How to Hire More High-Quality Employees, Crew, Service Technicians, and Laborers
I think the number one problem I hear from all my Fractional CMO, consulting, and agency clients (especially those in the home services, trades, and construction industries) is the near-impossible situation they face trying to hire help.
“Nobody wants to work.”
“I can’t find anyone who will show up on time.”
“These kids think they deserve top dollar from day one! In my day, we worked our way up in a company.”
“There’s ZERO loyalty. They expect to bounce from job to job every year or so!”
“I can’t take any more leads because I don’t have enough workers to do the jobs!”
Some of this trend may be caused by the “great resignation.”
As Wikipedia tells it, “The Great Resignation, also known as the Big Quit and the Great Reshuffle, is an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse, beginning in early 2021 in the wake of the COVID-19 pandemic.
Among the most cited reasons for resigning include wage stagnation amid the rising cost of living, limited opportunities for career advancement, hostile work environments, lack of benefits, inflexible remote-work policies, and long-lasting job dissatisfaction. Most likely to quit have been workers in hospitality, healthcare, and education.
Some economists have described the Great Resignation as akin to a general strike. However, workforce participation in some regions has recovered or even exceeded the pre-pandemic rate. This suggests that instead of remaining out of the workforce for extended periods (which can be financially difficult, especially at a time of high inflation), many workers have been simply swapping jobs.”
Although all of these may be contributing factors, one can’t ignore the possibility of generational differences at play.
Baby boomers (and even us Generation X-ers) simply didn’t bounce around so much. Millennials and Gen Y, Z, whatever, have been not only taught that job-hopping is natural and acceptable, but they embrace it as some kind of career strategy.
Regardless of the reasons, there is a way to take advantage of this situation to help your business thrive. Where there is a challenge, there is equal opportunity.
When you hire great people, they will help your company grow. They are the ones who make it possible for a business to achieve its goals. But finding those people and bringing them on board can be challenging—especially if you’re not sure what to look for or how to attract candidates. This guide will walk you through hiring high-quality employees and show you how to find and keep the best talent in your company.
Finding the right people to build your team takes time and effort.
Hiring the right people is a challenge, to say the least.
The best workers are out there, but you must find them and attract them to your company.
You need to be able to do both of those things if you want to build a successful team.
You can take steps NOW to improve your hiring process.
The first thing you can do to improve your hiring process is to have one in place. You need a clear, defined process that includes all of the necessary steps from start to finish. This ensures that you get the right people into each position and gives them a better idea of what is expected of them.
To ensure this happens, define the role and responsibilities clearly before writing a job description or making any offers. You should also define the required qualifications at each step so that you know exactly how much experience someone needs (and if they don’t have enough). This will help prevent candidates from dropping out or being dismissed early in the process. It is far more costly to have to let someone go and then start all over in your process than it is to simply hire right the first time.
Have a clear, agreed-upon hiring process that includes the following:
You must have a clear, agreed-upon hiring process that includes the following:
- Advertising and recruiting for the position—It’s important to use multiple advertising methods because each attracts different candidates. For example, if you want someone who is experienced in the field and has specific skills, don’t limit your advertising to job boards or career websites; also consider placing ads in trade magazines and local newspapers, or networking groups. Be sure that everyone on your team knows about all available openings so they can refer qualified candidates internally when possible (and when it makes sense). Just like with customers, referrals are often the best source of quality leads.
- Incentivize team members who can refer new hires. Good people tend to attract other good people. You must encourage and incentivize your employees to talk about openings and encourage other good people like them to come to join your workforce. Just because the prospect is a friend doesn’t make them qualified for a job, but it is nevertheless a good source of leads for your recruitment pool.
- Requiring those who apply to meet predetermined minimal qualifications before they are considered for an interview. This step weeds out those who don’t meet what you need from them—and it saves both parties time!
