We joke, perhaps uncomfortably, that some people “don’t play well with others“. Others are considered average at being team players. Finally, there are the folks who seem to mesh with any group. The best of them thrive at team dynamics and seem to improve the team, rather than simply becoming a part of the team.
While this is obvious, we often hurry to hire someone. Every time you get in a big hurry to “get that hire done”, there’s a pretty good chance that you & your team will pay for your impatience. If you’re in a hurry for a critical position, look internally for a solid team player who can grow into the open role. Showing that people with these skills get good opportunities sends a message to both the person getting the role and their peers. The upside is that you get an existing team member with known skills into a (presumably) more important position. The role they leave open is presumably a less important role, or perhaps a role that’s easier to fill.
What do team players look like?
It’s easy to say “hire team players”. Getting consistently good at finding them from a pool of candidates is another story. The real work is in identifying them during your interview process. During your interviews, everyone has their persona “all shined up”. Be sure to dig deeper and find signals that indicate what they’re really like when the shine wears off. What does a team player look like? How do you get them to reveal their true selves and reveal what they aren’t?
Much is revealed through conversation. So what do you do? Start by asking people about teams they’ve been on. What do they think makes a good team member? Why? Why are those things good indicators? How does the team benefit from those characteristics? Why do you think that’s important? Channel your inner four year old: “Why? Why? Why?”
Knowing what a candidate values in a team member is good, but it’s critical to know why they value them. Their answers reveal their maturity as a team member & team leader.
Do you know your team’s “human whisperers”. If you don’t – ask around. Your team knows who can read people well. They might not be the senior managers who normally interview people. Involve them anyway. They’re the ones who can read what others cannot. They’ll often pull stories out of a candidate that they’d never typically share – both good & bad. They might be less assertive than your “typical” interviewer, but don’t cut them out of the process. You need to know how a candidate communicates with people who aren’t hard charging extroverted managers. These “shy” or “quiet” folks are often very good at assessing what’s behind someone’s “interview face”. Let them meet the candidate off-site for lunch or coffee at a place that has table service so you can see how they treat wait staff.
What about those who aren’t team players?
Regarding the folks who “don’t play well with others”, you have two choices. Give them a chance to change, with milestones and a timeline, or help them find their next career home. Some people are convinced that they can’t work for someone else and that the only way for them to be happy & thrive is to work alone. Only a hermit lives & works alone. Even the most fiercely independent loner will eventually discover that, along with customers and vendors, they must work together as a team – even if they otherwise work alone.
The person who refuses to learn how to become a team player simply has to go. You aren’t doing someone a favor by keeping them around when they are unhappy and/or don’t fit well with your team. These changes feel difficult, if not horrible, but not as bad as things will be if you do nothing. Making these changes through training and/or departures is what your team needs and deserves. It’s also better for the person who isn’t a team player and doesn’t show interest in becoming one. They deserve a chance to get it together, or find a place where they do fit. Some take to training / mentoring and transform themselves. Some don’t. Sometimes a change helps them figure out the sort of team they need, or that they need to make some changes to become the sort of person a team benefits from.
When times get tight in our businesses, we look for places to cut expenses (as well as increase revenue). We might cut marketing costs based on the size of the expense (not wise). You might review the performance of your lead sources & reduce / eliminate some that aren’t performing well. In a business that manufactures things, we’d look at automation and raw material costs. We also look at ways to reduce waste. We’re also likely to look at hiring and staff-related expenses.
Getting rid of folks generally creates production and process challenges, but there are “easy” cuts sometimes. So-called easy cuts might include “extra” people, poor performers, and folks who aren’t adapting well to your culture, work, etc. Thing is, these are last minute cost-savings tactics with their own costs – and I’m not referring to unemployment insurance or severance. Our hiring process and ongoing curation of our team rarely gets a look – and that’s where the long term savings are hiding.
Careful hiring can avoid disruption
In general, business owners are a little impatient. Like the girl in Willy Wonka, we want it NOW. However, that sort of impatience is not a good investment at hiring time.
When we don’t take the time to learn enough about a candidate, we risk disrupting our business far and above the level of disruption that a need or departure has created. When we hire badly, we take even more time to fill the position. We create a mess trying to fit the person in, salvage the hire (or place them in another role), and perhaps get rid of the person and end up looking again. Making a hiring mistake can turn the wrong candidate’s life upside down. Getting hired is as much of a pain as hiring someone – and just as difficult.
A bad hire doesn’t imply a bad person. Sometimes, you get the wrong person for the role. Maybe there’s a skill / experience mismatch, or a culture fit that doesn’t work. Sometimes, there’s a behavioral / motivational issue. As such, it makes sense to work a little harder and a little longer to find the right person the first time.
