At first glance, yes, but we can recall more and professions where using work tools to solve personal problems, which is also a type of theft, is the order of the day. But let’s return to the thesis above: you can’t hire people who are not right for you.
The first thing you need to do is clearly
Formulate who exactly you need: what professional and personal qualities they should have. And formulate it not approximately, but sit down and write it down on a piece of paper. Make a checklist in which you put a tick next to each item. Some call this a portrait of the vacancy. It must be said that this is a very effective tool if you use it, overcoming the belief “I have already interviewed so many of them and already know” (read as “laziness”). It is very likely that after completing this exercise you will adjust the vacancy. You can check current employees of this position or those who have already quit according to these criteria.
In addition to the skills, abilities and qualities
That a candidate should have, it is also lawyer database important to note what you are definitely not ready to put up with. And this list, as I wrote above, very much depends on the specific vacancy. Below I will tell you about two cases where insufficient development of requirements played a cruel joke on us.
Case 1. Dark past or lost work book
The candidate made a good impression on the subject matter experts during the interview: it was quite obvious that he understood what he was one example talking about, and his impressive experience from previous positions would undoubtedly be useful in the company’s current and future projects.
After the interview was over, a fact came
o light that was given little significance: the candidate decided to switch to an electronic work record book, and his paper work record book was lost.
The first alarm bell one example how to automate testimonial collection with crm was already a few weeks later: the employee disappeared for a few adb directory days, did not contact, then returned to work, explaining that he suddenly fell ill and could not notify about the illness. Needless to say, a sick leave certificate was not provided. The situation repeated itself a week later. Ultimately, the employee had to be parted.