- Screening applicants by phone before interviews begin (this can be done quickly by asking easy questions like “How many years of experience do you have doing something like this? How did you get here? What makes this position interesting for you?” See the 10 “worthless” interview questions below). This step also filters out people who aren’t serious about working with your company—or, even worse: people who aren’t interested in working at all! It can save time later, too: if someone doesn’t make it past this stage, then there’s no need for an in-person interview! It helps reduce costs since less travel is required than otherwise would’ve been necessary had no screening been done first.
The 10 Most Common & Worthless Interview Questions
These are courtesy of my buddy Grant D. Robinson.
- Tell me about yourself. (This common statement is not even a question!)
- Why should we hire you?
- Why do you want to work here?
- What are your greatest strengths?
- Why did you leave your last job?
- What accomplishment are you most proud of?
- What are your salary expectations?
- What would your last boss tell us about you?
- Where do you see yourself in 5 years?
- What did you like the most (least) about your previous job? Bonus. If you were an animal, which one would you be and why?
Go to https://www.peoplevalues.com/tpa-js and discover why these questions are worthless and what questions you NEED TO ASK.
Recruiting Is Just Another Form of Marketing
Recruiting is the most critical aspect of your business. It is the difference between a company that grows and one that stagnates. The best way to recruit top talent is to create a hiring funnel where you are attracting quality candidates for every position. Recruiting is just another form of marketing, so treat it as such by focusing on three major areas:
- Building an effective brand image (your mission statement, vision, values, and company culture matters to good employees)
- Creating funnels that attract high-quality candidates (a multi-step attraction, recruiting, hiring, training, and retaining process)
- Investing in advertising and promotion to make sure people see your open positions. Don’t be stingy here.
Advertising and recruiting for the position.
After you’ve decided what type of person you want to hire, it’s time to post the job. Posting your position on various websites, including Indeed.com, digital and physical job boards, and social media is an important part of recruiting. Make sure you do a thorough job posting and provide a good description of the position and clear instructions for applying for the position.
You should also include a link to your company’s website so potential employees can learn more about who you are as an organization and what it’s like working there. Better yet, have a specific page on your site related to recruiting. For many of our clients, we build a Help-Wanted page that is under the About page and other pages link to it as well (if relevant). The page is totally focused on recruiting and the marketing on that page is targeting potential hires, not customers.
In addition, ensure that any keywords used in your job listing advertisement are included in your online presence overall (website, social, etc.) so they’ll come up when someone searches for them online—this will help ensure high-quality candidates find their way into the hiring process! You are on the lookout for good people, but never forget those good people may be looking for you too.
Job Sites to Consider
- Best Overall: Indeed.
- Runners-Up, Best Overall: Zip Recruiter or Monster.
- Best for Employer Research: Glassdoor.
- Best for Remote Jobs: FlexJobs.
- Best for Experienced Managers: Ladders.
- Best for Startup Jobs: AngelList.
- Best for Connecting Directly With Recruiters or super targeted outreach: LinkedIn.
The best people deserve premium compensation for their experience and skill level.
This is often a tough concept to fully embrace for cost-conscious penny-pinching business owners. The best (most effective, efficient, senior, experience, high-producing, etc.) people deserve premium compensation for their experience and skill level. If you’re not already paying them at a rate that reflects the value they bring to your company, then you’re probably not going to get them onboard in the first place or be able to retain them in the long run.
If you don’t have enough money in your budget to pay what they’re worth, then it’s time to re-evaluate if this is the right role for you to hire or if there might be other ways to achieve the desired result that can help improve your bottom line. You might consider outsourcing some of these tasks instead or hiring less experienced employees on less expensive contracts who come with a lower cost-per-hour rate and train them to do a higher-level job over time. That’s more work on your part, of course, which means more headaches and processes that you’ll have to be directly involved with.