Hiring better almost always takes longer and it’s certainly more work. I hear and read a lot of “can’t find anyone qualified” comments, but that’s often more about your company, the role, and your pay / benefits scale than it is a lack of people. Hiring isn’t something to rush. It’s one of the biggest investments you’ll make. Hiring before you’ve found the right candidate can be incredibly costly in time, money, morale, and other areas.
A rough example
A scenario like this played out in Missoula last week. A prominent public facing position became open due to a medical retirement. A replacement was named rather quickly, at least it seemed so. Soon after, the replacement’s comments on social media surfaced. Among other things, they were not particularly complimentary of the company’s industry. Other comments by the candidate received a lot of reaction. In some cases, they wouldn’t matter. It appeared the candidate’s social posts hadn’t been reviewed by the employer, who rescinded the offer the next day.
Reviewing a candidate’s social media posts may seem like a trivial thing to do. It might even seem like a silly waste of time. However, it’s become essential part of the hiring process and it’ll likely take less than an hour. 99% of the time, you’ll find nothing disqualifying. You’re almost certain to learn more about what’s important in the candidate’s life. The remaining one percent of the time – it’s likely to save you from making a mistake. This is particularly true for hires that might stick for 20-30 years.
I know… when you find a highly qualified candidate, you don’t want to look for disqualifying info. Do it anyway. It’s important to understand as much as possible about a candidate BEFORE you hire them, for your sake and theirs.
That position has been temporarily filled by the person who planned to retire. My guess is that this generous act will allow the business a bit more deliberate hiring process this time around.
This isn’t about what happened in Missoula. It’s about what might happen to your business. The time you might waste. The disruption to your business and to the life of the person you hire by mistake. Hire carefully and intentionally.
A friend who owns a manufacturing business recently decided to hire a remote software developer – his first remote employee. He asked if I had some advice for managing remote employees as he knows I’ve done so. In fact, I’ve managed remote team members in some way, shape or form since 1998. While the folks I work (and worked) with have been a mix of folks close to home and scattered around the globe, he’s starting with a remote developer here in the U.S.
Why remote employees?
Hiring a remote employee might seem like the craziest idea ever. Even so, remote work has been growing steadily since the late ’90s for several reasons: People have roots. Their families have jobs, friends, schools & communities they love, outdoor recreation your community can’t compete with (and vice versa), etc.
In the ’60s-’80s, when a company transferred or hired an employee who lived somewhere else, they generally paid movers to pack and move that employee’s possessions. In some cases, they would buy the employee’s old house if it didn’t sell within a reasonable amount of time. Serious investment. Remote work during those decades was difficult, but it still happened. Companies like IBM (“I’ve Been Moved”), Kodak, Xerox and others had field sales / service reps all over the country – and not always based out of a local company-owned office.
Today, such transfers are far less common. Companies lower their standards, extend their search effort, hire remote people or find another solution.
If an ideally trained, experienced candidate with domain-specific knowledge for your opening lives somewhere else, and cannot (or doesn’t want to) move to your town, do you:
Do without and settle for someone who isn’t ideal.
Keep looking and wait until the right (or close enough) local appears.
Hire no one and leave the opening unfilled.
Hire a local and invest in the proper training.
Ask a candidate to move to your town (think about how you might feel about that if the situation were reversed)
Questions to ask new remote employees
“Have you worked remotely before?” should have been discussed during the interview. After the hire is not the time to start this conversation. The first time an employee transitions from in-office work to remote work is a substantial shift – more so than you hiring your first remote team member.
“What’s your schedule?” and “What times do you regularly need to be away?” aren’t probing personal questions. They let both sides discuss expectations and avoid surprises.
For example, I take kids to the bus stop a little after 8:00 am. I pick them up a little after 3:00 pm and a little before 4:00pm. As you might expect, there’s a few minutes of “cat herding” that takes place before the morning bus stop and after the two afternoon bus stops. While no one depends on me to be in a certain place with immediate availability at any specific moment of the day, it’s important to communicate the team’s schedule on both ends.
Likewise, it’s on me to make sure someone understands my schedule when we’re trying to arrange a meeting time. If I am trying to finish up before the bus stop or am rushed to get to a meeting just after a bus stop time, meeting prep (or the meeting itself) isn’t as productive or focused. That isn’t fair to clients or your remote employer. It’s as important to discuss the times where all hands are expected to be available for scrums, meetings, standups, etc.
