By: Jason Files, Regional Vice President at SnapDragon Associates, LLC
Hiring the Good Character You have made the decision that you need to hire someone for an important role at your company. Of course you need this candidate to have related experience; however, how do you make an informed decision regarding the moral character of your new hire? I would always advise a client to conduct background checks, check references, and administer personality profile tests; although, each one of these steps has flaws that can be exploited by an immoral candidate. I have interviewed hundreds if not thousands of candidates over the years. Year after year, I have been burned by immoral candidates. This year, I have seen my fair share of those with poor character; however, by changing my own thinking, I have been able to identify potential flaws much faster. The technique that I now utilize is my own Red Flag Policy. I admit the policy has its own flaws; however, you can tailor the policy to fit your own needs. The Red Flag- Always assume that each candidate has the strongest moral fiber. Every candidate comes with a clean slate and great character that is not questioned. Those with poor moral fiber will expose their own flaws on their own. Once the flaw in character is evident, I immediately move on to the next candidate. Yes, one Red Flag and he or she is out. So what constitutes a red flag to me?
The good news is that there are still good people out there. There are people that are honest, respectful, hard working, loyal, and professional. They do not allow for their character to be put into question. They will give you the honest answer, not the answer you want to hear. They will be honest with the good news and the bad news. Rather than dwell on the problems, these are the candidates that offer assistance or solutions. Remember, always assume the best in a candidate, and wait for them to prove you right or wrong.. As a former owner of three businesses and in my current position as an executive recruiter in the Building Materials industry, I have had to confront this conundrum almost daily. Here is what I’ve learned. Careers are not what every young person is looking for, but the smart, well-educated kids with good social and communication skills are looking to find a position with a solid company that presents future advancement potential. As a recruiter, I learned quickly to ask an employer to detail a realistic “Career Path” for potential employees. I was amazed by the silence that greeted that question more times than not and how many managers never considered the value in communicating that pathway, especially, to young candidates. So, here is how to make an entry level position a little more “Sexy”! For those smart, outgoing kids that you “know” have potential to become a valuable asset to your company’s bottom line over the years, sell them on the future! Show them their potential Career Path on paper; like a road map. AAA Lumber Distributing - “So, here is the potential Career Path for you. We’ll start you out in the yard for a bit so you can learn the products and how we do things. Then you will move to inside sales. The next step would be to Outside Product Specialist and then to Territory Manager. The next move would be to Regional Sales Manager and eventually, VP of Sales.” Most talented kids understand that they can’t start at the top. They are prepared to start near the bottom if they are presented with a clear pathway and the expectations that need to be met for advancement over time. Communicating a Career Path is not just for kids. We are conducting several “Succession Plan Staffing” consultations. We deal with upper management candidates who will often accept a lateral position or salary move if they clearly understand that they are an important part of a comprehensive Succession Planning Event. Their “Career Path” has been precisely communicated and they become comfortable about making the move. For example, you have increased your chances of landing a highly successful Sales Manager who otherwise was looking for his next move to be into a “V” or “C” level role with a competitor. After all is said and done, the talented folks you attract to your company will make the present more profitable and your future more certain. Bob King is the co-founder of Coastal Forest Products, Edge Building Products, Sensibuilt Building Products and is a past board member of NAWLA. He is currently an Executive Recruiter & Succession Plan Staffing Consultant at SnapDragon Associates in Bedford, NH [email protected] By Katie Hagan
As a Recruiter specializing in direct hire placement within the LBM Industry, I frequently work with clients experiencing similar situations to that of Ike vs. Mike. Retailers, Distributors, and Manufacturers across the United States share the same sentiment regarding a stand-out strategy. Product is product; so, what makes a business better than the competitor? The customer experience, which can only be achieved through employing the most knowledgeable and friendly staff a business can find. Many business owners find themselves in a tough spot regarding the topic of promoting from within the business. Employees like Ike are not a dime a dozen - loyal, hardworking and dedicated. Celebrating a 50th anniversary with a company is rare in any industry, and employees like Ike bring immense value to an organization. I speak daily with people like Mike - the employee who began as a part time yard worker, transitioned through multiple roles, and currently feels as though his potential has been capped. It is realistic that before too long Mike will receive a call from someone like me offering a confidential way to review potential job opportunities. After my call Mike will start thinking about his future