Hiring Staff: Common Hiring Mistakes

Welcome back to the final installment of a four part mini series of blog posts on hiring staff! Please check back each week for a new entry.

Not checking references. With the applicant's permission, contact their list of references to find out if he or she has the proper skills and attitude for the job. Sometimes employers will not discuss the job performance or attributes of ex-employees, but they should be willing to confirm the employee's name, date of employment, title and salary. It is always helpful to ask whether the employer would consider rehiring that person. They can give a straight "yes" or "no" answer, without elaborating.

Not consulting the right people in-house. If the new hire will be working closely with other employees, you may want to solicit their input before making a hiring decision. When current employees have the chance to meet with a prospective candidate, they may have an easier time developing a productive rapport with "the new person."

Not treating candidates with respect. Be courteous and respectful to each person that you interview. Remember, even if you don't end of hiring that person, they may be a future customer and will definitely tell others about their perceptions of your business. Or, you may have need of that person's skill set in the future so it's good to leave them with a positive impression. Always thank the candidate for his or her time and interest. Finally, explain the selection process and offer a realistic time frame for when a decision will be made.

Failing to put everything in writing. Once you've made an job offer and it's been accepted, put everything that you negotiate with your new hire (salary, job description, the parameters for bonuses and performance evaluation criteria, start date, non-compete clauses, etc.) in writing.

Picking the wrong temp agency (or independent contractor), if you go that route. You should carefully check the reputation of several temp agencies (or independent contractors), before selecting one with whom to do business. Find out how long the service has been in operation and what its performance record has been. Check with other clients to see if they like the agency. Reputable agencies are happy to provide client references. Also, ask if the agency is insured – for workers' compensation and general liability. Finally, contact the BBB for a reliability report on the company or contractor.

FINALLY, Keep ‘em Happy! 
You've taken the time and trouble to hire a qualified employee, one who can add value to your business and help your venture to succeed. Do not assume that your job is done! A major personnel cost for any size business is employee turnover. Your goal now should be to retain that employee. If you don't take the time to nurture a new hire and make clear your expectations, you will spend even more time, money and effort on the other end having to find a replacement.

Treating your employee fairly and with respect will help to ensure a productive working relationship that is of benefit to you and your business. Satisfied employees are usually energetic and tend to be highly motivated. In addition to paying them a competitive salary, there are other factors key to employee retention. Keep them informed and engaged; let them know you value their contributions; give acknowledgement for a job well done; clearly communicate your expectations and offer regular feedback on their job performance; and, provide the tools and training resources they may need to do the job right and to advance in their field of expertise.

FOR MORE INFORMATION on Hiring Staff 
The U.S. Department of Justice (www.usdoj.gov/crt/ada/adahom1.html) offers information on hiring under the Americans with Disabilities Act.

The U.S. Equal Employment Opportunity Commission (www.eeoc.gov) offers facts and guidance on various forms of employment discrimination.

The U.S. Small Business Administration (www.sba.gov) was created specifically to assist and counsel small businesses. Its Web site offers information for small businesses on managing your business for growth, and includes tips on how to select the "right" person for your business.

Hiring Staff: How to Recruit Staff and Conduct Interviews

Welcome back to the third installment of a four part mini series of blog posts on hiring staff! Please check back each week for a new entry.

How to Recruit Staff 
There are several ways to find a pool of qualified applicants. If you're not in a hurry, one "low cost" way to spread the word about your job opening is to "cast a net" among your circle of friends, family members and business colleagues. Circulate at local business or industry get-togethers and mention that you are looking for somebody who would be interested in working for a small business or start-up venture. Let them know you have an opening, in case they are interested or can pass the word along to someone who may want to consider a job switch.

If you decide to place an ad, write enticing copy that will attract the type of candidate you are seeking. Describe the position, key qualifications and any other relevant information that would attract qualified candidates. Place it in a local newspaper or trade publication or list your opening on a job posting Web site (there are local and national job databases) that is likely to be frequented by target candidates. If you are a start-up venture, mention that in the ad, to attract the type of person who is comfortable with the risks associated with launching a new business.

How to Conduct Interviews 
Lots of people look good on paper. Lots of resumes include exaggerations. It is always best to interview several candidates. If you have a lot of candidates to weed through, it may be more efficient to conduct brief phone interviews first to screen out unqualified candidates, quickly identity those applicants that appear suitably qualified, and then schedule follow-up in person interviews. Whether interviewing by phone or in person, the following suggestions will help to ensure a smooth and productive interview process.

Avoid asking any questions that would be considered illegal or inappropriate (such as your potential employee's race, sexual orientation, marital status, religion or child-bearing plans). Confine your questions to topics that relate to the job. [For additional information regarding questions that employment experts regard as "off-limits" for discussion in an interview, visit the Small Business Administration Web site at www.sba.gov/managing/growth/interview.html.

Be organized and consistent. In fact, it's best to have a list of 10-12 questions that you use with each interviewee. The questions should elicit information concerning the candidate's skills, abilities, and past work experiences. Jot down detailed notes as the interview proceeds. The notes will make it easier for you to remember individual candidates when it's time to make your decision.

Act professional and be forthright. The interview should have a businesslike atmosphere and you should conduct yourself accordingly. Interviews are not the time to be vague or distracted. Be upfront about the nature of your business, the job duties, the workplace atmosphere, your management style and any other factors that will help you and the candidate decide if they would be a good fit.

Remember, an interview is a two-way street. Don't do all the talking. You should spend the majority of the interview listening. After you ask a question, look at the applicant and really listen to how she or he responds and what they have to say. Observe their non-verbal behavior and choice of words. You should be striving to get a feel for their personality and work attitude, in addition to their skills set. Be sure to ask if he or she has any questions before you end the interview.

When you meet in person, ask the applicant to "show" as well as "tell." Ask them to show you how they would handle specific work situations. If you are hiring an administrative assistant, ask the candidate to turn on the computer and compose a letter. If you are hiring a marketing person, ask them to role-play being a sales person for one of your competitors.

To read part two about what to do before you hire new employees, please visit http://bbb-business-news.blogspot.com/2013/04/hiring-staff-before-you-start-search.html.