Lunch is a good example of scheduling, even though you might not give it much thought. Some people eat lunch at their desk. Some like to get out of the house and meet a friend. Some mix it up a bit, often because working at home by yourself can be lonely. Some people need regular interaction, and text chat (like Skype, HipChat, or Slack) doesn’t feed that need. None of these things are wrong, but when your phone rings and you don’t answer, or you answer and a noisy restaurant is what your employer hears – they’ll wonder. It’s natural. You don’t want to make them wonder. You want them to know what to expect.
It’s OK to say “On Thursdays, I meet a few friends for lunch, so I’m not around from 11:30 to 1, and I start early or finish late those days“, as long as you’ve worked that out with people who need to reach you. This isn’t about someone expecting to know your butt is in your seat every minute of the day. It’s about being considerate of both parties. It’s about trust.
“Tell me about your workspace” – also isn’t a probing personal question. An employer or client has an expectation that you aren’t trying to work in a room full of toddlers, barking dogs, or gaming teenagers. Speaking of, summer plans are important. If you have young school-age kids, how will they be cared for while you’re working? Will they be in a different space than you? If the kids are older, it generally isn’t a problem, while two to seven year olds don’t generally manage their day on their own.
If this isn’t the new employee’s first remote rodeo, it’s a good idea to ask them what worked and what didn’t work in previous remote gigs. Take advantage of their experience and perspective – it will almost certainly add nuance to my comments. This gives you the chance to learn from another owner / manager’s efforts at no charge, and it will help you understand the persona, priorities and needs of your new remote worker.
Work out a protocol for communication during travel, weekends, evenings and during emergencies. This is really no different for a local employee than it is for a remote one, other than the fact that a manager can’t easily show up at the front door of a remote employee. If you’ve ever done that for business purposes, your communication plans probably need work. Showing up to pay your respects or attend a BBQ isn’t “business purposes”.
An emergency might be that your biggest client is having a meltdown or that there’s an angry boyfriend at the office. Either way, establish a protocol for getting the word out, conveying its severity, & indicating what action (if any) is necessary.
Keep in mind that every family (thus, every team member) may have different needs. Babies, shift work & roommates impact phone/ringer use.
Mentoring & the “first friend” – No matter how many years of experience they have, they’re new to you. New people need mentoring. Even if they don’t need it with the work you hired them to do, there are plenty of reasons why their “first friend” at work will prove beneficial.
Do you hire someone to stay in the same position “forever”, or do you want them to grow into a position they aren’t yet ready for? Even if you don’t expect a new hire would be ready to run your shop in five years, they’ll almost never get ready without training, mentorship and interim experience to prepare them for that role.
Qualified people still need mentors. They also need to be mentors. Maybe not today, maybe not tomorrow, but sooner than later – and with intention.
Connection – Remote employees need connection to the nest. Bring them on-site early and often. It’s particularly important to make this happen early on. Everyone at the home office needs connection with those remote employees. They need to be able to trust their word, trust their work and think of them as they do any other member of the team. This isn’t just about the line employee. It’s about the managers as well. When the remote employee becomes a black box in a room in another town that no one can see, the unseen person and their work are easy to devalue. This could happen even if their work happens to be strategic. The reverse is also true. They need the opportunity to understand the value of their peers work as well their colleagues do.
Team meals – For a business with on-site employees, team meals (on campus or not) are a commonly-used way to build team harmony and nurture relationships between team members. This may not be easy particularly effective with remote employees, so be sure to have these meals when remote employees are on site.
Video meetings (IE: conference calls with webcam) – Some people really dislike the addition of video to a call. People are fussy about their hair or generally how they look, don’t want to be seen eating during a call, are sensitive to what’s visible in their work space (like that monstrous Siamese cat laying next to the keyboard), and/or the idea of others seeing them appear to be disinterested because they’re multi-tasking during a meeting.
Ease into this. Start with short, less critical meetings to raise the comfort level. You’ll probably need to set the example for a while so people get comfortable with it. It’ll make everyone more aware of the ambient noise and distractions in their (and others’) workspace. In a face-to-face meeting, most people can manage their facial responses to a speaker’s comments. Experienced conference callers have learned to mute early and often, but may not be practiced at managing expressions when video is introduced.
The lesson: Don’t make a big deal out of the expressions you see on video. Use them as a signal to ask for group feedback. It’s natural for facial expressions to change when we hear something we have questions about, don’t like, don’t agree with, or don’t understand. I prefer the Zoom (all faces on screen) way of doing this, mostly because it seems to train everyone that their expressions change while listening to people talk. Most of us don’t want to embarrass a co-worker, much less ourselves. Use it as an advantage and an opportunity to improve, not as a way to create drama.
Does this differ for workers outside the US?
The differences between inside-the-US & outside-the-US team members include (in decreasing order of owner/manager/employee pain & suffering): Culture and values, enterprise experience, time zones, environment, infrastructure, payment & language.
