Author: fhai

To hire part-time, seasonal or temporary staff fast and fairly, plan the dates and shifts first, post a short clear ad with pay and hours, use a quick two-step process (a short application and a 15-minute call or group session), check the right to work, give a written offer with end date and terms, and run a one-day induction. Apply the same fair rules to everyone, and know that part-time and fixed-term workers have legal protections.

Which type of worker do you need?

Type	Meaning	Common use	Watch out for
Part-time employee	Works fewer hours than a full-time employee in the same business	Regular shifts, ongoing cover	Equal treatment in proportion to hours in many countries
Seasonal worker	Hired for a peak period, such as holidays or harvest	Retail peaks, hospitality, farming, events	Fixed-term rules; holiday pay and end dates; some sectors have special permits
Fixed-term employee	Employed for a set period or for a specific task	Maternity cover, projects, seasons	Limits on repeated renewals in many countries
Temporary agency worker	Supplied by an agency to work for you	Short-notice cover	Agency worker rules; check who is the employer
Casual or on-call worker	Called in as needed	Irregular events	Rules on zero-hours or on-call contracts differ by country. Check them
Student or young worker	Under 18 or in education	Part-time jobs	Special limits on hours, tasks and pay in many countries

Choose the type that fits the work. Do not label someone a contractor to avoid cost, because status depends on the facts. See employee or contractor.

What the law says: pointers by region

Region	Topic	Where to read
United States	Wages, overtime and youth employment limits under the Fair Labor Standards Act; state laws can add more	US Department of Labor: wages and the FLSA and fact sheets
United Kingdom	Rights of part-time workers, fixed-term employees and agency workers; National Minimum Wage and Living Wage	GOV.UK: part-time worker rights, fixed-term employees, agency workers and minimum wage rates
European Union	EU directives on part-time work, fixed-term work and temporary agency work; each country applies them in its own law	Directive 97/81/EC, Directive 1999/70/EC, Directive 2008/104/EC

The key idea in these rules is that part-time, fixed-term and agency workers should not be treated less favourably than comparable full-time or permanent workers without good reason. Details vary. Read the official pages before you set pay and terms. This is general information, not legal advice.

Step 1: Plan the hours and shifts

Create a simple demand plan. List each week of the season and the number of staff needed per shift. Add the minimum and the maximum. Then compute the total hours and the number of people. Compare with your budget. Use the cost worksheet for an hourly cost, including employer on-costs and holiday pay.

Week	Shifts per day	Staff per shift	Hours per week	People needed (at 20 hours each)
1	2	3	210	11
2	2	4	280	14
3 (peak)	3	5	525	27
4	2	3	210	11

This table is a fictional example. The formula is shifts per day times staff per shift times hours per shift times days open. Write your own. Allow extra people for sickness and drop-outs, and decide how many reserves to keep.

Step 2: Write a short, clear ad

Short roles need short ads. Put the key facts at the top: role, place, dates, shift pattern, pay, and how to apply. Describe the tasks and any training you provide. State how long the application takes. Avoid words that signal age, sex or other protected traits. See how to write a job ad that attracts the right applicants and where to post a job when you have no budget. Good channels include public job services, local schools and colleges, community boards, and your own customers and followers.

Seasonal sales assistant, [shop name], [town]
Dates: [start] to [end]
Shifts: [pattern], [hours per week]
Pay: [rate] per hour plus [holiday pay as the law requires]
Tasks: serve customers, restock shelves, use the till
Training: paid first-day induction
No previous experience needed. We welcome students, parents, retirees and career changers.
To apply: send your name, phone number and the days you can work to [email] by [date]. It takes five minutes. Tell us if you need any adjustment to apply.

Step 3: Use a quick, fair two-step process

1. Short form or message. Ask for contact details, availability and one or two job-related questions, such as “Tell us about a time you worked with customers” or “What shifts can you work?”. Do not ask for a long CV for a simple role.
2. Short call or group session. A 15-minute call, or a 45-minute group session where candidates do a short task and talk with the team. Use the same questions and a one-page scorecard. See how to run a first interview.

For group sessions, give people clear instructions, offer adjustments, and observe job-related behaviours such as listening, following instructions and working with others. Do not score on style, accent or appearance. Keep a note of each person’s evidence.

Criterion	What counts	Score 1 to 4
Availability	Can work the needed shifts
Reliability evidence	Examples of attendance or commitments
Customer or team skills	Example of working with others
Following instructions	Completed a short task correctly
Interest in the role	Clear reasons that relate to the work

Step 4: Check the right to work and make the offer

Check the right to work for every person you hire, in the same way, as the law requires. Do not check only people who seem foreign. In the UK, see the GOV.UK right to work check guidance. In the US, employers complete Form I-9 for every new employee; see the US Citizenship and Immigration Services I-9 page. In the EU, rules differ by country, so see Your Europe and your national authority. Our upcoming guide on right-to-work checks gives an overview.

