How to Hire the Right Employee in Malta: A Practical Guide for Employers

How to Hire the Right Employee in Malta

Hiring the right person is not simply a matter of collecting as many CVs as possible.

A successful hire begins with understanding what the business actually needs, communicating that need clearly and using a consistent process to assess candidates.

The right employee can improve service, strengthen operations, reduce pressure on an existing team and help a business grow. The wrong hire can consume time, affect morale and force the recruitment process to begin again.

A structured approach gives employers a better chance of finding someone who can perform the role and remain with the organisation.

Start with the business need

Before publishing a vacancy, identify why the position exists.

The business may need to:

• replace a departing employee;
• increase capacity;
• introduce a new service;
• cover a new shift;
• improve customer support;
• strengthen a specialist function;
• reduce pressure on management; or
• prepare for expansion.

This matters because the reason for hiring should shape the role.

For example, replacing an experienced employee may require someone who can work independently from the beginning. Expanding a junior team may allow the employer to recruit for potential and provide training.

Do not begin by copying an old job description. The business may have changed since it was written.

Define what the employee will actually do

A job title is not a job description.

Before advertising, write down the role’s main responsibilities and the results the employee will be expected to achieve.

Consider:

• the employee’s regular tasks;
• who they will report to;
• whether they will supervise anyone;
• the systems or equipment they will use;
• whether they will deal with customers;
• whether travel is required;
• the normal place of work;
• the working schedule;
• the level of responsibility;
• the decisions they may make independently; and
• what good performance will look like.

Try to distinguish essential duties from occasional tasks.

A vague role attracts mismatched applications because candidates cannot tell whether their experience is relevant.

Separate essential requirements from preferences

Many employers unintentionally make vacancies harder to fill by treating every desirable quality as compulsory.

Divide the requirements into three groups:

Essential

These are requirements without which the person cannot lawfully or practically perform the role.

Examples may include:

• a necessary professional licence;
• a required driving licence;
• legally required certification;
• the ability to work a specified schedule;
• a genuinely necessary language;
• experience with essential equipment; or
• the legal right to perform the work.

Trainable

These are skills the successful candidate can reasonably learn after joining.

Examples may include:

• an internal software system;
• a company-specific procedure;
• a product range;
• a reporting format; or
• an organisation’s customer-service process.

Desirable

These are useful but not essential qualities.

Examples may include:

• experience in the same industry;
• an additional language;
• familiarity with a particular supplier;
• an extra qualification; or
• previous supervisory exposure.

This distinction widens the candidate pool without lowering standards.

Decide what kind of employment arrangement is required

Employers should determine whether the role will be:

• full-time or part-time;
• indefinite or fixed-term;
• based at one location or multiple locations;
• shift-based;
• remote, hybrid or workplace-based; and
• subject to overtime, standby or on-call requirements.

The arrangement should reflect the genuine operational requirement rather than being chosen simply because it appears more convenient.

A fixed-term contract should have a clear duration or end date. Employers should understand the legal consequences of ending a definite contract before its expiry, particularly after probation. Malta’s Department for Industrial and Employment Relations explains that specific rules may apply where an employer terminates a fixed-term contract early.

Where the position falls under a sector-specific Wage Regulation Order, additional minimum employment conditions may apply. Employers should check the current requirements for the relevant sector before setting the terms.

Establish a realistic salary range

A vacancy should have an approved salary range before recruitment begins.

The range should reflect:

• the responsibilities of the role;
• the experience required;
• current market conditions;
• sector-specific minimum conditions;
• working hours;
• shift or overtime requirements;
• qualifications;
• management responsibility;
• benefits; and
• internal pay consistency.

Do not wait until the final interview to decide what the business can afford.

A clear range helps prevent the employer and candidate from investing time in a process that could never result in an acceptable offer.

Be clear about whether the advertised figure represents:

• gross basic salary;
• hourly pay;
• annual pay;
• commission;
• expected earnings;
• a maximum earning possibility; or
• total compensation including benefits.

Guaranteed pay should not be confused with possible bonuses or commission.

Write a job advert for candidates, not for internal administration

An effective job advert should help a suitable candidate understand:

• what the business does;
• why the role is available;
• what the employee will do;
• what skills are genuinely required;
• where the work takes place;
• what schedule applies;
• what the employer offers; and
• how to apply.

Avoid internal language that candidates will not understand.

For example:

Responsible for managing operational deliverables across verticals.

is less useful than:

Coordinate daily customer orders, update delivery records and work with the warehouse team to resolve delays.

Clear language attracts candidates who understand the work and discourages unsuitable applications.

