- Filling a vacancy as quickly as possible and hoping for the best;
- Spending extra time and effort in the early stages to set all parties up for success.
The reality is that most of us have, at some stage, been guilty of option one. Your business doesn't slow down because you're short staffed, and the demands of Now can be overwhelming, overshadowing the Benefits of Later. But being prepared to suffer a little pain in the short term can set the stage for greater success - and much less stress - in the long term and on an ongoing basis.
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Proper
Preparation
Prevents
Poor
Performance
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How to apply them to recruiting new staff? Here are a few tips:
Recruiting
Recruiting
There isn't a foolproof way to picking the perfect staff member, the aim here is to reduce the chances of selecting someone who isn't right for you or your business.
The interview process can be a difficult one. Make it easier and more reliable by having a list of core questions you ask each interviewee. Base them on the requirements of the role and the values you're looking for. In this way you'll be comparing like for like on what's important to you. Also, if you're like me in having a terrible memory, you'll not forget to ask key questions!
If you can, do a second interview, ideally with a different interviewer. Different people pick up on different things, and this fresh approach can add real value to the process. Ideally, it will reinforce your original assessment. However, be prepared for the opposite.
Induction
This is where it often starts to go wrong: a new staff member is brought into the business, shown little more than where the tea room is and how to use the register, then left to get on with it.
Take time to share important information about your business: the history; business values and standards; policies and how to access them; services offered; what sets you apart from your competitors and so on. Help them to understand the why, how and where of your business.
Talking about your business not only sets the tone about professionalism and performance, but also goes a long way to making a new staff member feel part of it.
Take time to share important information about your business: the history; business values and standards; policies and how to access them; services offered; what sets you apart from your competitors and so on. Help them to understand the why, how and where of your business.
Talking about your business not only sets the tone about professionalism and performance, but also goes a long way to making a new staff member feel part of it.
Training
Most jobs are far more complex than they appear. A task may appear straight forward, but have elements which must be fully understood to be performed well. Having a structured training component of the induction process will ensure that a new staff member is fully trained in all aspects of their role and set up to succeed.
As with the interview process, have the training component documented to make sure nothing is left out. Start with the basics and build on that, step by step, taking a logical progression. In this way more information will be retained and confidence developed.
Use the "show me" technique to ensure understanding. This is also useful as a refresher if there's a break before the task is actually performed, say a day later or before the next stage of training. When they're performing the "show me", be patient. Remember that they're not only new to the task (or at least your particular systems), but also probably worried about making a mistake. Letting them know you understand this will go a long way to relieving what anxieties they may have.
Don't feel that you have to complete every element of the training yourself. If you have staff with particular strengths, involve them in the process. It takes some of the pressure off you and shows the existing staff member you value their knowledge and ability to communicate it.
Most jobs are far more complex than they appear. A task may appear straight forward, but have elements which must be fully understood to be performed well. Having a structured training component of the induction process will ensure that a new staff member is fully trained in all aspects of their role and set up to succeed.
As with the interview process, have the training component documented to make sure nothing is left out. Start with the basics and build on that, step by step, taking a logical progression. In this way more information will be retained and confidence developed.
Use the "show me" technique to ensure understanding. This is also useful as a refresher if there's a break before the task is actually performed, say a day later or before the next stage of training. When they're performing the "show me", be patient. Remember that they're not only new to the task (or at least your particular systems), but also probably worried about making a mistake. Letting them know you understand this will go a long way to relieving what anxieties they may have.
Don't feel that you have to complete every element of the training yourself. If you have staff with particular strengths, involve them in the process. It takes some of the pressure off you and shows the existing staff member you value their knowledge and ability to communicate it.
Review
This is an ongoing process, whether a staff member has only just started or been with you for years. Whilst me may assume our staff know if we're happy - or unhappy - with their performance, the reality is that if we're expecting staff to "read between the lines", then chances are there are going to be errors and misunderstandings.
Clear and open communication is essential in the review process, as it is in all areas. At its simplest, this takes the form of constructive feedback, both negative and positive. Negative feedback helps a person understand what they have done wrong and how to fix it; it gets them back on track. Positive feedback reinforces desired behaviours and encourages more of the same. Both are essential and both should be done in a timely manner to be effective.
Why is it essential to do it in a timely manner? If you're failing to address a negative behaviour, the the perception is you're condoning it, making it much more difficult to deal with later. If it's a positive behaviour, then the perception will soon be that effort is not recognised and appreciated.
How often to give feedback? With positive, as often as possible. Look for wins to recognise. Sometimes, this could be as simple as thanking someone for doing a particularly good window display, or washing everyone's mugs without being asked. Feedback doesn't just have to be about the big things.
As you can see, none of this is difficult, though it does require planning and documentation. The beauty of it is that once this is done, it can be replicated each time someone new is brought into the business.
In summary, next time you recruit, set yourself up for success by doing the following:
This is an ongoing process, whether a staff member has only just started or been with you for years. Whilst me may assume our staff know if we're happy - or unhappy - with their performance, the reality is that if we're expecting staff to "read between the lines", then chances are there are going to be errors and misunderstandings.
Clear and open communication is essential in the review process, as it is in all areas. At its simplest, this takes the form of constructive feedback, both negative and positive. Negative feedback helps a person understand what they have done wrong and how to fix it; it gets them back on track. Positive feedback reinforces desired behaviours and encourages more of the same. Both are essential and both should be done in a timely manner to be effective.
Why is it essential to do it in a timely manner? If you're failing to address a negative behaviour, the the perception is you're condoning it, making it much more difficult to deal with later. If it's a positive behaviour, then the perception will soon be that effort is not recognised and appreciated.
How often to give feedback? With positive, as often as possible. Look for wins to recognise. Sometimes, this could be as simple as thanking someone for doing a particularly good window display, or washing everyone's mugs without being asked. Feedback doesn't just have to be about the big things.
As you can see, none of this is difficult, though it does require planning and documentation. The beauty of it is that once this is done, it can be replicated each time someone new is brought into the business.
In summary, next time you recruit, set yourself up for success by doing the following:
- Spend time to find the right person
- Welcome them into your business
- Give them the tools and knowledge to do their job to a high standard
- Keep them informed of their progress
Do you follow this process and, if so, how has it worked for you? Would you like to follow it but feel unable to? What do you think? I'd be interested to hear from you.
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