Make a written offer with: role, start and end dates (or the way the end date is set), hours or shift pattern, pay and pay dates, holiday arrangements, notice and what happens at the end. Use the template in how to make a job offer. For young workers, check the rules on age, hours and tasks.

Step 5: Induction in one day

Time	Topic
09:00	Welcome, team, tour, schedule
09:30	Safety: exits, first aid, safe lifting, who to tell about problems
10:30	Tools: till, scanner, app or whatever the role uses
11:30	Customer and service standards, with two role-plays
12:30	Break
13:00	Shadow an experienced worker
15:00	Do tasks with supervision
16:30	Questions, next shifts, who to call if sick

Give each person a one-page guide with the phone number to call, the dress code, break rules and the main tasks. Pair each new worker with a buddy for the first three shifts. See the onboarding plan for the longer version.

Keep it fair

• Use the same questions, the same criteria and the same time for all candidates.
• Offer adjustments for the process and for the job.
• Pay at least the legal minimum and pay for training time.
• Give shifts fairly and give notice of schedule changes as the law requires.
• Do not promise permanent jobs you cannot offer. If there is a chance of a longer contract, say what the conditions are.
• Do not ask about family plans, health or other protected topics. See what you can and cannot ask.

Finish the season well

Tell staff the end date early. Thank them in person and in writing. Pay all wages and holiday pay due on time. Ask for feedback with two or three short questions. With consent, keep a list of people who would like to work next season. Delete the list on a schedule. A good end to the season makes it easier to hire next year. See how to build a talent pool with consent for the idea.

A worked example (fictional)

This example is invented. A garden centre needs 12 seasonal staff for eight weeks. The owner builds a demand plan, writes a short ad, posts it on the public job service, at local colleges and in the shop. She receives 60 replies in a week. She reads the short forms with a sheet and invites 30 to a group session on two evenings. A manager and a supervisor observe, using the scorecard. They offer 14 jobs (two reserves). She checks the right to work for all 14 in the same way, issues written offers with end dates and holds a one-day induction. Over the season she tracks sickness and schedule changes. At the end she thanks everyone, pays on time and asks eight people if she may contact them next year. All eight agree.

How the demand plan works: the calculation

The fictional table above assumes the shop is open seven days a week and each shift is five hours. Hours per week equal shifts per day times staff per shift times hours per shift times days open. In week 3: 3 shifts times 5 staff times 5 hours times 7 days equals 525 hours. Dividing by 20 hours per person gives 26.25, which you round up to 27 people. In practice you will not get a perfect fit, because people have different availability. Add a column for reserves and plan to over-recruit by a small number, then check actual drop-out against your plan after the first week.

Handling schedules and short-notice changes

Seasonal work often changes at short notice. Weather, sales and sickness all move the plan. Rules on notice of schedules and pay for cancelled shifts vary by place. Some US states and cities have predictive scheduling laws, and the UK and EU have rules on working time and on-call contracts. Check the official guidance for your location. As a good practice, publish schedules at least a week ahead, use a shared calendar or an app that everyone can see, and agree how swaps and cancellations work. Treat requests for time off for school, caring duties, religious observance and medical care fairly and consistently.

Situation	Good practice
Shift swap request	Allow swaps between trained workers with manager approval within a set time
Sickness	Give a phone number and a clear rule on how to report; apply sick pay rules as the law requires
Last-minute cancellation by you	Follow the pay rules for your country; tell workers as early as you can
Reduced hours	Talk to the person and record what you agreed
Request for extra hours	Offer fairly, in order of need and fairness, not by favouritism

Write the rules in one page and give it to every worker on day one. A clear page prevents most disputes. If a dispute arises, listen to the person, check the written terms and take advice if you are unsure.

Frequently asked questions

Do part-time workers have the same rights as full-time workers?

In many countries they must not be treated less favourably without justification, in proportion to hours. Check the official rules for your country.

Can I hire seasonal staff on short notice?

Yes, with a quick process and a written offer. Do not skip right-to-work checks or safety training.

Do I need to pay for training time?

Generally yes, if it is part of the job. Check wage rules in your country.

Can I use an agency?

Yes. Agency workers have their own rules. Check who is responsible for pay, rights and checks.

What if a seasonal worker wants a permanent job?

Treat them as you would any internal applicant, using the same criteria. Do not promise a job you cannot offer.

Related guides

• Hiring guides for small businesses and founders
• Where to post a job when you have no budget
• How to make a job offer: a letter template and what to include
• Employee or contractor? How to choose for your first role
• All hiring guides for employers
• How to hire in volume for seasonal peaks

This is general information, not legal advice.

Choose an employee when you control how, when and where the work is done and the person works mainly for you. Choose a contractor when the person runs their own business, decides how to do the work, and delivers a defined result for a fee. The label in the contract does not decide it. The facts of the working relationship do, and the tests differ by country.