Use an accurate job title

Candidates search using familiar job titles.

A creative internal title may make sense inside the company but perform poorly in a public vacancy.

For example:

• “Customer Success Champion” may be better advertised as “Customer Support Representative”;
• “Office Ninja” should become “Office Administrator”; and
• “Growth Rockstar” should become “Sales Executive” or “Marketing Executive”, depending on the actual role.

The title should accurately represent the work and level of seniority.

Avoid inflating a title to make a role appear more senior than it is.

Explain what the employer offers

A job advert should not consist only of demands.

Candidates also want to know why they should consider the opportunity.

Relevant information may include:

• the salary range;
• training;
• development opportunities;
• working hours;
• remote or hybrid arrangements;
• additional leave;
• health insurance;
• performance bonuses;
• commission;
• parking;
• transport support;
• staff discounts;
• equipment provided;
• progression opportunities; and
• the type of working environment.

Avoid vague claims such as “excellent package” or “competitive salary” where more specific information can reasonably be provided.

Avoid unnecessary barriers

Every additional requirement reduces the number of people likely to apply.

Before including a requirement, ask whether it is genuinely connected to the work.

For example:

• Does the role really require five years of experience?
• Is a degree essential, or would practical experience be sufficient?
• Must the person own a car, or do they only need to reach the workplace?
• Is a particular language necessary for the duties?
• Does the role genuinely require full flexibility across every day and shift?
• Could training be provided?

Removing unnecessary barriers can reveal capable candidates who might otherwise assume they are ineligible.

Keep the advert lawful and non-discriminatory

Job adverts and hiring decisions must be based on legitimate requirements connected to the role.

Employers should avoid language that directly or indirectly excludes people based on protected characteristics unless a specific lawful exception genuinely applies.

Avoid phrases such as:

• “young and energetic”;
• “recent graduate only”;
• “male candidate required”;
• “native speaker”, where native status is not genuinely necessary;
• “single person preferred”; or
• age ranges unrelated to a legal requirement.

Describe the required ability rather than the type of person imagined.

For example:

Must be able to communicate professionally in written and spoken English.

is more appropriate than:

English mother tongue required.

Make the application process proportionate

Do not request information that is unnecessary at the first stage.

For most roles, an initial application may require:

• a CV;
• basic contact information;
• a short cover note;
• answers to a small number of relevant questions; and
• confirmation of availability or work authorisation where appropriate.

Avoid requesting identity documents, bank details, medical information or extensive personal records before they are genuinely needed.

Employers receiving applications become responsible for handling candidate information lawfully and securely.

Access should be limited to people involved in the recruitment decision, and unsuccessful applications should not be retained indefinitely without a lawful purpose.

Screen candidates consistently

Create a short assessment framework before reviewing applications.

The framework might include:

• essential qualifications;
• relevant experience;
• transferable skills;
• schedule availability;
• language ability;
• technical competence;
• evidence of responsibility; and
• reasons for interest in the role.

Use the same core criteria for every candidate.

This reduces the risk of choosing applicants based on personal impressions that are unrelated to performance.

A candidate should not be rejected merely because their CV uses a different style or because their career path is less conventional.

Focus on whether the evidence demonstrates the ability to perform the work.

Look for transferable skills

Candidates do not always need experience in the same job title or industry.

Transferable skills may come from:

• another sector;
• volunteering;
• family responsibilities;
• education;
• freelance work;
• self-employment;
• placements;
• personal projects; or
• military, public-service or community experience.

For example, a hospitality employee may have strong customer-service, complaint-handling and time-management skills that transfer well to an office support role.

A retail supervisor may have valuable experience in staff coordination, stock management and cash controls.

Hiring only candidates who have already performed an identical job can make recruitment unnecessarily difficult.

Use a structured interview

A structured interview uses a planned set of core questions for every shortlisted candidate.

This makes candidates easier to compare and reduces the influence of first impressions.

Questions should test real requirements of the role.

Useful examples include:

• Tell us about a time you had to resolve a difficult customer problem.
• How do you organise your work when several tasks are urgent?
• Describe a mistake you identified and how you corrected it.
• How would you handle a colleague who repeatedly missed an important deadline?
• Which parts of your previous experience are most relevant to this position?
• What support would you need during your first few weeks?

Ask follow-up questions where necessary, but assess candidates against the same main criteria.

Ask for evidence, not rehearsed claims

Almost every candidate can say they are hardworking, organised and a good communicator.

The interview should explore evidence.

