the candidates to tell a linear story. When you use this method,
you should know what quality and characteristic you're looking for in a candidate's answer.

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Scorecard for User Interview
The purpose of a scorecard is to question candidates on specific requirements and
evaluate their responses. You can use this template if you have specified what qualities you
are looking for from candidates. You can modify this card based on your need.

Candidate Name: Position:

Interview Date: Interviewer Name:

Role Related Score (1 = poor, 5 Notes

Competencies excellent)

What are some of the

biggest
accomplishments you
have in your area?

How did you do it? Why

did you do what you do?

What are your biggest

mistakes and lessons
learnt in this area?

Why was that significant

to you?

Considerations Initiative, willingness to learn, relevance of experience,

relevance of skills

Overall Score

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 Intelligence Score (1 = poor, 5
excellent)

What is a strategic
feedback you have
based on your
understanding of
[company’s name]?

Give an example where

you have to solve the
problem in a creative
ways. What are the
obstacles? Did you
succeed?

Tell us about the problem

you’ve encountered in
your recent project, tell
us the risks involved and
the factors you take into
consideration. How did
you make a decision and
know it was the right
one?

Tell us about a time when

your mood affected your
performance, positively
or negatively

Candidate can be given

a case study

Considerations versatility, judgment, logic, does the suggestion make sense?

Overall Score

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 Culture Fit Score (1 = poor, 5
excellent)

Describe in which work

environment you can be
most productive

Was there a time when

your integrity was
tested? What did you do?

What are you driven by?

What was the last

negative feedback you
received? And how do
you feel about that and
what did you do after
that?

What do you think your

biggest weakness is and
what did you do to
improve yourself?

When was the last time

you were unhappy with
someone at work? Why?
What did you do?

When was the last time

you felt like the
organization or the team
you worked for headed in
the wrong direction?

How was the working

culture in your previous
job? Did you adapt well?

Considerations Self-awareness, resourcefulness, initiative, integrity,

responsibility

Overall Score

Potential Not a Match Decision Not Yet Made

Comments

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 Scoring system is important to ensure objective decisions. Make sure that all
competencies are measured using the same scale and it should applies to all interviewers.
After deciding about the scale, you need to define each of the proficiency level. Here is the
example, which you can adjust based on your company needs:

● Per Competency Rating

In the previous template, we use 5-level scale. This scale is commonly known as Per
Competency Rating. It is commonly used because it allows more variance in the results,
providing more nuanced comparisons between candidates and the ability to use other
factors other than just interview responses to drive decisions. The descriptions of each point
can be:

Perfect answers. All points addressed. All points

relevant. Good examples

Good answers. Relevant information. All or most

points covered. Good examples

Some points covered. Relevant information given.

Some examples given

Some points covered, not all relevant. Some

examples given

No answer or answer completely irrelevant. A

few good points, but main issues missing and no
example given.

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 ● Overall Interview Rating

Rating the interview in general without rating individual questions or competencies, is

used by organizations that prefer low degree of structure in means the interviewer can freely
ask questions as they see fit but still want to quantify the candidate’s overall performance. If
you use the Overall Interview Rating, then descriptions of each point can be:

Applicant is exceptional, recognized as being far

Outstanding
superior to others

Very Good: Applicant clearly exceeds position requirements

Applicant is competent and dependable. Meets

Good
standard of the job

Improvement Applicant is deficient or below standards required

Needed of the job

Unsatisfactory Applicant is generally unacceptable

This approach can be combined with Per Competency Rating for the overall of the
result interview.

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Follow up
Follow-up after interview with candidates is important to make them feel appreciated
and to avoid losing a potential candidate. The other reasons why follow up is important are:

1 Follow-up candidate after interview will close the loop

Never leave a candidate hanging waiting for response. Place yourself in their
shoes. They need update whether they pass to the next step or not.

2 Replying and responding to candidates after an interview is respectful

Even if your responses is automated, the least you can do is send one. It is
imperative to give your applicants a positive candidate experience.

3 Maintaining your company’s good reputation

Going the extra mile since the beginning of interview is recommended. Add
personal touches during interview process, such as offering them beverage. It
makes a good and memorable first impression, so when you send them a follow
up they will still remember.

4 Candidates will share their interview experience

Candidates will likely talk about their interview experience with their peers. They
will say how they feel from the moment they arrive at your company until the
interview process is finish. A follow-up message will be additional points to make
good impression to them and their peers.

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 A follow-up message is not necessarily inform the candidate
whether they get hired or not. You can send an update to
candidate so they will know their position in the process. Here's the
template you can use:

James G
Director of Talent Acquisition

Subject: Update From [Company Name] On Your Job

Application

Email Body

Hey [Candidate Name]
Hope you are doing well! 