The core difference

An employee works inside your business. You set the hours, the tools and the methods, you train the person, and the person usually works for you alone. In return, the employee gets protections: minimum pay, paid leave, notice rules, and in many countries protection from unfair dismissal. You pay employer taxes and contributions and often provide benefits.

A contractor works as a separate business. The contractor decides how to do the job, uses their own tools, can work for other clients, can send a substitute in some cases, and carries financial risk. You pay an invoice. You usually do not pay employer taxes or benefits. The contractor handles their own taxes and insurance.

Question	Points to employee	Points to contractor
Who decides how the work is done?	You do	The worker does
Who sets the hours and the place?	You do	The worker does, within a deadline
Who provides tools and equipment?	You do	The worker does
Can the person work for other clients?	Not freely	Yes
Is there a fixed pay each period?	Yes, wage or salary	No, invoice per job or per day
Who bears the loss if the work goes wrong?	You do	The worker does, in part
Can the person send someone else in their place?	No	Often yes
How long does the relationship run?	Open-ended	A project or a set term
Is the person part of your team structure?	Yes, with a manager and a title	No, a supplier outside the team

No single row decides the question. Authorities look at the overall picture. If most rows point to the left column, treat the person as an employee.

What the official sources say

Each region has its own test. Read the official page, not a summary of a summary.

Region	How the test works	Official source
United States	Federal agencies use several tests. The IRS looks at behavioural control, financial control and the type of relationship. The Department of Labor uses an economic reality analysis for wage and overtime law. State tests can be stricter.	IRS: independent contractor or employee and DOL: misclassification
United Kingdom	The law uses three groups: employee, worker and self-employed. The group depends on control, obligation to work and personal service.	GOV.UK: employment status
European Union	National law decides. Tests and protections differ in each member state.	Your Europe: hiring and managing staff, then your national authority

In the UK there is a middle group called “worker”. Workers get some rights, such as the minimum wage and paid holiday, but not all employee rights. Check the GOV.UK page if your role does not fit neatly.

A decision guide for your first role

Step 1: Describe the work in one paragraph

Write what the person will do, for how long, and who decides how. If your paragraph includes “will report to me every day”, “will use our systems”, or “will be available during our hours”, you are describing an employee.

Step 2: Score the control questions

Use the table above. Mark each row. Count how many point to each side. Keep this record. It shows you made a reasoned decision.

Step 3: Check the length and type of the work

A defined project with a start, an end and a clear deliverable fits a contractor. A role you will need for years, such as customer support or office management, fits an employee.

Step 4: Price both options

Use the cost worksheet for the employee. For the contractor, use the quoted fee and add any cost of your own time to manage the work. Compare the full costs, not the day rate against the salary.

Step 5: Check the official test and confirm with an advisor

Read the official page for your country. Then ask an accountant or employment lawyer to confirm. One hour of advice before you start is cheap compared with a dispute later.

Examples (fictional)

Situation	Likely classification	Why
A founder needs a new website built in 8 weeks. The designer works from their own studio, sets their own hours and invoices at milestones.	Contractor	Defined project, own tools, own methods, own business
A shop needs someone to answer customers every weekday, using the shop’s help desk, following the shop’s scripts, with a fixed weekly wage.	Employee	Ongoing, directed work with fixed pay
A start-up wants a bookkeeper for 4 hours a month who also serves other clients.	Contractor	Small, independent service with other clients
A company calls a person a “freelancer” but requires set hours, a company email address, and a manager to approve their work. They work for no one else.	Likely employee, despite the label	Control and dependence point to employment

These are examples to explain the method. They are not legal conclusions about any real situation.

Risks of getting it wrong

If an authority decides that a contractor is an employee, the employer may owe back taxes and contributions, pay for missed holiday, and face penalties. The person may also claim rights that apply to employees. In some countries the person who hired also faces fines. The risk is higher if the label was used to avoid costs. Treat the decision as a legal question, not a budget question.

There are risks for the worker too. A contractor does not get paid holiday or sick pay in most countries and carries tax and insurance duties. A worker who accepts the wrong label may lose protections they would have had. Be clear and honest about the arrangement in your ad and in your talks with candidates. Do not describe a job as freelance to avoid costs if you will direct it like a normal job.

How to write the ad for each type

Item	Employee ad	Contractor ad
Title	Job title and level	Project or service name
Pay	Salary or wage range, hours, benefits	Fee or day rate, project length, payment terms
Hours	Working hours or shifts	Deadline and deliverables
Tools	Provided by you	Provided by the contractor, or stated in the brief
Next step	Application, interviews, offer letter	Proposal or portfolio review, statement of work

For an employee role, use our guide on how to write a job ad that attracts the right applicants. For a contractor, write a short brief with the goal, the deliverable, the deadline, the review steps and the payment terms. Treat contractor applicants with the same fairness as employee applicants: use written criteria and evidence, and do not use protected traits to choose. Anti-discrimination law may apply to contractors in some places, so do not assume it does not.

