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should give an indication of their likely behaviour. Wherever possible, endeavour to have the same interviewers in each interview (for a given position), that way the interviewers will have the same experience with the candidates and will again be able to compare each candidate more objectively. 4. Psychometric Testing Having conducted an interview you may have a few niggling doubts about your preferred candidate; or you may like to get a better understanding of their management style or how they like to be managed; or maybe you want to find out more about their coping style or general ability. Personality and ability assessments are a great way to find out likely preferred behaviours, attitudes and ability levels. 5. Reference Questions and Probity Checks So often employers are impressed with the 'performance' of their preferred candidates during the interview that they forget (or choose not to) follow up references with previous employers. Reference checks are essential for confirming that what the candidate claimed they can do, and have done, is true. Always ensure that your reference questions mirror those asked at the interview and ensure that you are talking to their previous line manager … not a peer that they sat next to in the office. Other probity checks can be highly beneficial too, i.e. criminal history checks, qualification checks, credit checks, etc. These may or may not be relevant for the role you are recruiting for. 6. Remuneration How much to pay? What commissions or bonuses to offer? Does the package include a mobile phone or use of a company car? These are all factors that you should consider in your remuneration strategy. Ensure that you are consistent and fair in how you put the strategy together and stick to it, wherever possible. Sometimes the market dictates that we need to pay people more if their skills are in demand, but take into account what your business has to offer the employee – is there training? Are there great opportunities or projects for them to work on? Are there chances for fast-tracked promotions? Are you an 'employer of choice'? 7. Employment Agreements Put it in writing! Ensure that every employee within your business has an employment agreement – this is a legal requirement and without these agreements you are putting yourself at risk. Well written employment agreements are worth their weight in gold. They set out expectations and make the employment relation clear to all parties – which can be an immense relief if things do go wrong. 8. Onboarding When your new employee starts with the business, make sure the rest of the team know that they are coming. Make sure that their desk is ready, business cards printed and that an onboarding (induction) process is in place. An onboarding programme will help your new employee quickly adapt to the business, the culture, their team and their role. Do follow ups at one, two and three months to monitor the performance of your new team member, to ensure that they are getting adequate support to succeed in their new role. Sharn Rayner www.podconsulting.net.nz In the 1920ʼs, parasols were used as fashion accessories right across Europe to protect the skin of delicate ladies. Now the people at Parasoul are planning a comeback for this delightful accessory. Originally designed in Asia, the parasol was traditionally made from paper, then fabric and now Parasoul has created some fun new designs in waxed cotton, which makes the parasol rainproof, so it can be used rain or shine! Being under cover doesnʼt mean being boring. The girls at Parasoul love spots and stripes, and are always on the lookout for new ideas and colours. The parasols are sold in a range of sizes, from hand-held to garden size in a stand, and all come in a carry bag for easy portability. Visit www.parasoul.co.nz for more information HER MAGAZINE | December/January 2012 | 49