2025 Recruitment Resources | David Staughton

Recruitment Resources for Your Business

You can’t sack your way to success, but you can certainly recruit your way to a highly engaged team with a high-performance culture. Here are some of Dave’s best tips and resources to recruit and retain great team members. Start with a plan and prepare for your recruitment. These recruitment resources can help.

Read Dave’s Blogs on Recruitment

Adopt a Positive Mindset to Recruitment – Dave’s Recruiting Mantras

A positive mental attitude is always more attractive!

ALWAYS BE HIRING – “If you want to grow – hire a SPARE” –
HIRE LOCALLY – “Leave a trail of offers (use a business card) if you find someone with a great attitude in your community.”
TAKE YOUR TIME RECRUITING – “Hire in Haste, Repent at Leisure”
RECRUIT WELL – “One hour of good recruiting effort is worth hundreds of hours of trouble.”
MANIFEST THE BEST – “Know exactly who you are looking for”
CAST A WIDER NET – “Choice of one recruit is no choice” – look around for more
DON’T SETTLE FOR SECOND BEST – “if in doubt, go without!” (maximum 90-day trial period)
DON’T HIRE FRIENDS – “If you want a friend, get a do.g”
DON’T HIRE FAMILY – “Relatives are relatively expensive employee.s”
PEOPLE RARELY CHANGE – “Past behavior is the best indicator of future behaviour”
HIRE YOUR IDEAL TEAM – “You can’t sack your way to success – but you can hire your way to an ideal team & harmony”

Always Know What You Want – Define your Ideal Employee Criteria

Create a detailed Job Description (Outcomes & Role Description) and an Ideal Person Description – Here are some elements to consider:

RIGHT ATTITUDE

Positive Attitude (not negative) – looks for the best, does not criticize, condemn or complain
Caring – cares about other people
Team player – not too selfish or self-interested
Attentive – Awareness of surroundings – sensory acuity
Energetic – not sluggish or lazy
Good Morale – positive spirit & energy
Honest – tells the truth consistently
Integrity – does what they say they will
Takes Action – implements things
Self-Starter – does not require constant external motivation
Contributor – Not a clock watcher – puts in extra effort / extra unpaid time “loves the job”
Even-tempered – Does not easily anger
Confident – believes in themselves, high self-esteem/self-worth (good self talk)

KNOWLEDGE & EXPERIENCE

Likes to Learn
Has required Knowledge & Experience
Life Experience (Experience of Different People)
Thinks Ahead / Plans Ahead
Learns Easily & Learns from Mistakes

IMAGE & PRESENTATION

Hair – neat and respectable
Face – pleasant face, intelligent look
Neatness – neat appearance, uniform, etc
Not too Weird? – How do you feel about Piercings, Bright/ Shaved Hair, Tattoos?

RAPPORT BUILDER

Articulate – easily understood – no heavy accent
Smiley – smiles a lot
Friendliness – uses jokes
Uses a person’s name in conversation
Demeanour (Posture & language) – is naturally confident but can act submissively (not
Aggressive, Overly Assertive or Passive/Deadpan
Reasonably intelligent (not dumb) – Smart (test their maths skills)
Uses systems / Designs & develops own systems or routines

DECIDE YOUR RECRUITMENT REQUIREMENTS

Car licence – can drive
Can get here easily (less than 30 mins away?)
Hygiene – clean and tidy
Uniforms – neat and clean/fresh washed
Work Ethic – Values – ethics and integrity – on time, no stealing, no drugs,
Behaviour
OK with our House Rules
Honest – no past theft or criminal record
Communication – Good English?
Follow Safety Rules

SELL THE BENEFITS OF THE JOB – there are stacks of other jobs on offer – why choose us?

Work for an industry leader
An excellent workplace with Modern equipment
Above award wages with bonuses and incentives
Discounted Products?
Career progression across the network
Lunchroom and coffee machine
Car or petrol allowance?
Training programs
Personal development
Staff BBQs and teambuilding
Conferences and supplier trips?
Free car parking
Mobile phone, Laptop, iPad?

