Hiring Process Basics

When to Hire – Always!

Hiring the best applicants depends on hiring when applicants are available, not when positions become available. Conrerversly, waiting to hire until you need people will likely cause you to make poor choices.

Keep the Process Moving (2-2-2)

Interview as many applicants as possible, and time is of the essence in hiring. Don’t sit on applications as these people are not just applying to us.

  • Process and update your applications and make contact for an interview within a couple of days of it coming in
  • If you hire the applicant, conduct the orientation within a couple of days
  • Schedule the first day of training within a couple of days.

That’s the 2-2-2.

Time slips by quickly. Even if you are able to stick to the schedule above, the entire process can take a week or more. By the time you get to processing your applications or contacting for an interview, a manager at another business beat you to it!

Background Checks

There are three different background checks we do.

Step one is the Applicant Search Tool which quickly searches the applicant database for prior applications for this applicant, the searches the employee database to see if they have worked for us before.

Step two is Court Record Checks. Extreme care must be taken in evaluating court records. If unsure of the results you find, or if there are records that leave any uncertainty as to your understanding, discuss these with the office. For example: 1) It may be a violation of state law to discriminate against a job applicant because of an arrest or conviction record. A determination must be made if any offenses current or past are substantially related to our work environment. 2) The courts record every phase and stage of particular cases. This alone can make it seem like an applicant has an extensive court record when in reality there are numerous records related to one case. 3) People are innocent until proven guilty. However, the status of cases are entered into the court record immediately upon charging. It is therefore important to make a distinction between a pending case and a conviction. In conducting the court records checks, we primarily consider: a) whether any convictions substantially relate to the particular job; b) whether there exists an open or pending “bench warrant”, which if the applicant was hired, could cause a limitation in availability for work if the individual is picked up on the bench warrant. We have at times suggested to such applicants that they satisfy the bench warrant before being considered further.

Step three is Employment Reference(s). You may learn from another company's experience, good or bad. Sometimes managers have made little effort to do employment references because they found it time consuming, uncomfortable, or they felt that the reference givers would not give them any valuable information anyway.

When calling an employment reference, use these basic strategies. Avoid the Personnel Department if possible. Instead, ask the very first person that answers the phone. “Hi, my name is xxxx from George Webbs and I have an applicant that said he/she worked there, do you remember her? Or he/she said her dates of employment were xxxx. You might say "The applicant said that you would give him a good reference." This might prompt the reference giver to say something like "I wouldn't agree with that statement". Give the reason that the applicant said he left the company and then listen to their reactions. Ask if they would rehire the person. Never reveal to the applicant anything, good or bad about the prior job reference.

Mark Apps with “C”

Walk through your list of applications marking each with a “C” for Call or Contact, and rejecting those who you are not interested in.

The In-Person Interview Setting

Introduce yourself to the applicant and tell them your name and your job title. This establishes the relationship and helps to set the tone for the interview. Always conduct interviews in your office with the door closed in order to give privacy and allow for concentration. Have your desk free of clutter. Show the applicant where to put their coat. Show the applicant where to sit and do the interview knee-to-knee. If the applicant is holding any object such as a purse, ask them to set it down. You want to be able to observe hand gestures. If the applicant wears sunglasses, ask them to remove those. Also they should not chew gum. If they are doing this, ask them to refrain.

Effective Interviewing—Do's and Dont's

  • Take brief legible notes
  • Listen carefully
  • Be friendly, yet businesslike
  • Hide your personal feelings
  • Remain as objective as possible
  • Be silent after you ask a question to give the applicant an opportunity to answer
  • Follow up on any answers that appear evasive
  • Don’t lose eye contact for long periods of time while taking extensive notes
  • Don’t make judgments on one trait without having considered all traits
  • Don’t conduct yourself in a manner that is too friendly or too stern
  • Don’t let the applicant see that you favor or disfavor him/her
  • Don’t accept general answers. Probe for specific information
  • Don’t continue to talk just because the applicant does not reply quickly

Dismissing Applicants You Do Not Want to Hire

Dismiss the applicant with "thank you for coming today, that’s all the questions I have, we are considering a number of applicants". If the applicant asks when will they know if they're hired. Say: "I am considering a number of candidates and will reach back out to you if you are chosen".

 Interviewing Legalities

Federal and state equal employment opportunity laws have a significant impact on the way an employer my recruit and select employees. As employers, we may not discriminate on any legally-recognized basis, including but not limited to, race, age, color, sex, religion, creed, national origin, physical or mental disability, marital status, or veteran status.

The following guidelines from the EEOC will help you to conduct effective, legal interviews.

What Applicants May Not Be Legally Asked

  • Age or date of birth
  • Previous address
  • Religion or race
  • Mother's surname
  • Marital status or maiden name
  • Number or ages of children
  • Who will care for the children
  • Spouse's or parents' place of employment
  • Parents' residence
  • Whether they rent or own their residence
  • About loans, financial obligations, wage attachments or personal bankruptcies
  • About arrests (if there is no actual conviction)
  • About foreign languages spoken (unless job relevant)
  • Memberships in social organizations
  • Visible physical characteristics (i.e., scars, burns)
  • Health status
  • Psychological well-being
  • Past injuries or diseases

What Applicants May Be Legally Asked

  • Reasons for termination of previous employment
  • About references
  • About work schedules
  • About previous work experiences
  • Job-related feelings about previous assignments or present position
  • Career interests
  • Job duties
  • Job training
  • Education
  • About qualifications for duties related to the job

Eligibility for Rehiring Former Aldridge Employees, or Current or Former Other George Webb Employees

When considering the rehire of a former employee, authorization must come through Tom Aldridge. When considering interviewing applicants that are a current or former GW employee of another GW owner group, this too much be approved by Tom Aldridge

Hiring Relatives or Friends

The company is not necessarily opposed to considering employees relatives or friends. However, the relationship must be disclosed and authorization obtained from Tom Aldrige in advance of the hire. NOTE: The company will generally not allow the manager to be in a direct supervisory position of the relative.

Making the Job Offer

Be affirmative in making the offer. I definitely am in interested in hiring you.

Then ask, are you interested in working here after hearing everything I have told you? Also ask what reservations or concerns do you have. This gives the applicant an opportunity to express any reservations or back out if they are on the fence about the job. That is better than an applicant passively saying yes to the offer, and you spending time on the offer process, only to have the applicant not show up for orientation.

The Orientation

Schedule the orientation a day or two, not more than three days, from the interview/job offer. If you schedule it too many days out, it increases the risk of loosing the applicant.

A thorough and properly administered orientation is important to getting the new employee started on the right foot. To become familiar with our culture, and what he or she should expect from the company in terms of policies.

When to Begin Training

A day or so after orientation. Again, if you wait too long, it increases the odds of the applicant not showing for training.


Certification of Completion

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