Just wanted to give you an update on your application

for[Job Title]. Your application has been moved to
the [Hiring Stage] stage. 

We will be reaching out to you soon. 

Best Regards,

[Your Name]

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 When your company has found someone qualified for the
position, don't let other candidates wait any longer. Send a rejection
letter to inform them. You can customize your email to give your
candidates some feedback and details about why you decided to
reject them.

James G
Director of Talent Acquisition

Email Subject: Your application to [Company Name]

Dear [Candidate Name],

Thank you for taking the time to consider [Company Name].

We wanted to let you know that we have chosen to move
forward with a different candidate for the [Job Title] position.

[Optionally, include feedback from the hiring process for

candidates who may be suitable for future openings] Our
team was impressed by your skills and accomplishments.
[It’s best to include something that specifically drew your
attention.] We think you could be a good fit for other future
openings and will reach out again if we find a good match.

We wish you all the best in your job search and future
professional endeavors.

Regards,

[Your Name]
[Your email signature]

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 James G
Director of Talent Acquisition

Subject: Marketing Associate Position

Dear [Candidate Name],

I appreciate you taking the time to meet with me to discuss

the [Job Title] position at [Company’s Name]. Your time and
interest in the position is much appreciated.

I would like to inform you that we have filled the position.

However, we will keep your application on file for
consideration if there is a future opening that may be a fit for
you.

Again, thank you for meeting with me.

Best regards,
[Your Name]

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 What if you got the person you're looking for? Don't hesitate
to contact them directly to inform the good news. It's also a chance
to set the tone for your company's onboarding process.

Whether you use formal or informal approach in your job

offer email, make sure to attach any documents regarding job offer
and provide clear deadline for responding.

James G
Director of Talent Acquisition

Subject: Job offer from [Company Name]

Dear [Candidate Name],

We’re delighted to extend this offer of employment for the

position of [Job Title] with [Company Name]. Please review
this summary of terms and conditions for your anticipated
employment with us.

If you accept this offer, your start date will be [start date] or
another mutually agreed upon date, and you would report to
[Manager Name].

Please find attached the terms and conditions of your

employment, should you accept this offer letter. We would
like to have your response by [deadline date]. In the
meantime, please feel free to contact me or [Manager
Name] via email or phone at [provide contact details], if you
have any questions.

We are all looking forward to having you on our team.

Best regards,

[Your name]
[Signature]

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 James G
Director of Talent Acquisition

Dear [Candidate Name],

It is my pleasure to formally offer you the position of [Job

Title]. This is a [Full/part]-time position with an
[annual/hourly] salary of [$X]. You will be reporting to
[Manager’s Name] in the [Department] located at [office
location]. Your expected start date is [start date].

Attached, please find [list of documents (ex: formal

acceptance letter, employee benefits)]. We will need all
forms signed and returned by [deadline date]. We are very
excited to start this journey together and can’t wait to have
you join the team.

Sincerely,

[Your Name]

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Onboarding
New employee onboarding is the process of integrating a new employee with a
company and its culture, along with getting them the tools and information needed to
become a productive team member. The onboarding experience can significantly
influences job performance, long-term satisfaction, and employee retention. Employees
that go through a structured onboarding program are 69% more likely to stay for 3 or more
years.

“through
Employees that go
a structured
onboarding program
are 69% more likely to
stay for 3 or more
years.
“
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 It's important to have a one-month check-in to make sure that the new employee is
happy, comfortable, and engaged. There are 5 phases for successful onboarding:

Pre-arrival
Beginning 15 days before the new hire starts. Prepare everything for
new hire, from access accounts to workstation and scheduling their
first week.

First day
Make sure the new hire feel welcomed and comfortable. Explain what
they can expect in the days ahead.

Second day
The goal is to get your new hire up to speed and empowered to
succeed in the role.

First week
Your goal is to make sure that the new hire understands the company
and assign their first task.

First month
Encourage the new hire for success, foster their growth, and assess
the working relationship.

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Pre-arrival
To kick-off the employee onboarding checklist, you need to prepare relevant paperwork and
information prior to the employee's first day. Here’s the checklist for Phase 1 which you can
customize based on your company's condition:

Confirm the starting date, time, place, and dress code

to new hire

Identify computer needs and requirements

Setup email address and add to company directory

Assign desk area

Prepare phone, access cards, and printer access

Create a welcome pack with instructions to access

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If you have additional forms need to be filled, don't forget to attach it with this form.