A contractor agreement checklist

• Names and legal status of both parties
• Scope of work and deliverables
• Deadline and review steps
• Fee, invoice dates and payment terms
• Who owns the finished work and any intellectual property
• Confidentiality terms
• The contractor provides their own tools and decides how to work
• The contractor is responsible for their own taxes and insurance
• How either side ends the agreement
• Which country’s law applies

Have a lawyer review a template once. Then reuse it. A signed agreement helps, but it does not override the facts of the relationship.

When you can change your mind

Many businesses begin with a contractor and later hire the same person. This is normal when the work grows. Do it openly. End the contractor agreement, offer an employment contract, and set up payroll. Do not keep both arrangements running at once for the same work. If you begin as an employer and then want to move someone to a contractor model, take legal advice first, because this can be seen as an attempt to avoid employee rights.

Red flags that a contractor is really an employee

Review your arrangement every six months. These signs suggest the relationship has moved toward employment.

Red flag	What it suggests	What to do
The person works set hours that you choose	You control time	Move to a deadline-based model or hire as an employee
You give daily instructions on how to do each task	You control method	Treat as employee work
The person uses your email address, title and equipment	They are part of your team	Review the status; take advice
The work has run for years with no end date	Ongoing need	Consider an employment contract
The person has no other clients	Dependence on you	Review the status; take advice
You pay a fixed monthly amount regardless of output	Wage-like pay	Move to milestone or invoice pay, or hire as an employee

One red flag alone does not prove anything. Several together are a signal to act. Document your review and the reasons for your decision.

Questions to ask a possible contractor

Use the same questions for every contractor you consider. This keeps the process fair and gives you evidence for your choice.

1. Describe a similar project you delivered. What was the goal, your method and the result?
2. Which tools and software will you use, and who pays for them?
3. Who else do you work for, and how will you manage your time between clients?
4. What is your fee, what does it cover, and what costs extra?
5. How do you handle changes to the scope?
6. Can you share a link or file that shows your work?
7. What insurance do you hold?
8. How do you prefer to report progress?

Score the answers against a short written list, as you would for an employee. A simple guide is in our article on the interview scorecard. Ask each person the same questions, and write down the evidence for each answer.

Switching from contractor to employee: a short plan

1. Tell the contractor in writing that you plan to offer employment. Give a date.
2. Agree a notice period on the contractor agreement.
3. Prepare an offer letter and an employment contract. Take legal advice for the first one.
4. Register as an employer and set up payroll before the first day.
5. Check right-to-work rules for the person, as for any new employee.
6. End the contractor agreement on the day the employment starts.
7. Record the change and the reasons.

This plan keeps the change clean and avoids a period in which the person is both. If the person was truly a contractor before, nothing was wrong. If the person worked like an employee for a long time, take advice about any past tax or pay duties.

Frequently asked questions

Can I just call someone a contractor to save money?

No. The real working relationship decides, not the label. If the person works like an employee, authorities can treat them as one and charge back taxes and penalties.

Is a part-time employee the same as a contractor?

No. A part-time employee works fewer hours but is still an employee, with the same rights in proportion to hours. A contractor runs their own business.

What is the difference between a worker and an employee in the UK?

Workers have some rights, such as minimum wage and paid holiday, but fewer than employees. The GOV.UK employment status page explains the three groups.

Do anti-discrimination rules apply to contractors?

In many places the rules reach beyond employees. Do not assume contractors are outside the law. Check the rules for your country.

Who should I ask if I am unsure?

An employment lawyer or an accountant who knows your country. Bring your description of the work and the table from this guide.

Related guides

• Hiring guides for small businesses and founders
• How to make your first hire: a step-by-step plan
• How much does it cost to hire an employee? A cost worksheet
• How to hire without an HR team
• All hiring guides for employers
• How to hire your first developer when you are not technical
• Part-time, seasonal or temporary staff: how to hire fast and fairly
• How to hire in another country: a first guide for small employers

This is general information, not legal advice.

To make your first hire, start with the work, not the person. Write down what the role must achieve in 90 days, choose the right contract type, publish a clear job ad, compare every applicant against the same must-haves, interview with the same questions, and confirm the offer in writing. This guide walks through each step for founders in the US, the UK and the EU.

Step 1: Decide whether you really need to hire

A first hire is a long commitment. Before you advertise, check that the work is regular, that it will not disappear in three months and that you can pay for it. Ask three questions.

1. What outcome is missing today? Describe it as a result, for example “customer emails answered within one working day”, not as a job title.
2. Could a tool, a process change or a short contract cover it? If yes, try that first.
3. Can you pay the full cost for at least a year? Salary is only part of the cost. Add employer taxes, insurance, equipment, software and your own time to train the person.

If the answers point to a permanent role, continue. If the need is short or uncertain, read the section on contractors below.