Let me explain how this works:
In 2022, the national average cost to hire an electrician ranges from $150-$200, depending on your electrical project and how long the job will take. Electrical contractors typically charge by the hour, and the average hourly rate for an electrician ranges from $75-$95 an hour. We will call this $75 to $95 the market rate for in this example.
Let’s say that I’m an electrician working for your business who has been working in my field for 15 years and have trained many others over those years as well (like myself). Now, imagine I could go anywhere else in the world and start providing my services again tomorrow—but I’ll only do it if they paid me $100 per hour instead of $85 per hour (my current wage).
In this scenario, let’s say none of the competitors are willing to pay $100 per hour with benefits, so I don’t get any offers, and I stay working for you. However, one of the top competitors makes an offer for something close, let’s say, $90 per hour. If it is above the market rate, then you might have to think about this, but the employee won’t.
Now, do I say or do I go?
The answer is that it depends on how much “crap” I am getting dished out at your business working for you every day. If I feel that I am dealing with too much crap (or if I am a millennial or younger, how much “fulfillment” I am getting out of my work), then I am going to go and take the $10 per hour raise and forget all about “loyalty” to you. That’s how most people think, anyway. They don’t care that you spent all your money early on training them and fostering a relationship with them and taking care of their family, and risking it all on trying to keep them even when times were tough.
Unfortunately, most people are not entrepreneurs. You are, and you are different. The rest look at the world in a much different and often simplistic way. If they thought like you, they’d just start their own business. So you better be ready to keep that good employee and do whatever it takes to do so.
Why should you care? Because it is FAR more expensive in money and time and anguish to find, hire and recruit great people than it is to keep the current ones, in the long term. So quit fighting the $5 or $10 raise and just bite the bullet if that’s what it takes.
Requiring those who apply to meet predetermined minimal qualifications.
The next way to define your hiring requirements is to require that applicants meet predetermined minimum qualifications. These may include:
- Minimum education level needed (high school diploma or GED, associate degree, bachelor’s degree, etc.)
- Minimum experience needed (one year, two years, five years)
- Minimum physical requirements for the job (able to lift 40 pounds with no assistance)
Deciding on minimum qualifications is something to think about. If you are starving for applicants, you are going to need to loosen up on these. If you are getting enough, you may even need to tighten up the requirements (have more of them), in order to filter down the leads and decrease the number of applicants by pre-screening more to narrow the pool so you can keep up with interviews. This is something that you might be able to dial up or down like a faucet, depending on changing market conditions.
Screening applicants by phone or video call (or pre-recorded video) before interviews begin.
If you’re hiring service technicians, the first step is ensuring they have the right skills and experience. The next step is to determine whether they are a good fit for your company culture.
The best way to do this is by screening phone calls before in-person interviews begin. It saves time and money because it allows you to eliminate unqualified candidates right away while also helping you identify the best ones for an in-person interview.
You can also use video conference meetings to get information about candidates before conducting an in-person meeting. This helps ensure that only those who meet minimum qualifications will be invited for subsequent interviews.
If you get a lot of applicants, you might consider putting some pre-recorded video messages into your funnel. This includes you talking to the camera about what you are looking for, what you are not looking for, and the mission and vision of the company. I have often found that a very upfront and honest explanation of what you aim to achieve with the applicant is a great way to find out who resonates with your message and who doesn’t. This is a great way to attract the right people and repel the wrong ones before they even bother to schedule an interview.
If you choose to add these kinds of videos to your employment marketing funnel, just be sure that you consider a few things first:
- Make sure that you don’t say anything in the video that is not compliant with HR (or violates the law or anything)
- Make sure that your video has an overall positive and optimistic message and feeling since you don’t want it to scare good people away
- Make sure you are clear with what you are looking for in a great employee and what things you don’t want (tread carefully here)
- You might want to have two versions of this video; one for when recruiting is very hard that mostly encourages everyone to apply and emphasizes the good points of working for you and the second one that has more of the filtering criteria (negative stuff) for when there are a lot of people looking for work. That way, you can change which video you use depending on the overall local economic situation (whether there is high or low unemployment, etc.)