Culture & values – Not everyone thinks like a U.S.-based employee/owner. Start by remembering that and keep remembering it. You’re used to what you’re used to. Others are just as used to their experience and how their work habits were formed.
Remember when asking for help was considered by some to be a sign of weakness? It remains that way among some groups because the pace of change differs among groups, and likewise among cultures. Every country’s culture has its range of work habits, inclination to ask for help, communication styles, etc. If you find yourself frustrated, ask questions that allow new people to unwrap what happened. Cultural learning is difficult to change. Differences in cultural norms should be expected. Both parties need to take steps to help everyone understand one another.
Company cultures and values work the same way. There are things that your company does your way – your culture and values. You should expect employees to take those seriously, regardless of their upbringing, culture, etc. Sometimes this takes training, mentors, etc. Someone who has never experienced a culture like yours will need help (and time) to them learn your culture and values. You may hire someone who is used to being browbeaten over deadlines, or they may have never worked under a deadline. No matter what their experience has been in the past, your experience is probably different. It will take time for your culture and values to become their new normal. Trust takes time and it goes both ways.
Enterprise experience – Enterprise experience is about more than buildings full of servers or time working at large multi-national companies. It’s about having a mindset that goes beyond the current project. It’s about having the ability to look around corners (and knowing that’s important), seeing the big picture, understanding inter-departmental needs, and communicating effectively with others whether they’re C-level execs, your team’s family members, prospects on the trade show floor, or high school kids on a field trip. Enterprise experience can mean more than that, but it starts with mindset, the big picture, and communication.
Time zones – Time zones can be a blessing and a curse. When your team member is seven to ten time zones east of you, you might start your day at 3:00 pm or later in their day. Good, because you have a bunch of work to review. Bad, because you only have an hour or two before the end of their day. Some folks work their normal hours (ie: 8:00am to 5:00pm in their time zone), some work normal hours in yours. You have to figure out what works best for you and for your team member. One thing about having them work your hours is that it may tempt them to take a job in their time zone, then work your job once the other job’s time is done. You need to ask that question. You don’t want your work to be their second job – which could affect your pay scale for them.
Environment -Not everyone lives in a pleasant, treed cul-de-sac in a neighborhood with people they’ve known for a decade, or on five quiet acres on the edge of town. I have had remote team members tell me that their apartment building was hit by gunfire – and they kept working. Culture & experience train you to know when it’s time to take cover, leave, etc.
Infrastructure – People in some countries lose power far more often than U.S. folks are accustomed to. This is not something your remote worker can control, other than by moving to another country. The good news is that a laptop combined with a UPS can easily fuel a full day’s work.
Payment – Five years ago, this was much harder. Paypal, TransferWise, Upwork simplified the process & traditional methods are still available. Some countries are still a bit of a challenge but for the most part, this barrier has all but evaporated.
Language – Most business people I encounter from outside the U.S. speak English fairly well. This has been my experience with both solo consultants and employees of large companies outside the U.S.
One more thing about remote folks. Visit them a couple times a year, if you can. It won’t be cheap. It probably won’t be easy and it will occasionally frustrate – but most of the negatives come from getting there, not from being there. When you visit them, you learn far more about them, their motivations and how they work than you’d ever learn in a video meeting or a phone call.
While last week’s “don’t work and don’t care” piece was inspired by comments about millennial workers, those “tests” evaluate things important about all prospective employees. Yet there’s more. One non-millennial responded: “Saw your blog post. Filtering employees is only part of the problem. The other side of the coin is filtering employers.”
Exactly. So how do you filter employers?
Don’t filter employers because…
Do you avoid employers who filter prospective employees as I described? Don’t. The more care someone takes when hiring someone to join your team, the more likely that person will fit in and carry their share of the load. Good employers have learned to place small obstacles or tasks in the process to identify those who don’t pay attention to details and/or don’t follow instructions. “Email your resume to firstname.lastname@example.org in Microsoft Word format” tells someone you aren’t a bot, you read and follow instructions, and you have a baseline of necessary skills. Can you use Word? Can you email an attachment? Is your grammar horrific? Did you use a spellchecker? If you submit a resume littered with errors, employers will rightly discern that you aren’t a good fit for their work, or the quality their work demands. For some jobs, these kinds of skills things are critical – even if they aren’t the core job skill.
Some employers have a complex interview process. As long as the interviews are engaging, it’s OK. If some interviewers are disinterested or not engaged (such as during a team interview), give the impression they don’t want to be there, or are unprepared to interview you, investigate. Ask about their hiring process. They’ll either be able to describe it, or not. If they tap dance, beware. Ask why they are involved in the process of selecting you as a candidate, but do so late in the discussion. You don’t want probing questions to take the interviewer off-task.