Step 2: Define the role in one page

Most weak hires start with a vague role. Write a one-page brief before you write any ad. It should contain four parts.

• Purpose: one sentence on why the role exists.
• Outcomes: three to five results the person should deliver in the first 90 days.
• Tasks: the regular work, in order of time spent.
• Working conditions: location, hours, pay range and who the person reports to.

Here is a short before-and-after example for a small online shop.

Weak version	Stronger version
Customer service star wanted	Answer customer emails and chats within one working day, resolve returns, and report the three most common complaints each month
Must be a fast learner and a team player	Must have 1 year or more of customer support work, paid or unpaid, and be able to write clear replies in English
Competitive salary	Salary range: [your range] per year, 4 days in the office, 1 day remote

The stronger version tells candidates what the job is. It also gives you something to check each application against. For more on separating essential skills from preferences, see Must-haves vs nice-to-haves: cutting your applicant pile without unfair filters and How to write job requirements candidates can actually check themselves against.

Step 3: Choose the contract: employee, contractor or agency

The contract type decides your legal duties, so decide before you advertise. The table gives a first view. It is not a test, because the rules differ by country and by the facts of each case.

Option	Best when	Main risk
Employee	The work is regular, you direct how and when it is done, and you want a long-term relationship	Full employer duties: payroll, insurance, notice and dismissal rules
Independent contractor or freelancer	The work is a defined project and the person runs their own business	Misclassification: if the facts look like employment, authorities can treat the person as an employee
Agency or temporary worker	You need short-term cover or a fast start	Higher cost per hour and less control over who arrives

Each country looks at the real working relationship, not the label in the contract. In the US, the Department of Labor explains how it tells employees from independent contractors in its guidance on misclassification. In the UK, GOV.UK sets out the main employment statuses: worker, employee and self-employed or contractor. In the EU, rules sit mainly at national level, so check the law of the country where the person will work.

Step 4: Set the budget and the pay range

Work out the full cost before you promise a number. Use a simple sheet with these lines: base pay, employer taxes and social contributions, pension or retirement contribution where required, insurance, equipment, software, recruitment costs and training time. Tax and contribution rates change, so take them from your tax authority for the current year.

Set a pay range and show it in the ad. Some US states and some countries require pay information in job ads or on request, and more rules are coming in the EU. Publishing a range also saves time, because applicants who cannot accept it do not apply. Check the rules in the place where the person will work.

Step 5: Write a clear job ad

A good ad answers the questions a candidate has before they apply: what will I do, what do I need, what do I get, and how do I apply. Keep it under 500 words. Here is a short sample you can adapt.

Customer Support Assistant, Greenfield Home Goods (small online shop, 6 people)

What you will do: answer customer emails and chats within one working day, process returns, and tell us each month what customers ask about most.

What you need: at least 1 year of customer support work (paid, unpaid or volunteer), clear written English, and comfort learning new software.

Nice to have: experience with a shop platform.

What we offer: [pay range] per year, 25 days of holiday, 4 days in our office and 1 day from home.

How to apply: send your resume or CV and a few lines on a time you solved a customer problem. We reply to every application within 10 working days.

Avoid wording that points to a protected group, such as “young and energetic” or “native speaker”. The US Equal Employment Opportunity Commission explains that job ads must not favour or discourage people because of protected traits, on its page about prohibited employment policies and practices. In the UK, Acas has practical advice on recruiting fairly, including advertising a job.

Step 6: Find candidates

You do not need a large budget. Start with channels where your kind of candidate already looks.

• Your own website and social accounts. Ask friends and customers to share the ad.
• One or two job boards that fit your sector and country.
• Public employment services. In the UK, Jobcentre Plus help for recruiters is listed on the GOV.UK recruiting and hiring page.
• Referrals. They are quick, but they tend to bring people who look like your current team, so also advertise openly.

Tell people when the ad closes and when they will hear from you. A closing date lets you screen in one batch, which is faster than reading each application on the day it arrives.

Step 7: Screen applications in one batch

Screening means comparing each application with your must-haves. It does not mean looking for reasons to reject. Use a simple three-column sheet: the must-have, what the resume or CV shows, and a yes, no or unclear.

1. Read each application once against the must-haves only. Mark each as yes, no or unclear.
2. Note the line in the CV that supports each yes. If you cannot point to a line, mark it unclear.
3. Invite everyone with all yes marks. For unclear marks, send one short question by email.
4. Keep the sheet. It is your record of why you made each decision.

Do not reject people for things that are not requirements, such as a gap in work history, an unusual career path or a degree you listed only as “nice to have”. FastHire is being built around this idea: show each requirement next to the exact CV passage that supports it, so a person can check the evidence quickly. FastHire is coming soon. It does not rank, score or reject candidates. People make every decision.