Interviewing applicants face-to-face.
One of the best ways to ensure that you hire the right people is by interviewing them face-to-face instead of over the phone or via video conference. This can be expensive (especially with your time), but it’s worth it in the long run.
When you interview potential employees on a phone call, you’re forced to rely on their written communication skills and voice inflection when listening to them talk—a method that can be easily manipulated or misinterpreted. In addition, a phone interview doesn’t allow for nonverbal cues (body language and eye contact), which are important factors in determining whether someone will be a good fit for your company’s culture and values.
In contrast, an in-person interview allows all aspects of personality to come through: whether they look you directly in the eye or avoid eye contact; if they have good posture or slouch over; if they have strong handshakes or weak ones; how easily they smile at jokes; etc., which can help determine whether or not this person would make a good long-term employee for your business!
Checking references and drug testing
Checking references and drug testing successful candidates are two of the more important ways to ensure that you are hiring decent employees.
- Check References. The best way to check references is by calling one of your candidate’s previous employers. If possible, it’s even better to speak directly with their former boss or supervisor because they can provide a more accurate picture of what type of employee your candidate was during his or her time with their company.
- Get a drug test done on your new employee after they have accepted your offer of employment in writing and before they start working at your company. There is no better way than this method to ensure that you hire only those individuals who are dedicated enough to their own future and responsible enough for others so that their own personal habits won’t negatively affect workplace productivity down the road. Somebody with a substance abuse addiction can cost thousands upon thousands of dollars in lost revenue over time due to increased workload caused by absenteeism, illness (including alcoholism), family issues like divorce, and the list goes on.
The Before, During, and After Process of Recruiting and Retaining Top Talent
Now that you’ve identified your target market, it’s time to start attracting them. We recommend marketing to them all throughout their journey with your company:
- Market during their initial interview process, so they know what kind of work environment they would be joining and whether or not it’s a good fit for them.
- Continue to market after they’ve accepted a position to continue to feel like they made the right decision and maintain high morale (and give you bargaining power).
- Offer ongoing training programs, events, and projects that provide value beyond paying bills—ensure these are well-promoted among the staff.
Make sure everyone in your company knows how important it is to keep employees happy; this begins with positive relationships between managers and those who report directly under them (i.e., direct reports). The best way we’ve seen companies achieve this balance is by having frequent conversations about career opportunities within each other’s teams; this keeps workers motivated while helping managers identify future leaders among their ranks—two birds with one stone!
I got this next idea from CEO Warrior, which is a pretty cool program that helps the trades, construction, and home services business owners.
They break it up into a grid with the header row on the top as Before, During, and After. Then, in the column on the left from top to bottom, we list Recruiting, Hiring, and Retention. The Recruiting row is like the “dating” phase of a relationship. The Hiring row is like the “Marrying” phase, and the Retention row is the “Anniversary” phase with the employee. I have added a few notes of my own from other people I have learned from. Perhaps the most important thing to add is the Personal Development Interview (as opposed to “performance reviews,” which nobody likes) that I got from Keith Lee of Keith Lee Business Systems.
The Recruiting, Hiring, and Retention System
Your perfect Avatar
Direct response marketing (and consumption of your content)*
Engagement and “moving up” the relationship
Stay in touch
Serve them with value
Blueprint of career and life success plan
Hiring Event (like a rock concert!)
Touchpoints of great experiences
Welcome Aboard package (send a dollar letter “your first dollar”)
Customer Service Training is #1
Set the stage for lifetime engagement
Use Personal Development (PDI) Interviews Early and Consistently
Culture and serve: “we support long-term growth”
Community and special days
Fight for them and let them know
Assessments (keep in touch)
Keep them integrated (like a traffic light)
*Hypothetical Example (obviously adapt this to your situation): “The 7 Things You Absolutely Must Know to Make More Money, Have Less Stress, and Be Fulfilled In Your Career.