Discuss role, goals, and projects with direct supervisor

During the training period, new hire should work closely with a supervisor or a mentor.
Discuss with supervisor about the new hire's role and goals you have set. Together, think
about appropriate projects that would be beneficial for the training period.

Prepare employee's workstation

Prepare the workstation before they arrive to avoid any delays on their first day. The
preparation includes:
● Furniture (desk, chair)
● Telephone
● Computer
● Desk supplies

Employee's Role

Employee's Goals

Appropriate Projects

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Create accounts and grant access to any tools they will need
Before the new employee arrives, it is important to create employee accounts and prepare
the necessary tools for them to access. You can also add their email to the department's
email list.

Department Date
Employee Name

Email
Username & Password
Phone Extension
Wifi Password
Email List of Co-Workers

Access Card Office Yes / No

Building Yes / No

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1
St

Day Clear your schedule and make the new employee the priority of the
day. Make them feel welcomed and comfortable. Here are the
checklists for Phase 2:

Make sure all proper paperwork with

HR is complete

Confirm that new hire already signed relevant paperwork and ready
for work.

Introduce coworkers to the new hire

Introduce new hire to their coworkers. Explain each other's position so

they will remember. You can also explain which department to go if
the new hire need support in future.

Send a new hire announcement to

appropriate teams

Send an announcement of the new hire's arrival. You can do this

through email blast on the first day or by company's internal
newsletter by the end of the month.

Take new hire for tour around the

office

Take the new hire on a tour around the office. Make sure they know
where to find kitchen/pantry, toilet, their own workspace, and every
part of the office.

Present the welcome pack

This welcome pack can consists of instructions of how to access email

and wifi, company's directory, usage of various office stationery, and
list of employee's phone extension. You can customize based on your
company's situation.

Take the new hire to lunch

You can take the new hire for lunch or set up a lunch time with
coworkers. You can use this time to ease the tense from new hire and
getting to know one another. Avoid talking about work during lunch
time.

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2
nd

Day For Phase 3, here are the things you will do with new hire:

Review job description, duties, and

expectations

Make the new hire know what they will be doing with the job. You can
also discuss each other's expectations of the job and management
style. Provide with insights on what the job requires on a day-to-day
basis.

Clarify the schedule for related

trainings and meetings

Make sure the new hire know and confirm to the schedule you made.
Don't forget to confirm with related parties about the schedule so
there won't be any delays.

Explain about performance review

and goal setting

The new hire must know how they will be assessed for the work. Set the
goals monthly and annually.

1
st Keep in mind that in the first week your new hire is invested in the

Week culture of the company. You can wrap up every day of the first
week by asking your new hire how things are going. Make sure
you do these during Phase 4:

Set up any additional training

sessions

About 76% of new hires said that the on-the-job training is most
important. You can confirm with both new hire and direct supervisor
whether additional training is needed or not. Use this opportunity to
assign someone as new hire's buddy mentor so they will quickly learn
about the job and getting assistance throughout the process.

Supply a list helpful onboarding

resources

Send the introductory training materials to the new hire. It can be soft
copy of documents or links to your intranet company website so they
can read and learn.

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 Review the company’s mission
statement, brand values,
organizational structure, and goals

This is to ensure that the new hire understands the company's culture
and what contribution their role will give.

Assign the first project

This will help instill confidence in their role. This first project will ensure
they learn the job hands on rather than doing menial tasks.

Explain expectations for the

following months

New hire already know the overall expectations, now give them the
specific goals by referring to the job description. Let them know
exactly what they will be expected to do.

1
st During the first month, it's important for your new employee to

Month have a firm understanding of what's expected from them. Here's

what you can do in Phase 5:

Make time to review their work

Use this time to address any issues and concerns your new employee
might have. Discuss if there are any areas that need to be improved.
You can also give feedback on different tasks they did.

Explain long-term goals

Your company has long term goals and you should let your new
employee know about it.

Assign any other reading material

Encourage your new employee to read books, articles, or magazine

related with what they're working or the business issue in general.

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 Assign any other reading material

Encourage your new employee to read books, articles, or magazine

related with what they're working or the business issue in general.

Discuss additional assignments and

performance evaluation

Based on how the new employee do their task, make adjustments and
set a clear goals for the next task. Provide monthly feedback and
includes more formal performance evaluation.

Encourage them to be more socially

interact with the team and other
department

Help new hire meet more people in the company. It can make them
work together much better.

After one month and your new employee has settled in, it's time to review the
onboarding process. Evaluate what has worked and what did not during the process. Ask the
new employee about their experience through a survey and hear their opinion that might
improve your onboarding process in the future.

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