Saturday, June 25, 2011 10:00 am
To register visit www.fciwlp.com and go to the webinar page. Don’t miss out on this opportunity to improve your job search.

 Before starting the interview process, you should have looked at the applications and compared it to the job description for which the candidate is applying.  This will allow you to interview only suitable candidates for the position.  Pick the top five candidates whose application match the job description qualifications and skills needed.  This will speed the process and allow you to ask only pertinent questions during the interview.  It is best to ask the same questions to all candidates and have a ranking system for each answer.  By the end of the interviewing there should be only three candidates to choose from.  Never make the decision during the interview, there is more work to be done.

Determine the future goals and culture of the company
What kind of people will fit these goals?
Revise job description (if necessary)
Develop a plan to attract the type of candidates you are looking for.
Develop an employee skills inventory.
Establish a system for hiring individuals.
Match applications to job description, goals, culture
Do phone interviews to narrow the search.
Schedule final candidates for interview.
Briefly go over some of the answers they have given you to let them know you were listening.
Inform the candidate of what to expect next keep them enlightened on the process.
Never decide immediately (you should wait at least 48 hours)
Check all references
Make the decision.

Now that we understand that it is one of the most important decisions a company can make, how do we start. We need to first develop a strategy for the process. First we need to consider some important information.

What is the culture of the company?
What kind of skills, knowledge, and abilities does an individual need to meet the goals of the company?
What does the organization have to offer and are these offerings in alignment with the company goals?
How is our pay structure in comparison to competition with in our industry?
(If you are not for sure, a wage analysis would be very beneficial.)
Do we have a job description? If so, how current is the job description for this position? (should be no more than 90 days old)
What are we looking for in a candidate that will fit the culture and values putting us on the right track to meeting the company’s expectations now and in the future?
What can an interviewer discover during an interview that will help through the rest of the hiring process?

To get the answers to the previous questions we need to consider the following questions.

What does an employee need to be able to do now?
What should an employee be able to do in the future?
What are the future goals of the company?
Is the organization committed to further enhancing current and future employees to the level needed through training?
Does the organization have the proper wages, benefits, and other benefits to keep employees from leaving once they have the knowledge and skills needed?

The next step is to establish a plan that will sell the company and make candidates want to come work with us.

A company is like a child, it is constantly growing and expanding.

3 Years
Payroll Records
Certificates, Agreements, Plans, Notices, etc.
Individual, Collective Bargaining, Agreements
Written Agreements
Sales and Purchase Records

2 Years
Basic Employment and Earnings Records
Wage Rate Tables
Order, Shipping, and Billing Records
Records of Additions and Deductions from pay
All Records of Costs.

1 Year
(after employee leaves or hire date which ever is later)
I-9

Executive Employees
Compensated on a salary basis at a rate of not less than $455 per week; exclusive of board, lodging or other facilities.
Whose primary duty is management of the enterprise in which the employee is employed or of a customarily recognized department.
Who customarily and regularly directs the work of two or more other employees. AND
Who has the authority to hire or fire other employees or whose suggestions and recommendations as to the hiring, firing, advancement, promotion or any other change of status of other employees are given particular weight.

Highly Compensated (may be exempt if)
Annual compensation of at least $100,000; AND
Regularly perform one or more of the exempt duties of executive, administrative, or professional.

Administrative Employees
Compensated on a salary basis at a rate of not less than $455 per week; exclusive of board, lodging or other facilities.
Whose primary duty is the performance of office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers;
Whose primary duty includes the exercise of discretion and independent judgment with respect to matters of significance.

Professional Employees
Compensated on a salary basis at a rate of not less than $455 per week; exclusive of board, lodging or other facilities.
Whose primary duty is the performance of work:
Requiring knowledge of an advanced type in a field of science or learning customarily acquired by a prolonged course of specialized intellectual instruction; or
Requiring invention, imagination, originality or talent in a recognized field of artistic or creative endeavor.
Examples would be an actor, nurse, teachers, etc.

Computer Employees
Compensated on a salary basis at a rate of not less than $455 per week; exclusive of board, lodging or other facilities.
exemption applies to any computer employee compensated on an hourly basis at a rate not less than $27.63 an hour.
The application of systems analysis techniques and procedures, including consulting with users, to determine hardware, software or system functional specifications.
The design, development, documentation, analysis, creation, testing or modification of computer systems or programs, including prototypes, based on and related to user or system design specifications.
The design, documentation, testing, creation or modification of computer programs related to machine operating systems.
A combination of the aforementioned duties, the performance of which requires the same level of skills.

Outside Sales Employees
Whose primary duty is making sales as defined by the act or obtaining orders or contracts for services for the use of facilities for which a consideration will be paid by the client or customer; and
Who is customarily and regularly engaged away from the employer’s place or places of business while performing such primary duty.