Even so, they need to sell you on their company as a good place to work. How prepared for the interview was this person? Did they seem to know little about you? Did you get the impression they were reading your resume, cover letter and other materials for the first time while conducting the interview? This could indicate a lack of organization, a lack of preparation, a random “Hey, go interview this person” assignment, or it could be that the person who normally conducts that interview is traveling or sick.
You already know that you’ll be asked if you have questions. Do you prepare for them in advance? It’s clear from my comments that you should expect the interviewer to be prepared – and the same holds for you. The quality of your questions is critical.
Your questions during the interview:
Indicate whether or not you did your homework on the company.
Identify reason(s) to walk away, or become even more enthusiastic about the job.
Help the interviewer figure you out while letting you play detective.
About 20 years ago, I flew to West Virginia to interview for a senior executive-level position. Something seemed off, so I dug deeper than usual. At the time, online information was scarce, except for stock market info. I found news of a buyout, a bankruptcy, & reorganization. I asked about these things during my visit. They were floored – no one else asked about these events. They told me later that these questions were the turning point to them making an offer. I didn’t take the job, but I learned a valuable lesson about homework.
… company meetings: Do they have an agenda? Are people there who don’t need to be? Are they frequent or infrequent? Are they productive? These things speak to management style and organization, among other things.
… projects: How are projects managed? What happens after a successful project? What about an unsuccessful one? Ask to hear project “war stories”.
… the sales team: Some companies have them, some do not. The longevity of the sales team, if there is one, can indicate how things are going.
… how they use data: Is there a CRM or other strategic data use?
… their on-boarding process. What should you expect day one?
… crisis management. How did the last crisis / emergency get handled? What did the company learn from it? Was it something that allowed a change in process / design so it could be prevented in the future? How did this affect the staff?
If someone wonders why you care about these things – tell them that you’re looking for a solid, well-run company to grow with, not simply a paycheck.
Human resources. Human capital. Two terms that I really don’t care much for (especially the latter one), yet they attempt to describe what is usually the most important part of your business: employees.
You might think your customers / clients are the most important part of your business, but without good employees who want to take care of your clients, one of two things happens: Either you won’t have any clients or you’ll be doing all the work yourself – which sounds more like a job than it does a business. Two complaints I hear most often: “They don’t want to work” and “They don’t care like I do“.
They don’t want to work
If you have people working for you who don’t want to work, it’s not their fault. It is your company’s fault because the company hired them.
They may be lazy. You may be exactly right about why they are lazy, but it doesn’t matter. The fact that they are lazy and the reason(s) for that laziness are irrelevant. It’s relevant that the company hired them before figuring out they were lazy. Your job as the hiring manager is to find a way to figure out who is lazy (etc) and be sure not to hire them.
Repeatedly complaining (for example) that “all millennials are lazy and don’t want to work” is not only incorrect, but a waste of time. If the millennials your company hired don’t want to work, blame the broken process used to hire them. If three of every 100 applicants show the right stuff, then make sure your process finds the three.
Hiring people is easier if you put a process in place that makes it all but impossible for someone to join your team when they have the attributes of someone who can’t be successful at your place. This process doesn’t come in a box from Amazon. You can’t simply open the box and plug it in. It requires ongoing attention. It’s work. It takes time. It isn’t easy. The process needs to involve the people a prospective employee will work with, and those they will work for.
There are people who shouldn’t work at your place with your people. Your job is to eliminate them before you hire them. To eliminate each attribute that you don’t want working at your business, you add steps to the process that identify those attributes. “Drama queen” is a one of the attributes I eliminate, noting that these folks are both male and female.
Do you want to hire passive aggressive jerks who will tick off your customers? If not, your hiring process needs a way to filter out those people. Sometimes, it isn’t easy, but if you wanted “easy”, you shouldn’t have started / bought a business.
Attributes like lazy, passive aggressive, or any other that cause you to wish you’d never hired someone are no different than “must be able to lift 70 pounds”. They are a minimum qualification for employment. It isn’t the job prospect’s responsibility to apply only for jobs that they are ideal for. That might be nice, but isn’t realistic. It’s your job to sort them.
They don’t care like I do
Of course they don’t. Remember, they aren’t owners, so it will be rare that they will care like you do. They don’t have as much at risk as the owner and they sure don’t have as much potential upside as the owner.
Expecting someone to act like an owner at $10 an hour is silly. Training them to think like an owner and then giving them more responsibility (and more cash) when they act that way is a whole different thing. Some will still work hard, but won’t think like an owner. Some will work hard and think like an owner once they are trained and learn that there are things to be gained by doing so.
