Finding the right person in today’s environment can be difficult. We give you a few tips to consider to ensure you get the right person and keep them.
With employment rates at all-time lows, finding the right person for that open position is harder to fill today than ever. If you desire to scale your business and improve your overall performance, you must hire the right person…and keep them.
In a recent Statistia survey of business owners, they state their #1 problem is quality of labor. Notice the issue is not finding a person to fill a job position, but the real issue is finding a quality candidate. If you are a small to mid-tier business and struggling to find that right person, here are some tools you can use to find that right person.
1. Be sure your website is clear on vision, mission, purpose and direction. With the number of available openings, today’s candidates may have more options than you do. Today’s candidates are looking for longer-term employee engagements in companies that fulfill the candidates purpose and impact the communities they serve.
2. Utilize your network. Monster.com, Indeed and others have clear evidence that the larger percentage (up to 80%) of new hires come from referrals versus online boards. Referrals come from employees, customers, and friends.
3. Identify your need. Companies that scale hire to their weakness. No company does this better than Chick-fil-A. So, what does this mean? If you are hiring a new team member on a specific team, you must know what is needed most. Ensure you don’t look for qualities in a person that severely overlaps other key members. Review your team’s weakness, define those needs, and write a detailed job description to those weaknesses. Each of us are different, and you can find a person that wants to do what others can’t or don’t desire to do.
4. Assess before hiring. It is very costly to select the wrong person. You need to use a hiring assessment to ensure the person you are hiring is the right fit. Does this person’s assessment outcome fit the need identified in the job description? I recommend an assessment that is based on how they are wired (called neuroscience). Understanding how people are wired better aligns them in positions, creates enhanced idea flow, and improves communication, productivity and decision making.
5. Selection first steps. Statistics prove this- Employees that are onboarded properly stay longer. A few ideas for welcoming new hires include:
a. Sending a welcome basket prior to starting and include a note to the spouse, should there be one, welcoming them to the family.
b. Prior to starting, send a gift certificate to a spa treatment or tickets to an upcoming sport’s event.
c. On their first day, don’t start compliance or company training. Let them get to know their team. Encourage the team leader to take him/her to lunch with the team on the company’s dime.
d. Have their manager give them a tour of the operation, but more importantly, ensure the new hire understands the people their job will impact day-to-day. If they are a part of a process, let the new hire meet those team members who will work in the process before them, so they know the nuances of what they will receive, as well as, those people that the new hire will move his/her work to. This will enable him/her to know what the person, down-the-line, will expect from the new hire.
e. Be sure to meet with the new hire two weeks after hiring to gauge their mood. Look for frustrations they may be experiencing. Let them know what you are noticing and ask how you can help. Also, be sure to do this at the 30-day mark and the 90-day mark. Why? In a recent survey by Jobvite, a new hire will likely depart within 90 days.
For your organization to scale, you must hire and keep quality people. To learn more about using neuroscience assessments to hire the right person, contact us at 843-264-7090, visit rootloud.com, or email us at [email protected] For 24 years, Rootloud has delivered performance consulting to more than 550 organizations by impacting people, processes, and technology.
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