To briefly go over the concepts and terms in this chart, the Recruiting phase, which is like dating, begins with understanding who your perfect Avatar (your target market or audience) is for the ideal employee for the specific position you are hiring for. This takes some thought. You then need to use a direct marketing approach to attract them. This stage needs to be about education by reaching out to them with messages they are interested in. You need to build a marketing funnel for employees, which means opt-in forms for free information, automated email follow-up, videos, and the whole nine yards if you want to do this right. Get your marketing department, your leadership, and your HR all working on this.
Then, during the courting process, you need to continue to move them up to higher levels of follow-up in your funnel, and regardless of if they work out, stay in touch with them and provide value to them, even if it is just good advice sent via email.
The Hiring stage, which is like a marriage, begins with providing them a blueprint of their career and life success plan, including 5-year goals that you help them set. This includes some teaching about your company and the job, but you must get them to interact with you so the goals you’d like them to have become goals they internalize. Focus on why they are doing it so that they buy into the concept personally.
Next is the “during” portion of the hiring process, which includes some kind of Hiring Event. Now, this is not a typical job fair (although it could be combined with one). It is an event for all new hires that is as much like a rock concert as possible. In other words, this is something you really put a lot of time, energy, and even money into. You need to make it look like working for you is not a little better than your competitor, but perhaps ten times better.
If you are hiring multiple people at once or always hiring, it makes sense to do something like this quarterly. If you aren’t big enough to do this, or you only need to hire one person every once in a long while, then you might turn this into a smaller gathering or event. Think of weddings; they can be hugely expensive super-events with hundreds of guests, gifts, cakes, and a light show, or they can be quaint little gatherings of only immediate family in attendance. Either way, they are special.
After you hire the person, you need a good Welcome Aboard package, and one good idea is to send a physical dollar letter, “your first dollar,” in the mail to them (or put it in their inbox). This is a real letter with a dollar bill attached to the letter itself. Marketers love things like this to get attention from their prospects, but nobody thinks of doing it for an employee.
Other things in the package might include the employee handbook, a thumb drive or DVD with good training materials, a free T-shirt or other corporate swag, and anything else that provides that feeling of “shock and awe” from whoever opens it up. Don’t try to replace this with digital-only versions. You need the physical component for the emotional impact.
Along with this package, you start their initial onboarding process, including paperwork and training schedule, and all the standard stuff. There is a science to this part too, which is why I recommend Grant Robinson’s process (see below).
Finally, the very first official company training I suggest you put your new hires through (yes, even before they get to learn their job) is Customer Service training. I highly recommend the program that Keith Lee has. You can find more information by contacting our office at www.StoddardAgency.com. We’ll put you in touch with the resources you need here.
The retention phase with an employee is like an anniversary. It’s time not to get lazy and to think of the continual courting of your loved one. You are already married, so the tendency is to take everyone for granted and not continue to do the little things that got them interested in working for you to begin with.
Before they have been with you for a long time, but right after you have “married” them, you need to begin thinking about setting the stage for a lifetime engagement. Some of this is simply the language you use in your communication with them. You might send them an email or a letter at certain intervals (every six months or even ninety days) that asks them questions or an entire survey about their long-term plans and goals and how you can work together to build a future together at the company. Getting this feedback is essential since it helps you understand what is going on in their mind, as well as if you are still aligned. If not, you can often get back on course with a simple conversation.
One of the best ways to do this is by using Personal Development (PDI) Interviews early and consistently. If they report directly to you, then you do them. If they have a manager, you coach up your managers to do this process. Nobody likes performance reviews. They suck, and they are demotivating. Instead, people should be pumped up and ready to take on the world after a PDI. To learn more about them and how to put them in your business, let my team know, and we can get you the right resources to make it happen. Email us at firstname.lastname@example.org.