A rare few will act like an owner, at least to the extent they can. “These people” will start caring when they figure out that you do. That starts at the hiring time. If you find a way to stop adding lazy, crazy, and dazed to their department, they will notice. If you ask them for referrals, they won’t suggest you hire their dodgy, lazy friends. It simply makes more work for them. Instead, you’ll get the friends they trust to do their part.
The difference between a strong business leader and a weak one is easily detected: Who do they surround themselves with – and why? Do they hire for commitment or ego? Time and time again, you can see examples in business where a business owner surrounded themselves with one of three kinds of people:
The kind of people who will agree with everything the owner says or proposes, almost (if not never) disagrees with the owner, and when cornered, will err on the side of silence or “I’m undecided” rather than taking a stand that might later prove to disagree with the boss.
The group who will say little or nothing when they disagree with the owner.
The group who will make decisions independently, regardless of the owner’s stance / position, and aren’t inclined to hide that from the owner.
The group who will make decisions independently, regardless of the owner’s stance / position, but aren’t willing to offend / rile the owner by stating their disagreement.
The group who will disagree with the owner’s choices and decisions no matter how valid – simply because they’re the owner.
There are probably a few other groups / types that I missed, but this list covers the majority of what I’ve seen in the last 35 years.
Which group should you hire from?
From where I stand, neither 100% agreement or disagreement is a good thing, unless each decision is arrived at through analysis and thought. However, as we’ve all seen, some of these disagreements exist simply because they can (a minority, in my view) and others disagree because they feel the owner is making a mistake – however legitimate they feel that mistake might be. When you feel your boss the owner is about to make a mistake that could seriously affect your business, you have choices, which tend to fall into three categories:
You disagree, say so and make your case to your manager or the owner.
You disagree and say nothing.
You disagree and make your case to your peers.
When you hire someone, which choice would you prefer your future employee takes?
For me, it’s the first one, if you’re hiring for commitment over ego.
Making this possible is on you, the owner
So let’s say you’re on board with the whole “I welcome my staff to disagree with me as long as they’re will to discuss it” thing. It isn’t going to happen unless you create an environment that makes it clear that you appreciate it AND that disagreeing with you isn’t going to come with a cost. Saying it is rarely enough. You have to prove it. If it’s been a long time since you were an employee, you may wonder why you have to prove it, but trust me, you do. You might even have to create a situation where a reasonable (ie: calm) discussion gets started, even if you have to “stage” (pre-arrange) the start of the conversation. It might seem a little disingenuous to plan a discussion like this and arrange for someone to disagree with you, but it’s THAT important to show everyone that you’re willing to engage in such a discussion. You need to say and show that it’s ok to disagree with you. You will also need to find a way to communicate that it’s not OK to be a jerk when you disagree with the owner, but otherwise, it’s OK to do so.
Once the discussion is done, it’s also critical that you follow up both privately and publicly. After you’ve had time to reconsider your discussion given the input you received during the disagreement discussion, call the person into your office – and do so that it’s obvious you’ve called them in. Discuss with them what your decision is, whether you changed your mind or not. Explain to them what their comments made you reconsider and how they impacted any other work you’re dealing with. If they changed your mind, explain why. Either way, be sure that they know that the risk they took in front of everyone was zero risk and had a return on investment: You recognize that they have the best interests of the company at heart (commitment) when they publicly disagreed with you and that you appreciate it.
Hiring for commitment over ego means hiring someone who is willing to take a stand because they feel it’s best for the company.
Are you hiring Millennials? How’s that going? Some people love them, some do little more than complain about them and their penchant for selfies. The oft-parroted “party line” is that Millennials are entitled slackers with no work ethic who don’t take initiative, aren’t responsible, etc. Meanwhile, many employers say “We can’t find qualified people who want to work.”
If that’s the case, they’ve either eliminated Millennials by default, or they aren’t looking very hard – or both.
Slacking isn’t age specific
These behaviors are not generation specific. EVERY generation has people who fit one or more of those patterns. You probably know a few. Are they all 18-34? I doubt it.
If people aren’t worthy of your job, that’s at least partly on them – no matter what generation they’re in. If you hire them anyway and aren’t doing so in hopes that they grow into the job or as part of a training effort, then their inability or lack of desire to do the job is on you – and specifically, on your company’s hiring process.
Most hiring processes spend the majority of their effort determining if someone is qualified. Once candidates are considered qualified, gut feel hiring often takes over the selection process.
A critical aspect of the hiring process is filtering out the people who won’t fit in culturally. This isn’t about you being elitist. It’s about making sure the candidate fits your company and that your company also fits the candidate. The culture at Duck Commander is different than the culture at VaynerMedia, Flathead Beacon or Goldman Sachs – and that’s OK. What’s not OK is hiring someone who is a terrible cultural fit. It doesn’t mean they’re a bad candidate, it simply means they’re not the right one for YOUR company.