BEST STAFFING IDEAS

Always be recruiting and have a great Recruitment strategy – seek new recruits
Be an Asker not a Teller Ask Questions and Listen – “always show and tell” new staff
Don’t hire walk-ins
“Hire for attitude & train for skills”
Recruit Training and onboarding Checklist
Immigration Agents
Use behavior profiling like DISC – to know what you want for the role
Hiring Front Desk Staff – look for SC DISC types (consider Job Shares)
Choose “above the line” behaviours – ROAD vs BED
Set the House Rules – clear expectations
Always be developing your 2IC – prepare for succession and potential expansion to a new location?
Run a Supervision skills training workshop
Should we be doing drug testing for staff ?? (certainly in a higher risk role)
Always start with basic WHS/OHS safety training induction
Use more Pictures and videos to communicate
Put your Ads on a career page on your website – always looking for good people
Add real life pictures of the roles to the ads

THINGS TO AVOID IN RECRUITING (generally)

Poaching people from other competitors
Rehiring old staff who have left once before
Hiring people on a lower salary than previous positions (Especially MUCH lower salary)
People who live more than 30 minutes away
People with very patchy work history – changing jobs too frequently
People from Government-sponsored work programs

Deciding Employee Motivations and Incentive Schemes

There are many ways to create motivation for people and use incentives

$X dollars per unit
Bonus
Per cent of sales
Profit share
Equity

Read the books – Scaling Compensation by Verne Harnish and Drive by Dan Pink

Watch out for “Cash jobs” and employee theft (mystery shop)

Top Tips for Better Recruitment

Recruitment Is a Marathon, Not a Sprint

Building a winning team doesn’t happen overnight. It’s an ongoing process of refining your recruitment strategy, consistently attracting better candidates, and improving your ability to select and onboard the right people. Treat recruitment like a core business function — not a one-off panic project when someone quits.

The businesses that thrive long term have one thing in common: they recruit and retain deliberately, not desperately.

Keep a Recruitment “Top Drawer” File

Always be collecting! Whether you meet a great person at the café, spot a sharp operator in retail, or have a warm lead from a customer — keep their name, number, and potential role stored in your “Top Drawer Talent File.” Build a shortlist of future hires, even when you’re not hiring. That way, when you do need someone, you’re not starting from scratch. Leave your business card and say if they are ever looking for a position – to contact you.

Run a Regular Recruitment Audit

Once a quarter, take 30 minutes to review your team, gaps, pipeline, and ads. Ask:

Do we have the right people in the right seats?
Who’s on the edge of burnout or disengagement?
Who could step up with training or support?
Who’s missing from our “ideal team” list?

Use this time to fine-tune your org chart and hiring roadmap.

Create a 5-Star Onboarding Experience

Recruitment success doesn’t stop once the contract is signed. A lacklustre or chaotic onboarding process can undo weeks of careful hiring. Start your new team member with energy, structure, and support. Assign a buddy, deliver a printed welcome pack, and plan their first week to build trust and belonging. First impressions stick — so make it count.

Showcase Your Culture to Attract the Right People

The best recruits are attracted to more than just money — they want to join a workplace where they feel appreciated, aligned, and excited to contribute. Use your website and social media to show what it’s like to work with you. Post behind-the-scenes team photos, values in action, training highlights, and shoutouts to top performers. The right people will notice.

Use Videos in Your Job Ads

Add a short, authentic video to your job ad or careers page. It could be:

An overview of the company and the team – an ad for potential employees
A “day in the life” video featuring your team
A welcome message from the business owner or team leader
A walk-through of your workspace or culture

This builds trust, filters candidates better, and gives them a stronger feel for whether they’ll be a good fit.

Offer a ‘Test Shift’ or Paid Trial Project

Rather than relying only on interviews, invite shortlisted candidates to do a short trial shift or real-world task as a project. This helps you observe:

How they follow instructions
Their initiative and time management
Whether they fit in with the team
How coachable they are

Even a 2-hour session can save you months of hiring the wrong person.