Instead of asking:

Are you good under pressure?

ask:

Tell us about a situation where several urgent tasks arrived at the same time. What did you do first, and what happened?

Past examples do not guarantee future performance, but they provide more useful information than general claims.

Give candidates a realistic picture of the job

Recruitment should not be treated as a sales exercise in which difficulties are hidden.

Explain the role honestly, including:

• busy periods;
• physical requirements;
• customer pressure;
• repetitive tasks;
• weekend or evening work;
• travel;
• performance targets;
• the reporting structure; and
• limited flexibility where that is genuinely the case.

A candidate who accepts the role with realistic expectations is more likely to remain than one who discovers important conditions after starting.

Use practical assessments carefully

A short, relevant task can help assess whether a candidate can perform essential work.

Examples may include:

• drafting a customer email;
• correcting a spreadsheet;
• preparing a short technical explanation;
• demonstrating use of equipment;
• completing a basic coding task; or
• organising a sample schedule.

The assessment should be:

• relevant to the vacancy;
• proportionate;
• limited in duration;
• applied consistently;
• accessible where reasonable adjustments are required; and
• used for assessment rather than obtaining free productive work.

Do not ask candidates to complete substantial unpaid projects that the business intends to use commercially.

Check references at the appropriate stage

Reference checks are generally most useful after a preferred candidate has been identified.

Obtain the candidate’s permission before contacting current or previous employers.

Ask factual, role-related questions such as:

• dates of employment;
• job title;
• principal responsibilities;
• reliability;
• strengths relevant to the new role;
• whether the referee would re-employ the person, where appropriate; and
• any information the candidate authorised the referee to discuss.

Do not seek gossip or irrelevant personal information.

A reference should be one part of the decision, not a substitute for the employer’s own assessment.

Check the candidate’s right to work

Before employment begins, the employer should establish that the successful candidate may lawfully work in Malta in the proposed position.

The procedure depends on the person’s nationality, residence status and circumstances.

Non-EU nationals generally require appropriate permission to reside and work in Malta. Identità states that employment-based residence normally begins with an offer from a Maltese employer, and that a Single Permit authorises a third-country national to reside and work in Malta for a defined period.

Single Permit applications are generally submitted by the employer rather than the prospective employee, subject to the applicable process and exceptions. Employers should not allow a person to begin work until all legally required permissions are in place.

Immigration and employment-permit requirements can change. Employers should check the current Identità and Jobsplus procedures for each case rather than relying on an older application.

Make a clear written offer

Once a preferred candidate is selected, the offer should clearly state:

• job title;
• employer;
• place of work;
• proposed start date;
• gross salary or wage;
• normal working hours;
• contract type;
• contract duration, where fixed-term;
• probation conditions;
• benefits;
• overtime or shift arrangements;
• reporting line;
• any conditions, such as references or permits; and
• the deadline for accepting the offer.

Avoid relying solely on a telephone conversation.

A clear written offer reduces misunderstandings and gives both parties a reliable record of what was agreed.

Prepare the employment contract properly

The employment contract should accurately reflect the agreement and the applicable legal conditions.

It may need to cover matters such as:

• identity of the parties;
• commencement date;
• job title and duties;
• normal place of work;
• contract duration;
• probation;
• pay;
• allowances;
• payment frequency;
• working hours;
• overtime;
• leave;
• applicable collective agreements;
• notice;
• training entitlements; and
• relevant policies.

Malta’s Department for Industrial and Employment Relations provides sample full-time and part-time contracts for definite and indefinite employment.

Where a written employment contract has been signed, official DIER sample documentation states that the employer must provide the employee with a signed copy during the period beginning on the first working day and ending no later than the seventh calendar day.

Employers should use a contract suited to the actual role and seek professional advice where the arrangement is complex.

Understand probation

Probation is not a period during which employment law stops applying.

The probationary period should be stated clearly and should comply with the rules applicable to the contract and role.

A shorter probation period may be agreed. During probation, a one-week notice period generally applies where the employee has been continuously employed by the same employer for more than one month. Specific rules and exceptions may apply, including rules concerning suspension of probation during certain absences.

Employers should use probation constructively by:

• setting clear expectations;
• providing training;
• reviewing progress;
• documenting concerns;
• giving reasonable feedback; and
• addressing problems before the final day.

Waiting until the end of probation to raise every concern is poor management and may lead to avoidable disputes.

Register the employment correctly

Paid employment in Malta must be registered through the applicable Jobsplus process.

Jobsplus states that Engagement and Termination Forms are mandatory for registering paid employment in Malta. Employers should submit the required engagement information within the applicable deadline and later report termination when employment ends.