One of the benefits of exposing your company’s culture to candidates is helping them remove themselves as a candidate. You want to send clear, legal signals that help people figure out if they’re a good fit. Hiring a perfectly qualified person who feels like Quasimodo when they’re at work is a waste of your time and theirs. Both of you will likely have to start over and that’s not a good thing for you or the candidate.
Culture is a big part of attracting and hiring the right people to grow your company. Millennials aren’t the only ones who care about these things.
Your hiring process reflects your culture
Remember, it isn’t the generation, it’s the person and your hiring process. Make sure yours does a great job of selecting not only the right skill set, but the right candidate for the job, your team and your company. Your process should do a great job of showing the candidate what your company is all about – and what you’re not about.
This week I heard about a company that had to fire an employee because they didn’t show up for work. They didn’t show up because they were a registered sex offender who got caught and arrested again. If the company ran a pre-hire background check, would they have declined to hire a registered sex offender?
Would it depend on who your clients are, or whether or not the person would have direct contact with clients? Certainly. What about their contact with other employees and their families? What about the desire to rehabilitate someone who has “paid their debt to society”?
Your next applicant is a parent with small children. They’ve got the potential to be drive 10X growth of your company. How would you explain the situation to them? What if they’re a non-violent ex-convict?
Not hiring Millennials? What might you be missing?
If you eliminate Millennials from your hiring process, what might you be missing? In the group of people from 18 to 34, do you believe there are hard working, smart, ethical, motivated people who have the potential to transform your company?
If so, will you ignore that possibility due to someone’s perception that all Millennials are selfie-addicted slackers who don’t have any goals?
If so, where will your company be in 15-20 years if you’ve decided not to hire, groom and train 18-34 year olds over the next 10 years? In trouble, I’d say.
What does not hiring Millennials say to Millennials who might buy from you? Remember, Millennials currently make 21% of U.S. consumer purchases.
I know a number of 20-somethings who are looking for (mostly) entry-level jobs. They’re in the age group often called “Millennials”, which some like to categorize as a generation of slackers with no work ethic and no motivation. “They need frequent naps.“, says The Atlantic, while quoting a study that included people as old as 37. My first 40-something manager at EDS took a 20 minute nap at his desk every day – in 1983.
The same types of comments were once made about Gen X, whose work drives a sizable portion of U.S. economic production these days.
If you’re basing your opinion of the potential of a prospective hire based on a broad brush that The Atlantic or People Magazine uses to describe their generation, I won’t be surprised if one or more of your competitors hires carefully selected millennials and uses them to kick your tail in the marketplace.
I don’t mean to say that people north of 30, 40 or (eek!) 50 (that’s me!) are not productively contributing to the economic growth in the U.S. I’m simply making note that they aren’t alone.
We don’t hire entry-level people
One of the comments I heard most often from these job seekers (about a dozen of them) is that “no one” is willing to hire entry-level people. The interesting thing is that none of these folks have zero experience. Most of them are looking for work in the restaurant (not fast-food) business, at least for now. Some of them have management experience – and no, I don’t mean they were an “assistant manager”, today’s euphemism for “an overtime-exempt barely supervisory level person who works 70 to 100 hours a week yet gets paid for 40”.
I recently met some of these so-called Millennials at a brewery in Missoula because I wanted to hear about their experiences.
Here’s a short list:
People post jobs on Craigslist and never hire anyone. Old news.
People post jobs on Craigslist indicating they are “hiring now”. They interview for the openings, but during the interview, make it clear that they still aren’t sure if they are going to hire anyone – even weeks after they posted the job.
Interviewees are told they can’t be hired because the hiring manager doesn’t believe they can learn something new – even if that “something new” is something most adults could do coherently with fewer than 10 minutes of instruction.
One of the “unlearnable” skills was refilling the items on a salad bar. The allegedly “can’t do salad bar” person had several years of restaurant experience serving and doing prep work, but hadn’t worked in a place with a salad bar. Thus, the hiring manager stated they were unqualified and unable to learn that “skill”. End of discussion, with no opportunity to prove otherwise.
Strategies for entry level people & those who hire them
After hearing the job seeker’s laments, I gave them a few strategies for dealing with the situation, including making the employer an offer like this one:
“I understand that you’re worried that I can’t do the job, so I’ll work the rest of the day for nothing, starting right now. If I don’t prove my worth, I’ll walk away and you owe me nothing. If I prove I can do it, you’ll hire me on the spot and include pay for today’s work in my first paycheck. Does that sound fair?”