Step 8: Interview with the same questions for everyone

A structured interview means each candidate gets the same questions in the same order, and you score the answers against the same scale. It is fairer and easier to compare than a free conversation. Prepare six to eight questions tied to the outcomes in your brief. A sample set:

• Tell me about a time you had to learn a new tool quickly. What did you do first?
• Describe a customer or colleague who was unhappy. What did you say and what happened?
• How do you decide what to do first when three tasks are urgent?
• What would you want to know in your first week?
• Give an example of a mistake you made at work. What did you change afterwards?

Score each answer from 1 to 4 using notes you write straight after the interview: what the person said they did, not how they made you feel. Do not ask about age, family plans, health, religion or similar topics. If a candidate raises a health need or a disability, ask only what adjustment would help them do the interview or the job.

Step 9: Check references and right to work

Ask permission before you contact a referee. Ask each referee the same questions, for example: “What was this person responsible for? How did they handle pressure? Would you work with them again?”

Right to work checks are a legal duty in every country, and the method differs.

• US: complete Form I-9 for every new employee. The IRS page on hiring employees covers Form I-9 and the Form W-4.
• UK: check the applicant’s right to work before they start, following the steps in the GOV.UK guide: an online share code or original documents, with copies and the date of the check kept.
• EU: rules are national. Check with the labour ministry or employer authority in the country of employment.

Step 10: Make the offer and set up the legal basics

Make the offer by phone first, then confirm it in writing. Include the job title, start date, pay, working hours, location, notice period and any probation period. Give a date by which you need an answer.

Then complete the basic setup for your country.

Country	What to do before or on day one
US	Get an Employer Identification Number if you do not have one, collect the Form W-4 and complete Form I-9. See the SBA guide to hiring and managing employees. Check your state for extra rules, such as new-hire reporting and workers’ compensation insurance.
UK	Register as an employer with HMRC before the first payday, using the GOV.UK registration page. Give a written statement of employment particulars. The core statement is due on the first day and the wider statement within two months, according to GOV.UK. Arrange employers’ liability insurance.
EU	Give the employee written information about the main terms of work. Directive (EU) 2019/1152 sets minimum rules on transparent and predictable working conditions, and each member state applies it through national law. Register the employee with the national tax and social security bodies.

Step 11: Plan the first 30 days

The start of the job is where a good hire is made or lost. Prepare before day one: equipment, accounts, a named buddy and a plan for week one. A simple structure works.

• Day one: welcome, tools, introductions and the one-page brief.
• Week one: shadow the work, finish a first small task and hold a short end-of-week check-in.
• Day 30: review against the outcomes in the brief. Agree what to do in the next 60 days.

Use the brief you wrote in step 2. If you wrote clear outcomes, the review is a conversation, not a guess.

Common mistakes in a first hire

• Hiring someone like yourself. Choose for the work that is missing, not for a similar personality.
• Making the ad a wish list. A long list of requirements discourages good applicants and makes screening harder.
• Skipping written notes. Memory is unreliable, especially after five interviews.
• Waiting for the perfect candidate. A candidate who meets all the must-haves is a strong candidate.
• Ignoring local law. The rules about contracts, probation and notice differ by country and even by state.

A simple timeline

For a small team, plan roughly three to six weeks from advertising to offer if you move steadily. That is two weeks to advertise and collect applications, one week to screen, one to two weeks to interview, and a few days for references and the offer. The notice period of the person you choose may add more weeks before they start. Your market and the role will change these numbers, so treat them as a planning aid and not a benchmark.

Frequently asked questions

How long does it take to make a first hire?

Plan for several weeks from the ad to the offer, and add the notice period of the person you choose. A closing date and batch screening shorten the process more than posting in more places.

Should my first hire be an employee or a contractor?

Choose an employee when the work is regular and you direct how it is done. Choose a contractor for a defined project where the person runs their own business. Classification depends on the real relationship, so check your country’s rules.

Do I need an HR person to make a first hire?

No. You need a clear role, a fair and consistent process and the legal basics for your country. Written notes and the same questions for every candidate give you most of what an HR team would add.

What should I include in a first job ad?

Include what the person will do, the must-haves, the pay range, the location and working pattern, and how and when to apply. Leave out wording that points to age, sex, race or other protected traits.

Can I use AI tools to screen applicants?

Some tools help you read applications faster. The decision should stay with a person, and local rules may apply, so check the law where you hire.

Related guides

• Hiring guides for small businesses and founders
• Must-haves vs nice-to-haves: cutting your applicant pile without unfair filters
• How to write job requirements candidates can actually check themselves against
• All hiring guides for employers
• How to hire without an HR team: a simple process that works
• How to write a job ad that attracts the right applicants
• How to screen applications quickly: a 20-minute method for small teams
• What a bad hire really costs, and how to lower the risk
• Structured interviews: what they are and how to run one
• Behavioural interview questions with a scoring guide
• How much does it cost to hire an employee? A cost worksheet
• Employee or contractor? How to choose for your first role
• Where to post a job when you have no budget
• How to run a first interview for a small business: questions and scorecard
• How to check references without breaking rules or trust
• How to make a job offer: a letter template and what to include
• A small business onboarding plan for the first 30 days
• How long should hiring take? A realistic timeline for small teams
• How to hire your first salesperson without a sales manager
• How to hire an assistant or office manager: role, ad and interview
• How to hire your first developer when you are not technical
• How to hire in another country: a first guide for small employers
• How to check the right to work: US, UK and EU basics

This is general information, not legal advice.

