So you’ve finally decided to take the plunge, and add a new person to your team. This is an area where how you go about it – process – makes a big difference in finding and retaining the right person.
In a small business, recruiting is one activity that happens so infrequently that it’s unlikely the owner will be good at it. Plus, the multitude of steps required to find, screen, interview, and orient them can be overwhelming.
If you choose to do it yourself, here are some steps that will save time, weed out poor fits, and increase the likelihood that your chosen candidate will be a long-term contributor to your business.
Know what you want. This is obvious, right? Not really. Most times, an owner will think of every trait they want, creating a superhuman expectation that cannot be fulfilled. Write down what you want, and see if you know anyone with all those skills. Separate the must-haves from the nice-to-haves.
Create an ad to match those must-have needs. You will get the highest number of qualified applicants if you “bait your hook” with the right bait. Your bait is the words in the ad.
If the person will be expected to take orders or support others, you may not want someone who responds to “self-motivated” or “self-starter.” Try using “team player” and “diplomatic” instead.
If you need a business development “hunter,” skip the references to a team environment. Your ideal candidate will identify with “highly driven,” “excellent opportunity,” and “growing company looking for new markets.”
Match the recruiting process with the job. Do you want someone to make cold calls? Then have them respond by calling you. If you want someone to follow instructions, create a process that requires them to follow instructions. This is a sure-fire way to weed out people who don’t have the personality for the job, even before they interview.
Prepare interview questions in advance. The stakes are too high to rely on a resume’ or to use a gut feel to make a decision. People can hire professional resume’ writers, and unfortunately, desperate people might be less than truthful.
Questions should produce a SOAR response: Situation, Obstacles, Actions, Results. Keep this acronym in mind during the interview, and prompt the candidate for missing pieces.
Have an orientation plan. After you find the right person, make them successful. Too often, owners believe that “the right person” will know what to do. Give your new employee the best chance to succeed, by painting a picture of what they need to learn and do within their probationary period.
If you have other employees, make sure they know how to support the new hire. Set the expectation that they will help them succeed, and find unique ways each person can contribute. Is there a role for a mentor, resource for questions, or even a schedule to take the new person to lunch? These things can keep internal dynamics on track.
Remember, increased staff is necessary to grow. By focusing on the hiring process, you will find and then create your winning team.
To use this article in your newsletter or blog- you must include the following: Patricia Guerzo, President of GBSC, is an accomplished business executive with a proven record of enhancing bottom line results. http://guerzo.com