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If You Want to Fly with Eagles, Don't Hire a Turkey!
by Suzanne Mark
Owner - MARK of Excellence
MARK of Excellence
Hiring the right person for the right job can be one of the most rewarding experiences a manager can have. Hiring the right person for the right job can not only get the job done properly, but can be a motivator for all the staff around them. However, if you hire the wrong person it can be a frustrating, time consuming and costly process if you end up with a turkey and you were searching for an eagle. It is costly in both your time and other's time as well as advertising fees through the hiring process of advertising, screening, selecting, orienting and training them. Further, there are operational mistakes the wrong person may make AND the manager and staff have to repeat the entire process for a new person. Additionally, if staff are not hired properly or terminated improperly, it can result in legal and financial ramifications as well as further loss of your time and other staff productivity as well as unemployment compensation claims. If you don't have time to hire the right person, will you have time to rehire their replacement?
Here are a few points to ponder in preparing for the selection process:
uBefore you place the first ad - have detailed job descriptions, policy manuals - including statements on OSHA and sexual harassment - up to date. In fact, all of these should be periodically reviewed to ensure that they represent current practices. The commencement of hiring is a logical time to perform this review and updating. When possible, all potential candidates should be given a copy of the job description and this should be reviewed with the candidates in the interview process. This will help them also make a correct choice in securing employment that will be a satisfying experience for both parties.
The potential employee has an equal share in the responsibility in choosing a job that is going to meet their needs. This is particularly relevant in today'sjob market, where with high unemployment in some areas of the country, folks will take whatever job is offered 'until something better comes along'. Don't let your position just be a line on their resume!
u Include any required knowledge, skills and abilities (KSAs) in any job listings and advertising. Any requirements such as valid drivers license, real estate or campground real estate license, CPR, life guarding etc. need to be listed in a job announcement and should also appear in the job description. It is also recommended that during the selection process these items be mentioned to validate that the candidate does meet your requirements. Upon hiring, a photocopy of any required training, certifications or licensure needs to be placed in the new employee's permanent file. KSA's should also include but are not limited to items such as physical requirements of the job, i.e. lifting abilities of maintenance staff, standing for long periods of time for store or front desk staff, computer skills, and ability to work with people. Where possible these KSAs should be quantifiable (i.e. able to lift 50 lbs. or able to stand for 2 hours) rather than open ended and vague statements.
u Conditions of employment should be included in the job description and covered during the interview process. A condition of employment is a required aspect of the job that is a specific to a particular job - usually in the job description and any letter of intent to hire. They may also be items that are unusual or out of the ordinary to employment situations in general. Some items of importance in our industry would include:
The bottom line on conditions of employment is that it is in writing and in advance of employment.
While these items may seem like minor things, it can be a real turn off for a new employee to be excited about starting a new job only to arrive and within a few days find that they have to work Christmas or July 4th weekend and they've always spent it with their family. Motivational research indicates that money is rarely the sole motivator or de-motivator.
u Have the tools of the trade ready for them. This may include having uniforms ordered, nametags, workspace availability, office equipment or materiel in place. There's nothing more demoralizing for employees to be excited to start a new job only to find that the employer isn't ready for them. Don't forget to have copies of any keys they may need. Most jobs in our industry require more than just warm bodies. Even someone assigned to trash pick up needs trash bags, protective gloves and probably a stick with a nail on the end to police for cigarette butts.
u Maintain a pool of applications. Keep applications of those previously interviewed and deemed qualified for future opportunities. When someone gives notice of resignation or an employer needs to terminate a below standard employee, it's already too late to have their replacement on board for overlap or transitional training by the departing individual.
It may be inopportune to have a position vacant during a re-selection process of even two weeks. By having applications on hand, it shortens the process.
Periodically listing jobs on www.resorttrades.com" target="_blank">http://www.resorttrades.com">www.resorttrades.com or in the Resort Trades printed publication can provide a future pool of applicants. Some other sources for job listings are now available on the Internet. Sites like monster.com, coolworks.com, nrpa.org (job bulletin), r-c-r-a.org (job bulletin especially for recreation staff), outdoorhospitalitycareers.com and workamper.com offer national exposure for resort jobs with little expense to the employer. Ours is a very mobile job pool and frequently potential staff are willing to relocate. Our resorts are frequently in prime locations and the local job pool may not have the particular kind of individual your resort needs.
u The interview process is probably the greatest time robber for the manager. To reduce the manager's time in the screening process, involve relevant staff in narrowing the field of the list of those who should be interviewed. Even screening potential interviewees via phone or email communications can eliminate time consuming face to face interviews.
Sometimes other staff can do preliminary interviews and further refine the search to only five or so individuals, sometimes even fewer. Having a list of standard questions also helps.
A pre-assembled sheet with room between each question can also provide for notes about a particular individual. After three interviews, it can be difficult to remember who's who.
u Don't ask illegal questions. During the interview process, questions regarding ethnic & national origin, age, sex, religion, family lifestyle, including the presence of minor children, may not be asked under EEOC regulations.
u Do conduct background checks. These include, but are not limited to, verification of past employment, credit checks and in the case of anyone dealing with minors - criminal checks. There is an added expense in having these tasks performed, but it is essential to know who you are really hiring.
u Upon hiring, contact other candidates and let them know of your decision. To those who were close to what you wanted, let them know that you will keep them on file for future opportunities. This builds good will. The most frequent complaint from applicants is that they never hear anything from a prospective employer. Also remember that if the current hire doesn't work out you may need to re-contact one of the other eligible applicants.
u Present adequate orientation and training including safety and OSHA standards. 'Dumping them into the pool' and hoping they can swim just doesn't cut it anymore. You need to help them feel part of the team. This may even mean making sure the first few days they know about coffee breaks and have some seasoned employee to have lunch with them. If you want them to march to the tune you're playing, you have to teach them the music.
u During or immediately after orientation and training, document that they have read and understand the job description, policies and procedures. Retain the documentation in the employee's permanent file.
u Just 'set it and forget it' is a popular T.V. commercial. However, it's not good advice for new employees. In the early days of a new hire, check with them frequently as to their progress, not only in specific job tasks, but their assimilation as a member of the team. If they are in sales, do they know a little about operations? If they're in the kitchen, do they know where the front desk is?
It's not coddling, it's caring!
u If you find after all this that you accidentally mistook a turkey for an eagle, let em' go ASAP. The longer you keep a substandard employee or one that's just not working out, the harder it is to dismiss them both legally, ethically and sometimes emotionally. Sometimes we all make mistakes and it's a burden on everyone when we fail to correct them in a reasonable time.
Working short staffed can frequently be more productive and motivating than having deadweight. God bless, one less!
Following these few simple rules can curtail hiring mishaps and weed out the turkeys to let you, your customers, your organization and your employees soar with eagles.