From
Hiring Great Employees
Most owners and managers hope for candidates with great résumés
who are already trained. But this may not be the best way to staff your company
with loyal, customer-oriented people. With all the choices clients have when
shopping for goods and services, a positive personal interaction is essential
to clinch a sale or contract, and promote customer loyalty.
To find the right mix of personality and skills, it’s
often wiser to weigh your choices toward people who naturally care about
others. Providing necessary skills through training unique to your business is
usually easier than teaching empathy to those with little interest in helping
others.
We all want to trust our intuition. This is why it’s
tempting to jump at hiring someone after one lively conversation. However, a
magical feeling of rapport is only one of the important elements that can
indicate a good fit in your office. Candidates may treat their boss differently
than they do co-workers and clients. Informed intuition requires time to find
out who people really are and if they have the qualities your business needs.
Three elements of a thorough
hiring process
To
identify a candidate’s personal qualities, your hiring process needs
screening, probation and evaluation periods. Each element reveals important
aspects of personality as well as skill. You may wonder if you have the
knowledge, skill or patience to direct such a thorough hiring process. Take
heart. If you love your business and know your customers, you have all the
information you need.
1. Getting the most
from screening
People
who shine under pressure and claim dazzling skills may not have empathy for
customers or be supportive to all levels of staffing. Someone who appears less
confident at a first meeting may turn out to be an ideal match for the
long-term needs of your business. You can detach from the natural tendency to
want to like and be liked by concentrating screening to reveal evidence of
respect and maturity.
First, set up a formal interview, or a
series of interviews, involving key personnel whose opinions you trust. Ask
candidates to bring in an application that includes: A written statement of
what they like (or think they’ll like) about working in your type of
business; a description of an ideal working environment for themselves, including
hours, responsibility, and preferences in client services; a description of
personal interests and unique experiences; and contact information for three
references: two
from supervisors and others from clients, if they’re professionals with a previous client base.
Second, use prepared questions so you
can focus on important topics. Create these together with your existing staff
or partners, focusing on the values and ethics that best represent your
business. Avoid questions with “yes” or “no” answers.
Third, cite real examples of problems
and challenges faced in your particular business, and ask each candidate how he
or she might handle them. Their responses will show a great deal about their
skill level, sensitivity and personal style.
Fourth,
stay neutral by avoiding negative reactions or eager praise. Breathe easily and
keep calm yet alert. Observe expressions and body language as well as words.
Last, ask them to express their ideas
about how to increase customer loyalty and success. Or invite them to discuss
what they did to help grow business in their last (or current) position.
Reflect
after the interview: Do they follow instructions? Can they communicate in
writing? Are they comfortable engaging with you, and you with them? Do they
interrupt or try to impress rather than listen? These are all clues about how
they’ll interact with customers and
staff.
Always
call supervisory references. Describe the position you’re filling and ask how the
prospect might shine or need training. Would the supervisor consider hiring the
candidate for such a position? Gather subtle clues by reading voice tone or
hesitations.
2. Probation gives
you both time to decide
If you
sense adequate maturity and capability, offer a probationary position. Make the
details absolutely clear and in writing. Stress that you expect them to be in
training for all aspects the job. A great attitude is
a combination of curiosity for skills and details with reflection on
mistakes. A sense of humor and patience with themselves and others are also
good qualities.
The
probationary period should last 60 days. Write out an agreed salary and
benefits package that specifies bonus and raise protocols, and have applicants
read and sign it (provide them with a copy as well). Stress that probation is
for training and testing for a mutual sense of a job fit. Let them know you’ll be giving--and seeking--feedback actively during this time.
Go over a
list of expectations for the initial 60 days. In a professional office, the
list might include: Completing client files daily, with written instructions to
support staff; engaging clients and co-workers in appropriate personal
interaction; demonstrating problem-solving and avoiding criticism of clients or
peers; being fully present and ready to work; using courtesy and respect toward
all levels of staff. Also, if they’re responsible for active client interaction, they must
keep the customers’ needs
first and ask for assistance to ensure a high quality of service.
During
this probation and training period, keep your mind open by frequently asking
yourself if they consistently reflect the values and behaviors you want most
for your business. Signs of being
distracted or stressed will often increase over time.
3. Evaluation
throughout probation
Evaluation
consists of feedback and the formal hiring interview. Evaluation lets you
measure progress, build morale and turn good candidates into terrific
employees. Feedback gives direction toward earning a permanent position. How
people respond to your suggestions and corrections reveals their maturity. Pay
attention to how well they correct and prevent mistakes. Encourage discussion
about how to add value to your business.
·
Every
few days, ask if they have any questions and what more they want to learn.
·
Sit
in on at least one client interaction to get a feeling for rapport skills.
·
Speak
privately and calmly to the candidate when mistakes occur.
·
Thank
them when they handle tricky situations, show initiative or admit errors.
·
Ask
other staff about the candidates’ affinity for tasks and their effect on the emotional
energy in your business. If they’re not fitting in, encourage them to find a situation
better suited to their skills and interests.
·
Major
problems, such as making scenes or breaking a known rule, reveal immaturity and
seldom improve with second chances. Let disrespectful candidates go
immediately.
By the
end of the probationary period, you’ll know whether or not the candidate is mature and caring.
Acknowledge this with a formal hiring interview. Allow an hour of uninterrupted
time to review concerns and encourage additional training.
During
the review, refer to the original list and ask candidates to evaluate their own
performance on each item. You’ll be relieved to find how honestly, even
harshly, most will reflect on weak areas. Fears about being critical will fade
as you reassure them they’re doing better than they think. Acknowledge
areas of accomplishment and discuss solutions for challenges. Delegate new
tasks and upgrade the permanent job description.
End the
interview with a celebration of their new status as an employee. Give promised
wages and other prerequisites. Describe how they’ve become an asset to
your business. Should they believe their performance is distinctly better than
you’ve observed, or if they complain
about the agreed benefits or co-workers, suggest areas for improvement and
extend the probation period another 30 days.
Your reward is mutual trust
Use all
three phases of screening, probation and evaluation to avoid making a snap
decision for this long-term commitment. From the moment people apply for a
position, you can model how you want them to treat you and your customers--with honesty and respect. By
continually orienting them to a bigger picture of your goals, they’ll
understand how their role is important to the success of your business. Most
important of all, you can confidently ask for the best from your employees. They’ll
love their jobs and will trust you to listen to their ideas and concerns.
Cynthia Wall, LCSW,
lives on the Mendocino Coast. A therapist, consultant, and the author of The Courage to Trust: a guide to
deep and lasting relationships (
home | books | recordings | quizzes | consultation | workshop |ceu | presentations | articles | contact | bio | links