Employers: In my experience, testing works, but only if real work is used for the test.
In the last 15 years, all but two of the people I’ve hired lived in a different state. Only three were not tested in advance. Anyone tested was paid for their test work whether they were hired or not (easier to stay legal – and you can do this without a big hassle). Test them once or as much as it takes until you know what they’re made of. Don’t waste time and money giving them made up test work. Give them real work with a minimum of instruction as necessary. Make them show their stuff – especially their resourcefulness and willingness to figure it out.
If you view Millennials as slackers with no work ethic or motivation, and are unwilling to test to identify good people of all ages, it will be difficult competing with hiring managers willing to make this effort.
When you’re on the road, little things matter. In fact, they matter all the time. Every. Single. Day.
That extra comment or tip from the lady at check-in. The friendly suggestion from the dude who drives the shuttle. A restaurant recommendation from the parking/cab attendant that turns out to be amazing and a good bargain all in one.
When delivered consistently, they can grow well beyond the sum of each act.
Think about the little things your people do and how your business handles them.
They matter, but they’re almost impossible to put into place with a training program. More often than not, you get them when you hire.
Hire well. It’s the most important little thing you do.
Note: I am blogging on behalf of Visa Business and received compensation for my time from Visa for sharing my views in this post, but the views expressed here are solely mine, not Visa’s. See full disclosure at the bottom of this post.
Doctor Obvious says “Hiring the right people is crucial for any small business.”
While Dr. O has a point, what the good doctor won’t tell you is what’s most important about finding the right people.
What’s more important to you when hiring? Experience? Cultural fit? Attitude?
Production experience matters, no matter what “production” means to your business. No one would argue the value of hiring someone who “hits the ground running” (i.e.,: creates value from the day they arrive).
Assuming you do a good job of evaluating experience, you gain from the training and work that person’s done in the past. You may also gain from things important to the both of you that they didn’t have the opportunity to demonstrate at previous employers.
Experience isn’t always required. Many businesses hire for entry-level positions, but there’s still some experience that you can seek. For example, interests and hobbies that relate to the work can help entry-level staffers become productive quickly.
But…is experience the most important factor?
What about cultural fit?
How new staff members fit your business culture-wise isn’t more or less important than the experience they offer – it’s equally important.
If a new employee doesn’t fit your company’s culture, their experience won’t matter. The clashes will prove that. With the speed and quality expectations of today’s business, the ability to collaborate is more important than ever. Even for programmers who often find themselves working alone far from the main office – the ability to collaborate is essential.
One of the things that always impresses me about a candidate is when they understand that they’re here to make stuff happen, no matter what the job. This isn’t so much a cultural fit with the staff as it is with the company’s goals. In a small business, it’s a must-have mindset.
My “initiative test” with the paper ball is one way to check a candidate’s initiative and attention to detail. When someone comes into my office for an interview, I leave the small wad of paper on the floor between the door and the candidate’s chair – making sure there’s a trashcan within reach.
I want to know when “management” isn’t around that they will address something when they see it. Initiative matters. When I look for someone, I don’t want to hear “it isn’t my job”, I want to see that they’re going to either take it on, put it on the list of things to deal with or delegate it properly to the right person.
Culture extends beyond collaboration and initiative
Culture is also how your business works.
Think about a few critical path situations from your past and work them into your interview process.
You’re looking for situations that:
Save (or lose) a new customer
Save (or lose) a long term customer
Expose a known and not-yet-addressed weakness in your business
Show off your staff’s “amazingness”
Show weaknesses of the past, sometimes ugly ones
While a full-on role play with the candidate may not be necessary, discussing the situation will show the candidate’s:
Ability to think on their feet
Experience with the situations in question
Values re: customers
Aplomb during a challenging situation
Even if the position you’re hiring for isn’t primarily about customer service/support/interaction, these scenarios will help you evaluate cultural fit. Does their response echo what your staff would/should do? Is it even better? Will they serve as not only a good staff member, but also as a good example?
When things don’t go well with a customer, this doesnâ€™t mean the customer is a pain or is not a â€œgood customer”. They may be a challenge because they push your skill/service boundaries, or they’re just difficult to work with in some form (what’s their baggage?). A staffer who handles these situations well has great value.
Your candidate’s responses will shine a light on the best of both worlds – how they’ll fit your culture and your clients while leveraging their experience.
DISCLOSURE: I am blogging on behalf of Visa Business and received compensation for my time from Visa for sharing my views in this post, but the views expressed here are solely mine, not Visa’s. Visit http://facebook.com/visasmallbiz to take a look at the reinvented Facebook Page: Well Sourced by Visa Business.
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