To run a first interview for a small business, prepare six to eight questions tied to the must-haves of the role, ask every candidate the same questions in the same order, take notes, and score each answer on a simple scale straight after the interview. Keep it to 30 to 45 minutes, leave time for the candidate’s questions, and explain what happens next.

Why a first interview needs a plan

In a small business the owner often interviews alone and on instinct. The conversation feels friendly, but different candidates get different questions, and the person you like most often wins. A plan fixes that. It does not make the interview cold. It lets you listen, because you do not need to invent the next question.

Research on selection methods generally finds that structured interviews predict job performance better than unstructured ones. For a short, plain explanation, see our guide on structured interviews.

The 40-minute agenda

Minutes	Part	What you do
0 to 5	Welcome	Greet the person, explain the agenda and the time, offer water, say that you will take notes
5 to 10	Business and role	Describe the business, the role and the team in two minutes. Ask if anything is unclear
10 to 30	Core questions	Ask six to eight prepared questions. Use the same order for everyone
30 to 35	Candidate questions	Invite questions and answer honestly
35 to 40	Close	Explain the next steps, the date you will reply and thank the person

If the candidate needs a longer time or a different format, for example because of a disability, make the change. See the Acas page on recruitment for UK guidance on fair processes, and the EEOC small business resource centre for US basics.

The question bank

Choose six to eight questions from this list. Match them to the must-haves in your role brief. Each question asks for evidence from real experience or a realistic task.

Area	Question	What to listen for
Motivation	Why are you interested in this role at our business?	Specific reasons linked to the work, not general praise
Experience	Tell me about the most relevant work you have done for this role. What did you do yourself?	Clear personal contribution, tasks and results
Problem solving	Describe a problem at work that you solved. What was the situation, what did you do and what happened?	A real situation, steps, result and learning
Communication	Tell me about a time you had to explain something difficult to a customer or colleague.	Clarity, listening, a good outcome
Reliability	Describe a time you had to meet a tight deadline. How did you plan it?	Planning, priorities, honest about problems
Teamwork	Tell me about a time you disagreed with a colleague. How did it end?	Respect, facts, a resolution
Learning	What is something new you learned in the last year? How did you learn it?	Curiosity and method
Role-specific task	Here is a realistic example: [short case]. What would you do first, and why?	Sensible steps, questions asked, good judgement
Practical fit	These are the hours and the place. Do they work for you?	A direct answer. Do not ask why not.

For more questions and a scoring guide, see our article on behavioural interview questions.

The scorecard

Create a table with the must-haves in rows and a 1 to 4 scale. Define each level in words before you interview anyone. Fill it in right after the interview.

Score	Meaning	Example for “communicates clearly in writing”
1	No evidence or poor evidence	Could not give an example; answer unclear
2	Some evidence, with gaps	Gave a general example with little detail
3	Good evidence	Clear example, relevant to the role, with a result
4	Strong evidence	Clear example, strong result, shows skill beyond the need of the role

Add a column for notes with the exact words or facts that led to the score. At the end, add the scores and read the notes. Do not use the total as the decision. Use it as a prompt for your discussion and make a clear, reasoned choice. A fuller version with a worked example is in our interview scorecard template.

How to take notes

• Write facts and phrases, not opinions. “Reduced late orders from ten per week to two” is a fact. “Seems great” is an opinion.
• Use a sheet with a box per question. Do not write on the CV only.
• Tell the candidate that you will take notes, and why.
• Do not note protected traits or comments on appearance. If the candidate mentions something personal, do not use it in your decision.
• Keep notes for the period allowed by the rules in your country, and store them securely.

Questions you must not ask

Do not ask about age, date of birth, marital status, children or plans for children, pregnancy, health or disability history, religion, ethnic origin, nationality of birth, sexual orientation or political views. These can lead to discrimination claims, and they do not tell you if the person can do the job. If you need to know whether a person can do a task, ask whether they can do the task with or without reasonable adjustments, and describe the task. If you need to check the right to work, do so as the law requires for every person you plan to hire, not only for those who seem foreign to you. Our upcoming guide to what you can and cannot ask will cover the US, UK and EU rules in detail. For basics, read the Acas recruitment page and the EEOC page on prohibited practices.

After the interview

1. Score within 15 minutes, while your memory is fresh.
2. Write the three strongest points and the biggest doubt for each candidate.
3. Wait until all first interviews are done before you compare. This reduces the effect of the first and last candidate.
4. Choose the top two or three for a second step, such as a short task or a second conversation.
5. Send every candidate an outcome by the date you promised.

