Before you jump in, fully consider the role that is needed. If this is a new post, create a job description . If an existing post, review the job description to ensure that it properly describes the current role, and if necessary change or update this to meet your current and known future requirements.

The job description will not only help you to decide what you need, it also provides a useful summary of the job for potential applicants, agencies, the local Job Centre etc. See our guide to writing a job description .

Check that your budget allows you to recruit to this role, and if your business has a particular procedure for gaining authority to commence recruiting, ensure that you follow this! We have come across many examples of managers starting recruitment without the appropriate go-ahead, which wastes both their and the candidates' time, and also does not reflect well on your business.

Decide what skills, experience, qualifications and attributes someone will need to do the job. Create a person specification : this clarifies what type of person you need to do the job. Ensure that your requirements are not discriminatory. See our guides to writing a person specification and to discrimination in recruitment .

There are a variety of ways in which you may do this:

• the Internet - an increasingly popular choice
• your local Job Centre - there's no cost and it can be very effective
• an internal advert or notice aimed at current employees who may be keen to apply
• an advert in local or national press or professional/industry publications
• a file of any previous applicants
• a notice in your window or that of a local shop or library
• schools or colleges
• a referral scheme to encourage your employees to suggest suitable candidates for your vacancies.

When advertising, remember to:

• make the job and the organisation sound interesting, but don't oversell the job - be realistic.
• include key factors such as location, job title, salary, overview of the role.
• include key essential skills from the person specification to avoid receiving applications from candidates who do not meet the essential requirements - wasting their time and yours.
• Ask questions instead of making statements. Are you keen to work with employees? Do you thrive in an environment of rapid growth? Would you like to put your PC skills to full advantage?
• Exclude any stipulations which could be seen as discriminatory , eg applying an age restriction which is not necessary. Don't use words which could be considered discriminatory eg "lively, enthusiastic" could imply "young"; "mature and experienced" could imply "older".
• If possible, include the closing date plus the date of interview.

See our guide to writing job adverts .

Make a shortlist . Use a matrix containing the essential and desirable elements of your person specification and consider each application against this to establish who should be interviewed. Consider each applicant against these elements. Candidates who don't have all the essential criteria should not be shortlisted unless training could be given in a relatively short timeframe.

Ideally get applicants to complete an application form (even if you have their CVs) as it ensures that you get the same information in the same format from each candidate. This reduces the possibility of bias and discrimination . Ensure that you select for interview those who match the specifications, regardless of any protected characteristic (age , sex , race , sexual orientation , religion or belief , disability , pregnancy or maternity , gender reassignment, marital status or civil partnership), and that the specifications are not themselves discriminatory.

If you are inundated with suitable candidates and cannot possibly interview them all, the fairest way to select for interview is randomly, eg select every fourth application from the pile.

You may wish to inform the candidates who did not make the short-list, or you may wish to leave this until the interviews are complete.

Interview your short-listed candidates. Remember that your job is not only to assess the best candidate for the job, but also to create a good impression of your organisation.

Try to set aside time to interview all of your candidates on one day to ensure you have a fair comparison. Follow our step by step guide to interviewing.

Interviewing the candidates will provide you with useful information but you may wish to take this further. Ways in which you could gain more relevant information to help your selection include:

• Taking up references .
  You must have the specific permission of the applicant to do so, particularly if you wish to contact his/her current employer. Note that if you are taking up references prior to making a job offer, you should not ask questions about a candidate's disability or medical conditions, except in limited circumstances.
• Get others to see your preferred candidate(s). This could be done informally, eg someone could show them around or talk to them about their job, or more formally at another interview. In these circumstances ensure that this is clearly part of the interview process. Inform the candidates; ask those involved to assess the candidates against agreed criteria. Use the process to cover in more depth parts of the job description /person specification . Know what you are trying to achieve from each interaction and make sure any feedback is given in a structured way.
• Ask the candidate to do a presentation, a case study, some tests or a full assessment. Ensure that these are relevant to the job and enable them to demonstrate skills or abilities which are genuinely required.

Select your candidate. Be objective and unbiased. Choose the person who best fits your person specification .

Inform ALL candidates of the outcome. It is extremely discourteous not to tell those who have been unsuccessful. Each recruitment exercise is also a PR exercise for your business. Inform candidates of the outcome quickly and, if practical, offer each unsuccessful candidate feedback on his/her performance.

Reject the unsuccessful candidates who did not make the short-list, and reject the candidates who were interviewed but were unsuccessful.

Follow our step by step guide to making a job offer for your chosen candidate.

Keep details of your rejected employees for at least six months so that you have them should you receive a discrimination claim and need to justify your selection decision. You may wish to keep some details longer if they could be of interest when another vacancy arises but bear in mind the requirements of the Data Protection Act and ensure that the candidate has been informed that you are retaining his/her details for future consideration for other vacancies.

For your successful candidate:

• consider what pre-recruitment checks you need to do
• prepare and send the appropriate documentation
• make up the employee's personnel file and
• arrange the induction plan .

• If someone leaves, take the opportunity to decide what you really want to do next. It is an obvious option to go for a "like for like" replacement, but the best option could be to restructure, redistribute or automate tasks.
   
  
• Consider how you could give opportunities to your current team members when you have a vacancy. They may require some initial training but this could be a better option all round than bringing in someone new to do the job, and if staff can see the opportunities for career progression, this will assist your retention.
   
  
• Give applicants a balanced and accurate picture. Point out the terrific things about the job but don't hide its less attractive features. Creating a realistic expectation will help you to retain employees and not break the psychological contract .
   
  
• Do consider paying travel expenses, especially to those who have travelled a fair distance to meet you.

Bear in mind that there are many legal considerations which apply to recruitment. We suggest you review the following if you are not fully informed on these issues:

• recruitment - discrimination considerations
• criminal records disclosures
• data protection
• equal pay
• fixed-term contracts
• foreign nationals
• national minimum wage
• part-timers
• pensions
• safeguarding vulnerable groups
• young people and children .