The “during” phase of retention includes focusing on building your culture and serving your employees as if they were customers. This can be as simple as constantly reinforcing with your communication that “we support long-term growth,” but it also means you have to live up to that and actually have those conversations with team members. Schedule regular check-ins to have these conversations, or include them in your PDIs. You might also add community days or special days. This is usually the “party” or charity event that most companies do, but they never have a structure or even a theme. You want to tie in parties and volunteer work with the ideas of your mission, vision, values, and long-term growth message. That means when you schedule these types of things, you need to include this message in your “why” so that people continually come back to the mission and connect it with you and your company.
The “After” of Retention includes your own theme of fighting for your employees and letting them know you have their back. This is more important than you know. Many “lifers” or long-term employees can go into an emotional and mental place of apathy, which includes the idea that they only work for a paycheck. You need to be there for them if times get tough. If somebody ends up in the hospital and can’t pay their bills, you might want to step up and help pay. If somebody that has been with you for thirty years is trying to get their kid through college, maybe you want to help out with a partial scholarship. Maybe it is as simple as letting somebody have the day off to go to a graduation, wedding, or funeral.
Having someone’s back might also mean siding with your employee if there is a dispute. You have to be very careful with this, of course, since the customer is always right, and outside vendors may have strong legal grounds. It should go without saying that you have to protect your entire company, not just an individual, but use discernment. The key point is to care in the first place and try to do the right thing, and stop thinking of employees as disposable parts or cattle.
Finally, you need to do regular assessments (keep in touch with them and what is going on) and keep them integrated into your system and company (like a traffic light). This means you are looking for green light signals and red light signals. If you see red lights or flags in behavior or attitude, it is always good to stop everything and address it now so you can get back to a green light. Never run red lights and expect not to get caught on video or pulled over. By the time you are in court trying to fight a ticket, it is too late, you already wasted a lot of time and money. The same goes for employees. If you see a problem, nip it in the bud.
Of course, as mentioned before, one of the best ways to do all this is with regular Personal Development Interviews (PDIs).
Develop a repeatable hiring process to help you hire high-quality employees consistently
- Develop a repeatable hiring process that makes it easy to hire high-quality employees.
- Have clear policies and procedures in place, including a distinct hiring process for each position you need to fill.
- For example, if you’re hiring an outside marketing consultant, your process should include:
- A job description that clearly states what the candidate must be able to do or have done previously (i.e., “great writing skills required”)
- A list of references who are willing and able to speak highly of the candidate (i.e., former employers)
- Interview questions tailored specifically toward those listed qualifications (i.e., “how would you write this ad?”)
Here is an article my friend Grant Robinson from People Values wrote for me that covers why employees can’t or won’t do what you tell them to do.
Hiring... The 6 Reasons 84% of Employees Can't (or Won't) Do the Job You've Hired Them to Do
Studies have proven that the majority of employees will “disappoint” their employers in the first year on the job. One recent survey of business leaders showed that it’s even as high as 84%… that’s six out of seven employees that either can’t (or won’t) do the job you’ve hired them to do.
When you consider that the Department of Labor estimates the minimum cost of a “mis-hire” is $11,713, the wrong people are surely the greatest liability to your productivity, profitability, and continued success. And that figure of $12K only tells half of the story.
When you factor in the personnel issues that stem from the wrong people on your team like conflict, apathy, poor work ethic, theft, etc., you can double that figure.
Then, when you factor in the lost sales, opportunities, and customers that stem from errors and poor service, triple that figure. Anybody that has actually measured what a mis-hire has cost them will say this figure is more accurate.
But don’t forget, there is the cost of replacing the employee also. Running ads, phone screening, interviewing and background checks can all add up to literally eliminate your revenues and cause your business to fail.
Yes, with a hundred bucks (or so), anyone can come up with a stack of resumes from “passive” candidates applying through Indeed or Craigslist.