The engagement information includes details concerning the employee, employer and employment arrangement. Jobsplus distinguishes between casual, definite and indefinite employment for reporting purposes.

Employers should retain confirmation that the registration was submitted correctly.

Do not overlook payroll and employment conditions

Before the employee starts, confirm that payroll and administration are ready.

This may include:

• payroll registration;
• tax and social-security handling;
• wage or salary calculations;
• statutory bonuses and allowances;
• overtime rules;
• leave records;
• timesheets;
• payslips;
• internal policies;
• health and safety arrangements; and
• any sector-specific conditions.

Working-time requirements can vary according to the role and applicable Wage Regulation Order. Employers should check current DIER guidance rather than assuming that the same rules apply identically to every occupation.

Plan the first day before the employee arrives

Recruitment does not end when the offer is accepted.

A poor first day can immediately weaken a new employee’s confidence.

Prepare:

• the workstation;
• equipment;
• system access;
• uniform or protective equipment;
• security access;
• payroll documentation;
• an introduction to the team;
• a first-week schedule;
• required policies;
• training material; and
• a named person who can answer questions.

The employee should know where to go, whom to ask for and what to bring.

Build a practical onboarding plan

New employees rarely become fully effective on their first day.

A useful onboarding plan should cover:

• the organisation and its services;
• the employee’s responsibilities;
• key procedures;
• health and safety;
• customer standards;
• systems and equipment;
• data protection and confidentiality;
• escalation routes;
• expected performance;
• team relationships; and
• the review process.

Break training into manageable stages.

Do not provide several hours of information on the first morning and assume the employee will remember everything.

Set expectations for the first weeks

Tell the employee what success should look like after:

• the first week;
• the first month;
• the midpoint of probation; and
• the end of probation.

Expectations might include:

• completing training;
• handling routine tasks with supervision;
• using a system accurately;
• meeting basic service standards;
• working independently on defined duties; or
• taking responsibility for a particular process.

Clear expectations make performance easier to assess and feedback easier to give.

Keep records of the recruitment process

Employers should keep proportionate records of:

• the job description;
• the criteria used;
• shortlisted candidates;
• interview notes;
• assessment results;
• references;
• the offer;
• the accepted terms;
• employment registration; and
• onboarding or probation reviews.

Records should be accurate, professional and limited to legitimate recruitment purposes.

Interview notes may later be disclosed in a data-access request or reviewed during a dispute. Avoid personal, sarcastic or irrelevant comments.

Write only what the business can reasonably justify.

Common hiring mistakes

Employers often weaken their recruitment process by:

• advertising before defining the role;
• using vague job titles;
• listing too many compulsory requirements;
• hiding the salary;
• taking too long to respond;
• asking different candidates completely different questions;
• deciding based mainly on personality;
• failing to check work authorisation;
• making verbal promises not included in the offer;
• neglecting employment registration;
• providing little or no onboarding; or
• expecting immediate performance without training.

Good recruitment does not need to be complicated, but it does need to be deliberate.

A simple hiring checklist

Before publishing:

• Define why the role exists.
• Write the responsibilities.
• Separate essential and desirable requirements.
• Confirm the contract type and schedule.
• Approve a salary range.
• Check applicable employment conditions.
• Prepare a clear job advert.

During recruitment:

• Apply consistent screening criteria.
• Use structured interviews.
• Explain the role honestly.
• Assess evidence rather than general claims.
• Use proportionate practical tasks.
• Check references with permission.
• confirm the candidate’s right to work.

Before the start date:

• Issue a clear written offer.
• Prepare the correct contract.
• Complete the required employment registration.
• Set up payroll and administration.
• Prepare equipment and access.
• Create an onboarding plan.
• Schedule probation reviews.

The right hire is more than the strongest CV

The candidate with the longest CV is not automatically the right employee.

A strong hiring decision considers:

• whether the person can perform the role;
• whether they can learn what they do not yet know;
• whether the terms meet both parties’ expectations;
• whether the working arrangement is sustainable;
• and whether the employer is prepared to support the person properly.

Recruitment works best when the vacancy is clear, the assessment is fair and the successful candidate begins with realistic expectations.

That process gives the business a stronger chance of hiring someone who can contribute, develop and remain part of the team.

Important note

This guide provides general information for employers and is not legal, tax, immigration, payroll or human-resources advice.

Employment conditions may vary according to the employee, occupation, sector, Wage Regulation Order, contract and immigration status. Employers should confirm current requirements with Jobsplus, the Department for Industrial and Employment Relations, Identità and their professional advisers before acting.