and begin to put things in perspective and realize it might be time - time to open his options and perhaps make a move to an organization in the midst of succession planning. Mike is ready for the GM role, and timing is of the essence. In my position, I advise both Clients and Candidates that honest communication is essential - business is business, and we must separate personal feelings as to not tarnish relationships and burn bridges. It is wrong to just step back as things do not always have a way of “working themselves out.” Everyone knows the story of being loyal to Ike at the detriment of losing Mike and ultimately the future of our company goes down the road to the competitor who benefits from your development. Mike deserves the truth, and, as an Owner, you owe that to him. If you're not willing to lose Ike and are confident Mike will remain only in the role of GM despite being viewed as a strong future leader, it is only ethical to allow him the potential of furthering his career with a business currently in need. Maybe Mike is so loyal to your company that he is willing to stick it out? He could see your follow-through regarding the commitment previously made to Ike and be willing to be groomed, so when Ike retires, he can be the next in line. Be candid, be honest but be a communicator. There is nothing wrong with having an honest talk with both on where you stand and what your expectations and goals for each are. Too often these conversations don’t happen, Mike leaves and then you start to feel animosity towards Ike for not retiring sooner. Make Ike feel part of the process in grooming Mike for the role and you have come up with the right remedy for both parties. If you do not communicate with both, Mike will probably move on and take a GM role with another company. But if you are honest with him and let Mike make the decision to wait Ike out and he leaves anyhow, he should go with no animosity towards you or your business. No hard feelings; he found an opportunity that you were unable to provide in a time period he could not live with. You were open and honest with him and most importantly, you didn't hold him back. When Ike is ready to retire – have the agreement that he give you adequate time to find his replacement as that is when it is time to find and attract fresh talent and start building bench strength within the organization. Have Ike be part of the transition and you will be better off. When you do get ready to start planning your succession plan, call us! In a recent article featured on CNBC.com titled "More confident, people are quitting jobs: Why that may be bad," writer John W. Schoen indicates more people are quitting their jobs and risking unemployment since the plummet of the economy in 2008. He writes, "The rise in quits is being driven, in part, by a rise in the number of job openings, which are now more plentiful than any time since 2008...The increasing numbers show the economy getting stronger, the theory goes, because workers are getting confident enough to take on the risk of changing jobs—or leaving the workforce altogether." Although the majority of people leaving their positions are nearing the end of their working career and anticipating retirement, none so few are also recent college graduates seeking to make a break into their chosen career field but are having a difficult time of it due to lack of experience required by many employers. The graph below shows the annual percentages of people quitting their jobs for good based on age range. Schoen continues on saying that based on a CBO Report, it is estimated that many people are also leaving the work force due to the availability of affordable healthcare outside of an employer," some of those workers who quit because they can afford health care on their own may start a new business, creating more jobs and wages for others who are ready for a new professional challenge."
Whether you're considering leaving your current position or have been out of work due to lay-off, we here at SnapDragon Associates are here to help you in your job search within the Lumber and Building Materials Industry. Contact us today to speak with one of our talented recruiters! How to differentiate your company from your competition. By Bob King
I think we would all agree that the best pathway to grow your business while maintaining sustainable margins is to differentiate your company’s staff, products and service levels from those of your competitors. So, where do you start? Begin your assessment by getting R.E.A.L.! R. - Reputation for Reliability: Reputation is how your customers think about you! Do your customers associate your people, products, and services with being more reliable than the competition? Ask them. E. – Expertise: Do your customers value your people as being knowledgeable, experienced and dependable “trusted advisors”? A. – Affordability: You don’t want to be the “Cheapest”, but are you the “Best value proposition”? Coach your people on how to competently verbalize this to your customers in a brief and understandable manner. L. – Longevity: Your “staying power” comes down to consistent customer satisfaction. Customer service starts at the top of the company as an expressed value instilled in every employee at every level, no matter how big that company gets. The challenge is to be so close to customers, so genuinely interested in knowing them and understanding their businesses, that we can take them not only where they want to go now, but to where they will want to be in one, two or five years. Bob King is the co-founder of Coastal Forest Products, Edge Building Products, Sensibuilt Building Products and past NAWLA Board member. Bob is currently an Executive Recruiter at SnapDragon Associates in Bedford NH. [email protected]
|