Through technology, recruiting people is not the hard part anymore. Hiring the RIGHT person is (and has always been).
This is why it is so important to assure that your new hires have “Job Fit” before hiring them.
And yes, it is possible to do this…
The 6 Reasons Employees Fail & What to do About it
If an employee fails to “fit” just one of the following five areas, they will not reach your productivity expectations. The more areas they fail to fit, the bigger the disaster to your productivity, teamwork, and, bottom-line—they will be.
#1. No Culture Fit
Culture has to do with integrity, reliability, and work ethic. Another word for this is attitude. If a new hire doesn’t have the same internal mission as the company, they will fail to show up for work on time, give you a full day’s work for your full day’s pay, and will not respect the property of the company, their co-workers or your clients.
#2. No Team Fit
To maintain teamwork, unity, and alignment, employees must fit the dynamics of your team. If you want a stress, conflict, and drama-free atmosphere, you must hire employees that can get along with others, follow rules and respect their leaders. But you’d be surprised, not every company wants this. There are some companies where questioning the status quo and challenging others is appreciated; and when this is the case, you need to hire people who are comfortable doing so. Either way, in business, opposites usually don’t attract.
#3. No Skill Fit
Skill here has to do with the natural competencies of the employee. In other words, their competency to communicate effectively, learn at the pace required, continue to process new information and be accurate in their work. Everybody has hired someone with the training, experience, and education to do the job, but they’ve later failed in your organization. This is because they didn’t have the natural competencies, or skills required to succeed in the job YOU hired them to do.
#4. No Interest Fit
Almost as important as skill fit is interest fit. Having similar interests to the job leads to job satisfaction. This is imperative because it then leads to internal motivation, natural productivity, and profitability for the company. If someone is most interested in mechanical and administrative duties, but you’ve hired them to service your clients, lead others, or create systems, it will take ongoing micro-managing, external motivation, and coaching to get this person to succeed. Don’t you have more important things to do?
#5. No Behavior Fit
This is the most important area in deciding success or failure in the job. Natural behaviors, or traits and comfort level, have such a huge effect that falling to fit just one of the required behaviors of the job can lead to failure. You have surely seen this in an employee that was just about perfect, but by not being able to multi-task, work independently or make decisions, for example, they never met your expectations. (See Reason #6 below.)
The #6 Reason Most Employees Fail is because of YOU
If you still haven’t created a proven system to attract the most productive employees in your industry without using antiquated classified ads, expensive web boards, or overpriced headhunt- ers… you’ll continue recruiting the wrong people.
If you still haven’t created a proven system to match candidates to your unique culture and team; and more importantly assure skill, interest, and behavior fit in your finalists to only hire TOP Performers… you’ll continue hiring the wrong people.
And when you recruit and hire the wrong people, it doesn’t matter how great your reputation, location, marketing or products are… because the wrong people will cause your business to underperform.
So if you are struggling with underperformance from the “wrong” employees right now, can you really blame them for failing in the job? No, you can’t!
Without a system to find and hire only TOP Performers… you have to start blaming yourself.
Grant D. Robinson is the President of People Values: https://www.peoplevalues.com/tpa-js. Since 2000, People Values has been perfecting its 7-Step Job Matching Process. A system small businesses use to make it easier to find, hire and develop a TOP Performing Staff.
If you want to hire top talent and keep it, then you need to have a clear process for recruiting and hiring. This includes identifying who is most likely to be a good fit for the position, screening candidates, conducting interviews and reference checks and making sure everyone signs an employment contract when they join your team. You can also use some outside resources like LinkedIn or even Google Search Ads to help find great people who want jobs like yours!
Ultimately, you need to create a marketing system to attract, recruit, hire, and retain the top employees, and ensure that you have the right people on the bus (and get the wrong people off the bus). If you want help in creating this type of marketing system in your business, contact me at www.StoddardAgency.com or send an email to email@example.com.