Create a Talent Bank of Casuals and Floaters

Build a bench. Even if you don’t have a full-time role open, create a list of casual staff, temps, or university students you can call on. This helps you:

Cover peak periods or sudden vacancies
Test people before committing to long-term roles
Avoid scrambling when someone calls in sick or quits unexpectedly

Build a Referral Bonus Scheme for Current Staff

Your team already knows your culture — and they often know other great people. Offer small incentives (cash, vouchers, days off) for referring someone who:

Gets hired
Stays past the 90-day mark
Contributes positively to culture

You’ll be surprised how fast good referrals come when there’s skin in the game.

Use a Recruitment Scorecard

To make hiring decisions more objective, use a simple scorecard to evaluate candidates against your top 5–7 traits (e.g. attitude, skills, reliability, communication, team fit). Ask each interviewer to score independently, then compare. It helps reduce bias and clarify strong candidates.

Create ‘Stay Interviews’ — Not Just Exit Interviews

Don’t wait for people to leave before you learn what they want. Regularly ask your top team members:

What keeps you here?
What would tempt you to leave?
What support, growth, or change would help you stay longer?

This helps you retain your best staff — and understand what candidates are really looking for too.

Use Job Trials at Slower Times of Year

January, December, and school holidays are often quieter. Use those periods to:

Run group interviews or job trials
Test new onboarding methods
Pre-train staff for the next busy season

This gets you ahead of the curve rather than recruiting under pressure when you’re already busy.

**Write “Why You Might Not Like This Job” in Your Ad**

Yes — this sounds strange. But adding a paragraph like “This job won’t suit you if…” helps filter out the wrong people early. Be honest about:

Physical demands
Unusual hours
Emotional labour
Performance expectations

This builds trust and reduces turnover from mismatched expectations.

Treat Recruitment Like Marketing

Every job ad is a marketing campaign — and your potential hire is the customer. Apply marketing basics:

Strong headline (the job title)
Compelling hook (benefits + WIIFM)
Clear call to action (how to apply)
Great visuals (workplace photos or video)
Retargeting tools (e.g. social ads for visitors to your careers page)

Make recruitment part of your brand — not an afterthought.

You’re Only One Great Hire Away

Every high-performing business has that one legendary team member who lifts standards, solves problems, and spreads positivity. They’re a force multiplier. Keep recruiting with that goal in mind. Your next game-changing hire could be just around the corner — but only if you’re looking.

Dave’s 15 Steps to Successful Recruiting

Quality Recruitment, Selection and Induction is the #1 thing that will help your business grow

15 Steps to Finding the Perfect Person to Join Your Team

STEP 1: Change Your Beliefs about Recruiting – Think Positive

Replace any disempowering beliefs

“I am not good at recruiting”
“I can’t find good staff /motivated people”
“These people are really hard to find”

With better beliefs:

“I am a great recruiter”
“This job will be easy to fill”
“I know my business and am a better recruiter than a recruitment agency!”

STEP 2: Compile a Full JOB DESCRIPTION for the position

Job Outcomes – what do they have to achieve? How will they know if they are doing a good job? What does success look like?
KPIs – How will they be measured?
Tasks required
Responsibilities
Salary Range –
Hours /Days
Location
Other Benefits – Bonus, Commission, Rewards, Car, Phone, Laptop, Travel, Meetings, Client Entertainment (F1, Football, Cricket, Horses)

Work out your BAIT: Consider the Person who is best for the Job – What’s important to them in this job role? (Their values). It’s different for every type of job in the company. Is it:

- Interacting with People
- Money-focused – commission based
- Career possibilities
- Growth
- Personal Development
- Have Fun
- Excitement
- Challenge
- Leadership
- Family
- Caring
- Learning / Knowledge/ Training

If you have an existing perfect role model for the role, ask them two questions to find their values.

What’s important to you about working for #insert company name#? And
What’s important to you about being a #insert profession#?

Remember there are Staff Motivators and De-Motivators – Herzberg’s 2 factor theory – Avoid demotivators like poor working conditions, low salary

STEP 3: Develop a detailed PERSON DESCRIPTION for the position

This is often overlooked but is a critical step in finding the right person.

Type of Personality – Driver, Expressive, Amiable, Analytical
Character Traits wanted – strengths, weaknesses
Location – usually within 30 mins drive

Any preferences necessary – young/old, M/F, exclusions (NOT DISCLOSED IN THE AD)

Personality Traits or behaviour profiling results or type
Intelligence level required

STEP 4: WRITE THE PERFECT SEEK AD

SEEK ads are great for attracting job seekers and people from overseas, but not for people who are currently happy in their job and NOT looking.

Choose Your Seek Category Carefully
Do some research on Seek and see if you can find some examples similar to the type of position you are offering. Make sure your position is in the correct category or
your prospective applicants won’t find your ad.
JOB TITLE: Choose the Job Title wisely – it’s better to rename the job title to something more general if it is too specific.
DESCRIPTION: Use your 150 characters wisely. This is the header of the ad that most people look at – many people will only read this bit. Make it sizzle with WIIFM –
what’s in it for me. Use the values hooks described above and keywords appealing to the personality type of person you are looking for.
BASIC AD OUTLINE
You’ll need
*
*
*
You’ll be
*
*
*
About Us
(Insert: A truly inspirational vision of how good this company could be)
Main Ad Design
WIIFM first – More Sizzle – why you should join us.
Use Dot Points
Minimum Basic Requirements written in an upbeat tone
– Not “You must be X, X , X (Character traits) because everyone thinks they are

It’s better to not mention the salary unless the job is >$65k.
List your ad at www.seek.com.au

TIPS & TRICKS For SEEK ADs

Ads come up on the screen in date order (if the ad is in a busy category, pay the extra money to relist weekly – don’t wait for expiry)
When NOT to use seek – simple jobs, local paper type people, jobs appealing to noncomputer users & tradespeople, etc.

OTHER THAN SEEK

www.careerone.com.au
Daily NewsPapers
Local newspapers for young and old staff
Industry Contacts or Magazines
Association Magazines
Direct Approach

HIGHLY TECHNICAL & RARE PEOPLE POSITIONS

For highly technical jobs requiring specific experience and skills. Think outside the square. Focus on how to find this person.

Q1: Where would this person be now ?
Competitors, Government, University, Overseas – e.g. Sth Africa
Q2: What magazines/newspapers would they be reading?
Association newsletters, Conference papers
Q3: What would they be attending?
Events, Conferences, Education sessions
Q4: How could I get my ad in front of them?

STEP 5: REVIEWING RESUMES & COMPILE A SUMMARY TABLE

Sort the Seek emailed responses into a separate email directory.
Review each resume on screen and move to ‘Seek Rejects’ directory if req.
Enter basic data into a Summary Table – Name, Phone, Key criteria – this is useful when prioritizing and rejecting candidates and setting appointments.

STEP 6: SELECTION A – PHONE SCREENING

Many candidates can be screened quickly by phone for attitude, phone manner and their knowledge of a range of technical skills or experience. Choose questions. Organise appointments with selected qualified Candidates. You could also send a Typeform survey to ask basic questions and screen candidates.

STEP 7: SELECTION B – Hold INITIAL INTERVIEWS (Up to 10)

Ask some behavioural questions at the interview. – questions about past behaviours
Probe why this person left every job – check for gaps
Check any date inconsistencies
Ask for examples of how they did things
Check technical competency
Ask them about their desired salary

STEP 8: SELECTION C – PERSONALITY BEHAVIOUR PROFILING TESTS

Consider using
- DISC analysis – behavioural profiling
- MBTI – Values profiling
- Kolbe Conative index.
Remember that “past work history” has been shown to be the best indicator of future performance, and past behaviour is the best indicator of future behaviour.

STEP 9: PERSONALITY PROFILING – TEST PROCESSING & REPORTING

Look online for people able to report and process test results.

STEP 10: REFERENCE CHECKING

An essential step to check if they are who they say they are.
Ring past employers and ask a detailed series of questions to see whether they would reemploy this person.
Always ask “Would you re-employ this person?”

STEP 11: SELECTION E – FINAL INTERVIEWS (up to 3)

The management team should be involved in this interview.
Interview the best candidates LAST.
Let the management team ask any desired questions.

OPTIONAL TEAM INTERVIEW

Should include some members of the team with whom this person will work.
Let the team members choose whether this person is employed.

STEP 12: SEND REJECTION NOTICES TO FIRST INTERVIEWS

Reply by email and thank all applicants – they were very close but missed out.

STEP 13: LETTER OF OFFER

Make sure the letter of offer is exactly as discussed in the interview

STEP 14: SEND REJECTION NOTICES TO ANY OTHERS.

STEP 15: INDUCTION PROGRAM & TRAINING

Make sure the person gets the best possible start to their employment

Places to Run Online Job Ads for Australian Recruiting

Seek.com.au
Careerone.com.au
Gumtree.com.au ad
Careerjet.ie – IRELAND
Gumtree.ie – IRELAND
Trademejobs.co.nz – NZ
Social Media posts and ads on Facebook, Instagram and Tik Tok

Dave’s List of the Best Recruitment Books

Hire and Keep the Best People by Brian Tracy (US)

Choosing the right people to work with you and for you is the critical determinant of your success as a manager. This book shows you how to Determine exactly what you want and need in a new hire, Attract qualified candidates, Interview more effectively, Make better choices, Negotiate the right salary, Start your new employees off right and make them feel important and most importantly create a great place to work. This book will save you thousands of dollars and countless hours of dissatisfaction by showing you how to make better hiring decisions and keep better people working at peak performance than ever before.

Ask the Right Questions, Hire the Best People by Ron Fry (US)

Whether you’re replacing an employee who’s leaving, or creating a new position in your company, Ron Fry shows you how to write a position description that really work and how to translate that description into a realistic set of search criteria. This book also shows you How to attract the best applicants. What to look for when you’re screening resumes. What questions you should ask in the interview…and when you should ask them. How much you should read into body language and whether you should trust that gut feeling you get in the interview. How to listen more effectively to what the applicant is really telling you, and how to probe for the information the applicant doesn’t want you to know. The right way to negotiate salary and what questions the law permits and forbids.

Finding & Keeping the Right People by Jon Billsberry (US)

This book offers the manager practical information about the recruitment, selection and retention of employees. It is different to most other recruitment and selection books in that it shows the manager how to select people for both their job fit and their organisation fit. It is becoming increasingly more important that managers find and keep the right people to ensure that their organizations maintain and develop a competitive advantage. This book aims to provide practical techniques which will attract the right caliber of candidate; get the most from interviews, tests and recruitment agencies; integrate recruits successfully; and assist in choosing the right person for the job and the organization. By recruiting people who are right for the job and right for the company’s long term goals, a motivated team can be built.

More Recruitment Books

Interviewing and Selecting High Performers by Richard Beatty
Hiring: Strategies for Success by Dr Ken Byrne
Interviewing Skills for Managers by Tony & Gillian Pont
Can They Sell and Can They Sell Fieldguide by Steve Suggs (great for recruiting salespeople)
People Power by Sadhana Smiles (Real Estate Recruitment System)
Interviewology: The new Science of Interviewing by Anna Papalia

Recruitment FAQs for Small Business Owners

Q: Why does “always be recruiting” work better than hiring only when someone quits?

Because desperation leads to bad decisions. When you’re constantly on the lookout for top talent — even before you need them — you build a talent pipeline. That means less panic, more choice, and better team dynamics. Just like you wouldn’t wait until you’re starving to go grocery shopping, don’t wait until you’re short-staffed to look for people.

Q: Is it okay to recruit friendly staff I met at the shops, gym, or café?

Absolutely — that’s one of the most innovative strategies for hiring attitude-first team members. If you spot someone with initiative, warmth, or hustle in a non-work setting, hand them a business card or invite them to apply. Often, the best hires are not actively job hunting — they’re just waiting to be noticed.

Q: What’s a “Top Drawer Talent File” — and how can it help my hiring?

It’s a physical or digital file where you collect the names and details of promising people you meet (but don’t hire yet). This could include a sharp intern, a customer with great people skills, or a candidate who narrowly missed out. When a role opens up, you’ve already got pre-qualified talent ready to call.

Q: Why is it risky to hire someone who lives more than 30 minutes away?

Long commutes kill morale — especially after the honeymoon period. Inconsistent attendance, lateness, and burnout are common. In small businesses, reliability matters. Hiring people who live close reduces the friction and increases the chance they’ll stick around in the long term.

Q: Is it really true that “people rarely change”? How does that affect hiring?

Yes — past behaviour is the best predictor of future performance. If someone has a history of job-hopping, being late, or clashing with colleagues, that pattern usually continues. Always ask behavioural interview questions that reveal how they’ve handled things in the past. Don’t ignore red flags hoping they’ll grow out of them.

Q: Should I ever hire friends or family to help out?

Not unless you’re ready for awkward Christmas dinners. Hiring friends or relatives can blur boundaries, complicate accountability, and damage relationships. They may expect special treatment or resist feedback. It’s often better to hire outside your circle and keep personal life and business separate.

Q: Can I still recruit great people even if I can’t offer top dollar?

Yes — many people value more than money. Flexibility, culture, growth opportunities, a great boss, or doing meaningful work can all outweigh salary alone. Sell your workplace benefits clearly in your job ads — even small perks like team lunches or a good coffee machine can matter.

Q: How do I attract applicants who aren’t actively looking for a job?

Use social media, word of mouth, and content marketing. Showcase your team culture with real photos and stories. Create a “Careers” page with a video tour or testimonials from happy staff. And remember: most great candidates aren’t on Seek — they’re working somewhere else and waiting for a better opportunity to show up.

Q: Why should I include reasons someone shouldn’t apply in my ad?

It sounds counterintuitive, but it’s powerful. Including a line like “This role won’t suit you if you dislike fast-paced environments or public interaction” helps filter out the wrong candidates. It sets clear expectations and saves time on mismatched interviews.

Q: What’s a ‘Stay Interview’ — and why should I do them instead of waiting for resignations?

A Stay Interview is a conversation you have with good staff to find out why they stay, what motivates them, and what could cause them to leave. You’ll discover opportunities to improve your culture, boost retention, and prevent avoidable turnover. Don’t wait until the exit interview to find out what went wrong.

Q: Is personality profiling really worth it for small businesses?

Yes — tools like DISC, MBTI, or Kolbe can give insights into how someone will behave under pressure, take feedback, or fit into your team. It’s not the only thing to rely on, but it’s a valuable piece of the puzzle, especially when used alongside interviews and reference checks.

Q: How do I spot a fake “great attitude” during interviews?

Look for consistency across their resume, phone screening, interview, and references. Ask detailed questions like: “Tell me about a time you made a mistake — what did you do next?” or “What would your last boss say was your weak spot?” Avoid charm alone — you want character.

Q: Why should I run trial shifts even for office or customer service roles?

Trial shifts show you more than interviews ever could. You’ll see how they dress, speak, think, and treat others — under real-world conditions. Even one hour of observation can prevent 100 hours of pain from hiring the wrong person.

Q: What’s the biggest hiring mistake small businesses make?

They hire too fast and out of fear. They don’t define the ideal person first, skip reference checks, or overlook attitude. Recruitment isn’t just about filling a seat — it’s about building a team that supports your business vision. Slow down. Get it right.

Download Dave’s Recruitment Toolkit full of useful Recruiting tips (free PDF)

**RECRUITMENT AND SELECTION TOOLKIT by Dave Staughton**