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10 Things You Must Do To Write The "Ideal" Job Advertisement To Attract The "Ideal" Applicant
By: Leon Noone

Be very specific when writing your job ad. Don't seek lots of applications. One really outstanding applicant is what you want. Your job ad should deter unsuitable candidates. The capacity to write such an ad is entirely in your hands.

1. Decide What The Job Exists To Achieve. A good job ad is based on a good job analysis. A good job analysis specifies, very clearly what the job exists to achieve. You can't write a sound job ad unless you're sure of the job goals.

2. Specify Background Requirements Exactly. These include experience and qualifications. Say exactly what you want. Don't overdo it. Don't demand a Business degree when you want a clerk. Don't seek an engineer where a qualified tradesperson would do. Whatever you do, be specific. Avoid nonsense phrases like "would be an advantage". If experience using particular equipment or machinery is necessary, say so.

3. Include Special Conditions. If the job is such that you need people with particular experience to do it state that background quite clearly. If the job conditions are unpleasant, your job analysis should say so. A 170 cm basketballer is unlikely to be successful as a centre!

4. Explain The Process. Tell applicants how your selection process works. Include a closing date. Provide your name and telephone number. Tell them that short listed candidates will be tested. And say how much time is likely to be involved.

5. Include Remuneration. If that idea makes you tremble at least give a general figure e.g. "Salary package to $150,000 includes fully maintained car and non contributing pension". That's the least you should say. Don't waste time by attracting applicants you can't afford.

6. Say Who You Are And What You Do. "Noone Home Fire Systems installs fire prevention systems in private homes. We're a family company that started in 1993. We employ 37 people in 3 states". That's all: nothing fancy: no elaborate claims. Candidates want to know. And if you're likely to appoint them, you'll have to tell them eventually. Tell them in the ad.

7. Eliminate Hype and Waffle. You are the buyer. You say exactly what you want. It's up to the sellers - applicants - to meet your needs. There's no need for hype and waffle about "dynamic self starters" or "high growth, high impact, high-tech innovative corporation". If it sounds like a con, you'll attract con artists.

8. Deter Unsuitable Applicants. You want only one applicant. You don't want unsuitable people. Say so. "Apply only if you meet in full the background, experience and qualifications as stated". Have applicants phone you. Conduct a telephone interview when they call. This way you avoid reading lots of long winded, written applications from unsuitable applicants trying to sell themselves. Say "Do not send written applications. Call Joe Bloggs on 02345678 to discuss. Do not send a written application."

9. Focus On The Future. Staff selection's all about what the successful applicant will do for you in the future. Many applicants want to emphasise their past. Their past is only important in so far as it helps you in the future. Keep this in mind.

10. "Who" is Relatively Unimportant. Seek people who will achieve your job goals for you. When you find them, and only then, concern yourself with who they are.

Conclusion. We shouldn't worry about who is applying when we recruit staff. Our primary concern should be about getting the job done. That's what selection's all about. Get that night and writing your job ad will be most rewarding. Get it wrong and you'll be playing amateur psychologist for a long time .... and wasting lots of money.

Article Source: http://www.excitingdestiny.com/articles

If you've enjoyed this article, you might like to read my FREE, 42 page Special Report, "5 Proven Methods For Improving Employee Performance On The Job". It's yours to keep. You'll also get a free bonus eBook about setting Performance Standards for employees. Just go to www.leonnoone.com and they're yours. I work with small-medium business managers to improve on job staff performance without using training.

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