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, job centres 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 helps you to clarify what type of person you need to do the job. See our guide to writing a person specification .

• 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.

When advertising, remember to:

• Make the job and the organisation sound interesting - but also don't oversell the job - be realistic.
• Include key factors - 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 .

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 their age , sex , race , sexual orientation , religion or belief or disability , 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 great 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.

• Taking up references .
  You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning.
• 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 process 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 the 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.

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.

• 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 and 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.
  
  

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