Most owners and managers hope for candidates with great résumés who are already trained. But this may not be the best way to staff your company with loyal, customer-oriented people. With all the choices clients have when shopping for goods and services, a positive personal interaction is essential to clinch a sale or contract—and promote customer loyalty.
To find the right mix of personality and skills, it’s often wiser to lean toward people who naturally care about others. Providing necessary skills through training unique to your business is usually easier than teaching empathy to those with little interest in helping others.
We all want to trust our intuition. This is why it’s tempting to jump at hiring someone after one lively conversation. However, a feeling of rapport is only one important element that can indicate a good fit in your office. Candidates may treat their boss differently than they do co-workers and clients. Informed intuition requires time to find out who people really are and if they have the qualities your business needs.Three elements of a thorough hiring process.
To identify a candidate’s personal qualities, your hiring process needs screening, probation and evaluation periods. Each element reveals important aspects of personality as well as skill. You may wonder if you have the knowledge, skill or patience to direct such a thorough hiring process. Take heart. If you love your business and know your customers, you have all the information you need.
Getting the most from screening
People who shine under pressure and claim dazzling skills may not have empathy for customers or be supportive to all levels of staffing. Someone who appears less confident at a first meeting may turn out to be an ideal match for your long-term needs. You can detach from the natural tendency to want to like and be liked by concentrating your screening to reveal evidence of respect and maturity.
First, set up a formal interview, or a series of interviews, involving key personnel whose opinions you trust. Ask candidates to bring in an application that includes: A written statement of what they like (or think they’ll like) about working in your type of business; a description of an ideal working environment—including hours, responsibility and preferences in client services; a description of personal interests and unique experiences; and contact information for three references—two from supervisors and others from clients if applicable.
Second, use prepared questions so you can focus on important topics. Create these together with your existing staff or partners, focusing on the values and ethics that best represent your business. Avoid questions with “yes” or “no” answers.
Third, cite real examples of problems and challenges faced in your particular business, and ask each candidate how he or she might handle them. Their responses will show a great deal about their skill level, sensitivity and personal style.
Fourth, stay neutral by avoiding negative reactions or eager praise. Breathe easily and keep calm yet alert. Observe expressions and body language as well as words.
Last, ask them to express their ideas about how to increase customer loyalty and success. Or invite them to discuss what they did to help grow business in their last (or current) position.
Reflect after the interview: Do they follow instructions? Can they communicate in writing? Are they comfortable engaging with you, and you with them? Do they interrupt or try to impress rather than listen? These are all clues about how they’ll interact with customers and staff.
Always call supervisory references. Describe the position and ask how the prospect might shine or need training. Would the supervisor consider hiring the candidate for such a position? Gather subtle clues by reading voice tone or hesitations.
Probation gives you both time to decide
If you sense adequate maturity and capability, offer a probationary position. Make the details absolutely clear and in writing. Stress that you expect them to be in training for all aspects the job. A great attitude is a combination of curiosity for skills and details with reflection on mistakes. A sense of humor and patience with themselves and others are also good qualities.
The probationary period should last 60 days. Write out an agreed salary and benefits package that specifies bonus and raise protocols, and have applicants read and sign it (provide them with a copy as well). Stress that probation is for training and testing for a mutual sense of a job fit. Let them know you’ll be giving—and seeking—feedback actively during this time.
Go over a list of expectations for the initial 60 days. In a professional office, the list might include: Completing client files daily, with written instructions to support staff; engaging clients and co-workers in appropriate personal interaction; demonstrating problem-solving and avoiding criticism; being fully present and ready to work; using courtesy and respect toward all levels of staff. Also, if they’re responsible for active client interaction, they must keep the customers’ needs first and ask for assistance to ensure a high quality of service. Signs of being distracted or stressed will often increase over time.
During this probation and training period, keep your mind open by frequently asking yourself if they consistently reflect the values and behaviors you want most for your business.
Evaluation throughout probation
Evaluation consists of feedback and the formal hiring interview. It lets you measure progress, build morale and turn good candidates into terrific employees. Feedback gives direction toward earning a permanent position. How people respond to your suggestions reveals their maturity. Pay attention to how well they correct mistakes. Encourage discussion about how to add value to your business.
- Every few days, ask if they have any questions and what more they want to learn.
- Sit in on at least one client interaction to get a feeling for rapport skills.
- Speak privately and calmly to the candidate when mistakes occur.
- Thank them when they handle tricky situations, show initiative or admit errors.
- Ask staff about the candidates’ affinity for tasks and their effect on the emotional energy in your business. If they’re not fitting in, encourage them to find a situation better suited to their skills and interests.
- Major problems, such as making scenes or breaking a known rule, reveal immaturity and seldom improve with second chances. Let disrespectful candidates go immediately.
By the end of the probationary period, you’ll know whether or not the candidate is mature and caring. Acknowledge this with a formal hiring interview. Allow an hour of uninterrupted time to review concerns and encourage additional training.
During the review, refer to the original list and ask candidates to evaluate their performance on each item. You’ll be relieved to find how honestly, even harshly, most will reflect on weak areas. Acknowledge areas of accomplishment and discuss solutions for challenges. Delegate new tasks and upgrade the permanent job description.
End the interview with a celebration of their new status as an employee. Give promised wages and other prerequisites. Describe how they’ve become an asset to your business. Should they believe their performance is distinctly better than you’ve observed, or if they complain about the agreed benefits or co-workers, suggest areas for improvement and extend the probation period another 30 days.
Your reward is mutual trust
Use all three phases of screening, probation and evaluation to avoid making a snap decision. From the moment people apply for a position, you can model how you want them to treat you and your customers—with honesty and respect. By continually orienting them to a bigger picture of your goals, they’ll understand how their role is important to the success of your business. Most important of all, you can confidently ask for the best from your employees. They’ll love their jobs and will trust you to listen to their ideas and concerns.
Cynthia Wall, LCSW, lives on the Mendocino Coast. A therapist, consultant, and the author of “The Courage to Trust” (Oakland, CA: New Harbinger Publication, 2005), she started her practice and seminar business in 1985, supervising professional interns and office staff. This opened her eyes to the complexity of managing personnel in even the smallest of ventures. In workshops and individual consultations, she helps small businesses translate the successful strategies of larger corporations to supervise their employees with compassionate honesty. You can reach her at www.CynthiaWall.com.
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