Here’s tip #30 from my book: 100 +1 Top Tools, Tips & Techniques to Attract & Recruit Top Talent:
The Person You Did Not Hire Could Be Your Next Great Employee. When was the last time you actually went back and looked at the applicants who almost got the last job or the one before that? These are prescreened, well-qualified people and you already have their contact info!
Here’s tip #42 from my book: 100 + 1 Top Tools, Tips & Techniques to Attract & Recruit Top Talent:
Partner with Your Competition – Two competing organizations, only two blocks apart, had a need for the same type of person, but each of them had only a part-time opening. They got together and hired a better person than either of them could have hired on their own because they were able to give the new hire 45 hours of work between them. (This could work with any neighboring employer as well, of course.)
Quit making the consultants rich and look at the real research! When it comes to workplace behaviors and work ethic, there are no major differences between Baby Boomers, Gen Xers, and Millennials. (While we do market to different generations, we need to remember to manage our employees as individuals — no matter what their generation.)
Performance reviews are a universally dreaded exercise. However, regular feedback is required to build an engaged and committed team.
Here’s a way to skip the forms and awkward conversations and simplify the process. Begin by asking yourself this one simple question: “Would I hire this person again?”
If the answer is “yes,” write down why. Are they dependable, and self-controlled? Are they focused at work? How can they improve? Share your answers with the employee. They’ll appreciate the feedback and be motivated to earn more positive reviews.
If the answer is “no,” ask yourself, why? Did you make a hiring mistake? If it was a poor hiring decision, you’ll first need to have an honest discussion with the employee about their future with you. Then, improve your hiring systems to avoid future mistaken hiring decisions.
If it wasn’t a hiring mistake, ask yourself, did I do everything possible to help this person succeed? Did they have the training, tools, and equipment needed to do their job? Did I provide the culture and leadership needed to motivate and inspire? If you didn’t provide them with what they needed, now you know what you need to do. Share what you’ve learned with the person and what you’re planning to do (like provide additional training). They’ll see that you want them to succeed and be more likely to improve.
How questions are all well and good if you’d like to find out about a person’s training and experience. For instance, “How did you learn to do that?” or “How would you go about doing this?”
However, if you’d like to learn more about how the applicant thinks and, therefore, whether or not the person is a good fit for the job, ask: “Why did you learn to do that?” and “Why would you do it that way?”
If your organization requires uniforms for its workforce, during the hiring process, it’s a good idea to ask: “Do you have any objections to wearing the required uniform?” and to then explain some of the benefits uniforms provide for the organization and its employees. For instance: