How to write a job ad that attracts the right candidates
A great job ad does more than list requirements. It sells the opportunity. Start with a clear, searchable job title. Avoid internal titles or vague descriptions. If the role is a "Customer Service Representative", call it that, not "Client Happiness Hero".
Structure your ad so the most important information comes first: what the role involves, what you're offering (salary, benefits, flexibility), and what you're looking for. Job seekers scan listings quickly, so make every sentence count.
Be honest about the role. Overselling a position leads to candidates who are disappointed when they start, and that costs you more in the long run than being upfront from the beginning.
Why you should always include a salary
Listings that include a salary consistently receive more applications than those that don't. Job seekers want to know if a role is worth applying for before they invest time in an application. "Competitive salary" tells them nothing.
If you can't give an exact figure, provide a range. This sets expectations for both sides and filters out candidates who are looking for something significantly different. It also builds trust. Transparency about pay signals that your company is straightforward to work for.
In a market where candidates have choices, the employers who are open about compensation will always attract more and better applicants.
Screening candidates effectively
The goal of screening is to narrow down your applicant pool to the candidates most likely to succeed in the role. Start by reviewing CVs against your essential criteria, not your wish list. If you have ten "must-haves", you'll struggle to find anyone. Focus on the three or four things that genuinely matter.
Phone screenings are a quick and effective way to assess candidates before committing to a full interview. A 15-minute call can tell you a lot about communication skills, enthusiasm, and whether the candidate understands what the role involves.
Be consistent in your approach. Use the same criteria and questions for every candidate at each stage. This reduces bias and makes it easier to compare applicants fairly.
Conducting better interviews
A good interview is a two-way conversation, not an interrogation. You're assessing the candidate, but they're also assessing you. Make them feel welcome, explain the process, and give them a genuine picture of what the role and company are like.
Prepare structured questions in advance and ask the same core questions to every candidate. This makes comparison easier and fairer. Use behavioural questions ("Tell me about a time when...") to understand how candidates have handled real situations, not just how they think they would.
Leave time for the candidate to ask their own questions. The questions they ask will tell you a lot about their priorities and how much research they've done. If they have no questions at all, that's worth noting.
Making an offer and onboarding
When you've found the right person, move quickly. Good candidates don't stay on the market long. Make your offer clearly, in writing, and include all the key details: salary, start date, working hours, benefits, and any conditions like references or background checks.
Give the candidate a reasonable amount of time to consider the offer, but don't leave it open indefinitely. A few days is usually enough. If they need to give notice at their current employer, be clear about when you need a decision by.
Onboarding starts before day one. Send a welcome email, provide any information they'll need for their first day, and make sure their workspace, equipment, and access are ready. A smooth start sets the tone for the entire employment relationship.
Reducing time to hire
A slow hiring process loses you candidates. Top applicants are often interviewing with multiple companies, and if your process drags on, they'll accept an offer elsewhere. Review your hiring timeline and look for steps that can be shortened or removed.
Common bottlenecks include too many interview rounds, slow decision-making between hiring managers, and delays in extending offers. Aim to keep the process to two to three weeks from application to offer where possible.
Communicate clearly with candidates at every stage. Even if there's a delay, let them know. Silence is the quickest way to lose a good candidate's interest and damage your employer brand.