Common mistakes

Mistake	Result	Fix
Talking for 25 minutes about your business	You learn little about the candidate	Limit your talk to 5 minutes
Different questions for each person	You cannot compare	Use a fixed list
Asking hypothetical “what would you do” only	People give ideal answers	Mix with past examples
Scoring after all interviews	Memory blends the candidates	Score at once
Choosing the person you would enjoy a coffee with	Similarity bias	Use the scorecard as evidence
No next-step message	Candidates lose trust	Promise a date and keep it

If you also use a short test task, read our upcoming guide on work trials and test tasks to keep them fair and paid where required. For the whole process, our first hire plan shows where the interview fits.

A worked example of scoring (fictional)

This example is invented. A small online shop interviews for an operations coordinator. The must-have being scored is “clear written communication”. The question is: “Tell me about a message you wrote to explain a problem to a customer or colleague.”

Candidate answer (summary)	Score	Reason noted
“I write good emails.” No example when asked a follow-up.	1	No evidence. The follow-up did not produce a case
“I once told a customer their parcel was late. I said sorry and sent a new date.” No detail on the result.	2	Some evidence; no information on how the customer responded or what the person learned
“A courier lost 40 parcels in a week. I wrote one message to all affected customers with the new dates and a refund option. Only two complained and I replied to both the same day.”	3	Clear situation, action and result. Relevant to the role
“I created a template for delay messages that the whole team now uses, and I track replies. Complaints about delays fell after we started using it.”	4	Strong evidence; the person improved the process and measured the result

Notice that the score depends on evidence, not on style. A shy candidate with a clear example should score higher than a fluent talker with none. This is one reason a scorecard is fairer than a general impression.

A short script for the start and the end

Opening

“Thank you for coming. This is a 40-minute conversation. First I will tell you about the business and the role. Then I will ask some questions, and the same questions go to every candidate. I will take notes so that I do not miss anything. You can ask your questions at the end. If you need a pause or anything changed, please tell me.”

Closing

“Thank you. We are talking to several people this week. I will contact everyone by [date] with a clear answer. If anything changes on your side, such as another offer, please tell me so that I can plan. Do you have any last question?”

A clear closing respects the candidate’s time. It also gives you a deadline that you must keep.

If you interview online

• Send the link, the time zone and the name of the interviewer in advance.
• Use the same platform and the same length for everyone.
• Tell the candidate what to do if the connection fails, for example a phone number to call.
• Do not judge the background, the room or the camera quality. They say nothing about the skill.
• Allow captions or other adjustments if the candidate asks.

Adjustments for fairness

Offer all candidates the chance to ask for changes before the interview. For example: “If you need any adjustment, such as more time, written questions in advance, or a different format, please tell us and we will arrange it.” In the UK, employers must consider reasonable adjustments for disabled applicants. In the US, the Americans with Disabilities Act covers reasonable accommodation for qualified applicants at employers of the required size. Rules differ in each EU country. Check your local rules, and remember that this is general information, not legal advice.

Prepare yourself: a 10-minute checklist

• Re-read the role brief and the must-haves.
• Print or open the CV and mark two things you want to ask about.
• Print the question list and the scorecard.
• Block 15 minutes after the interview for scoring.
• Silence your phone and close other windows.
• Prepare answers to likely candidate questions: pay range, hours, team, growth, process and timeline.

Candidates often ask about pay, the first month, how success is measured and why the role is open. Have honest answers ready. If you do not know, say so and say when you will find out. Candidates trust honest answers more than polished ones.

Frequently asked questions

How long should a first interview be?

30 to 45 minutes is enough for most small business roles. Add time for the candidate’s questions.

How many questions should I ask?

Six to eight core questions plus follow-ups. More than that leaves little time to listen.

Should I interview by video or in person?

Either works if you use the same format for everyone. Offer an alternative if a candidate needs one.

Can I ask the same questions as another interviewer?

Yes. When several people interview, use the same question set and compare notes afterwards.

What if the candidate talks too little?

Ask a follow-up: “Can you tell me more about what you did yourself?” or “What happened next?” Give a few seconds of silence.

Related guides

• Hiring guides for small businesses and founders
• Structured interviews: what they are and how to run one
• Interview scorecard template with a worked example
• Behavioural interview questions with a scoring guide
• All hiring guides for employers
• What you can and cannot ask in a job interview: US, UK and EU
• How to hire your first salesperson without a sales manager
• How to take interview notes that help you decide
• How to interview when you are not trained to
• How to avoid hiring friends and family by mistake
• How to turn down a candidate kindly and clearly: templates
• How to keep your best candidate warm while you decide
• How to handle a counter-offer from a candidate’s employer
• How to hire for culture without hiring clones

This is general information, not legal advice.