P7M4 Recruiting Your Team

The full title is…

Recruiting Your Team: Finding Good Team Members From The Very Start

Employment Law Disclaimer

I know nothing. Don’t listen to me on anything that could have legal implications.
Employment law is complex, can change quickly and suddenly.  It is designed to protect the employee from the “big, bad business”.
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Subscription services e.g. FSB, EEF

Introduction

Your task of building and leading a great team is made much easier if you recruit well
Estimates of the cost of hiring mistakes is huge
Cost of poor performance & disruption
Cost of termination
Cost of replacement recruitment
Cost of vacancy period
“Hire slow, fire fast”

To Hire Or Not To Hire

Many businesses are just one person
Other businesses can’t be done with just one
Done right, each employee creates extra profit for the business owner
Why people don’t hire
Don’t want to – lifestyle business
Scared of managing other people – many more things can go wrong with more people
Cost & time constraints

Key Job Criteria

Unique to each role and business
Based around the 3 Cs
Competence
Commitment
Character – ethics & integrity, will they fit in with your values and your team
The more you understand what makes a good team member, the more you will recognise it when you see it. Learn from the good & bad.

Do You Need To Hire?

First team member
Is outsourcing an option?
Full time, part time, occasional?
Extra team members
Is the need short term or long term?
Is it to cover up for problems with existing team members?
Can the tasks be made more efficient?
Outsourcing

What Do You Need?

New position or replacement
Define the role
Outcomes and results
Activities
What skills are needed?
What personal attributes, attitudes, values?
Write out your ideas and share with others
Think Must Haves & Nice To Haves
Pay & Benefits Package

Attracting Potential Employees

Who do you know?
Employees
Customers
Suppliers
Friends and family
Newspaper advertising
Internet – craigslist.org, trade lists, website
Recruitment agencies

Selection Process

CVs, application forms, tailored job assessments
Review against objective criteria – beware
Qualify in & rule out
Aim for 3 to 10 to see in detail – time consuming
Short cuts to save time
Group briefing – premises, webinar, report
Self selection for 15 minute interviews
Key questions for short-listing – 3 Cs

Interview Process

Beware of the “employment conspiracy”
Private room, no interruptions
Explain process and put candidate at ease
Pre-plan questions – 3 Cs – take notes
Standard questions for all applicants
Personalised questions based on issues from CV / application form
Past behaviour guide to future behaviour
Situation questions – test qualities – Chet H

Extra Interviewing Tips

Keep probing – you want to find evidence for why the person should join – gather the facts
Ask what will references say?
Employment law issues – questions not to ask
See people several times in different settings
Get team members to see them
Give interviewees a chance to ask questions – what is the subtext?
Don’t sell until you think you want to buy

Evaluating The Candidates

Write up impressions straight after the interview
Competence
Commitment
Character – fit with you and your team
3rd party tests – Kolbe, personality, value profiles
Take up references – would you employ again?
Check qualifications – people lie on CVs
Credit & criminal checks – insurance
Social networking websites people indiscrete

Making The Offer

Don’t compromise – hire slow, high cost
Salary and benefits package
Market rates
Contribution to business
Fit in with existing team members
How much candidates want/think are worth
Trial period
Written offer with all the main terms

Induction Process

Make the person feel wanted and welcome
Introduce to other team members
Appoint a buddy (it may be you) to get them started right and give support in the early days
Clarify the vision and values of the business, the role of the employee, the key result areas and the systems to be used.
Start well and continue – early days count
Catch him or her doing things right

Dealing With Early Problems

Update at end of every day – what was done with what results, any problems or questions
Problems and misunderstandings can happen
Find out what went wrong
Go back over the goal setting, standards and training
Give praise for “approximately right”
Keep monitoring and give feedback
Fire fast – If you think you made a mistake

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