How to Hire Terrific Employees:Part Two

Part Two: Teach Applicants About Your Business During Screening and Training
By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.

Read Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills

Use educational questions in screening as well as during probation and training.
Take every opportunity to educate them about the responsibilities of the job.

Any job is more complicated than an applicant could initially perceive. Describe a typical work day, from start to finish. Then ask the prospect:

How do you best learn new skills and routines?

Caution Answers:

• “Just tell me what to do.”
• "I don’t know” (or a shrug).
• “I can handle it. It’s not that different from my last job.”
  

Welcome Answers:

• “Show me exactly how you want me to do things.”
  
• “Explain how I can do things the best way possible.”
• “I’ll watch and ask other staff.”
• “I’d love to learn more about ______.”

Follow-up comment and questions:

It’s the manager’s job to watch for where employees are doing well and where they need training. This includes appearance and work habits, and how they interact with you, other staff, and customers. Pay attention to how they talk to you. Will you enjoy training them? Do you think this candidate will be able to ask questions of you?

The most important part of the job may be helping customers who are looking for solutions. Some will be anxious about discussing private problems with a stranger. Ask your prospective employee:

• How would you go about helping a customer feel welcome?
• How do you think you would handle a delicate or complicated request if you did not know what resources we could offer?
  

Give examples of the kinds of customer questions or problems typically faced in your business. Listen to the response to determine the prospect’s level of skill, sensitivity, and personal style.

Reflect on the Applicant’s Answers

Hold back any indication you might hire the applicant, and explain you need time to consider all factors. Reflect on the interview by asking yourself if she really listened. Did she show interest in the issues that were important to you? What is your sense about how she would assist a confused or dissatisfied customer?

If you are undecided, meet with her again. A second interview allows time to present your specific concerns. You also confirm how important this job opening is to you.

Always call the references. Describe the specifics of the position and ask if there might be an area where she would shine or need training. Ask if they would consider hiring her for such a position. Previous employers seldom speak directly about poor performance or even major problems. Still, you can gather subtle clues by reading the tone and hesitations to your questions. A glowing report will reinforce your own positive response.

A Probation Period Reduces Stress for Everyone

Once you have decided to offer someone a probationary position, make the details absolutely clear. How are wages and responsibilities increased? How long does probation last? If the job is full time, thirty days is long enough. For a part time position, make it sixty days. This gives her time to find out if she likes the work, while you discern if the position matches her skills and personal qualities.

Create an Individual Job Description

The first hurdle is to explain the details of the job. No standard job description can include every expectation. Improve on this by writing brief instructions of each task. Even better, ask that she write her own notes about each item as you explain what you expect her to do. Keep the task list informal yet specific.

For someone who works on the floor of a retail store, a sample might include:

• Keep store clean and shelves stocked.
• Record all sales immediately and accurately.
• Give a warm greeting to every customer.
• Keep displays well organized and uncluttered.
• Return calls on answering machine within fifteen minutes.
• The shift starts fifteen minutes before the store opens, stressing the importance of being on time.
  

Include any information that will give the new employee a bigger picture of his or her role.

Put this original job description in the prospective employee’s file. Hand her a copy, with instructions to keep it up to date regarding expanding responsibilities. Make it clear she must prove the ability not only to handle the tasks on the job, but also to show empathy with customers and co-workers. Explain that you want to hear her opinions and concerns as soon as they arise.

Focus on the worker’s affinity for tasks, along with her effect on the emotional energy in your store. If she does not fit in, encourage her to find a job that is better suited to her skills and interests. Major problems in behavior or attitude, such as creating a scene or breaking a known rule, reveal immaturity and seldom improve with second chances. Let a mismatched or disrespectful worker go immediately.

Initiate Discussion as Part of Training

Ask the following questions at the end of the first week. They are designed to deepen the candidate’s understanding of the goals for your business and how he or she can help you achieve them. Take advantage of quiet times during work and ask about specific topics one at a time in your own style.

Be sure to check in each week to see if there is follow-up on suggestions.
Ask:

What do you like so far about working here?

Caution Answers:

• “It’s quiet and easy.”
• Looks around as if she were not paying attention to details.
  

Welcome Answers:

• “I love the products and the people I work with.”
• “Customers are great.”
• “I like the way it’s organized.”
  

Follow-up comments and questions:

You want all employees to feel free to suggest new products, ideas for better service, and ways to improve business. To find out where the employee is most comfortable talking with you and brainstorm ideas, ask:

• How would you feel the most comfortable offering suggestions to me?
  
• In my office?
  
• Walking around the floor of the business?
  

It’s the manager’s job to keep the interaction fresh. Ask candidates at least once a week:

What are you learning? What more are you ready to learn?

Caution Answers:

• “I’m reading some good stuff.”
• “I’m doing okay. Job’s pretty easy” (or a shrug).
  

Welcome Answers:

• “I’m learning to research topics people are asking about.”
• “How can I help increase sales?”
  
• “How to run a store so it works well.”
  

Follow-up comments and questions: Your customers may need answers to very personal problems. Ask:

What kind of questions are you getting from customers? How do you think you’ve handled them? Tell stories from your own learning experiences to model how you want them to handle problems. This encourages them to see you as a resource, and makes it easier to admit difficulties and ask your advice.

Continue this article… Part Three: Build Interactive Evaluation into Probation and Training

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, March 2006.