It can be daunting to hire and educate your staff. Few things are worse than investing a lot of resources to make a rental and then discovering it was the wrong rental.
In addition to adopting the posture and adjustment, do the following four things.
- Create an effective job description
The reality is that you don’t need more people. You need the right people.
A correct job description can drive out the wrong people and attract only those who meet their needs.
Think of the words that attract the right person when planning your job description. Think about it from the candidate’s perspective, especially from the perspective of why he would be dissatisfied with his current position and why yours is right for him.
You really want candidates to see your job description and say to themselves, “This is perfect!” or “Well, it doesn’t bother me.”
- Rent slowly. Shoot fast. (Serious.)
Continue to adapt and take the time to decide based on attitude and potential. You can offer a trial period and use the “Let me tell me” model to train them. It is a very effective teaching method that activates different parts of the brain.
They do the work you need, assessing your performance and adaptability.
Some questions to ask: Are they eager to dive on the first day? Does the person form the team? Do customers like them?
Let them go, if necessary. Don’t be afraid to shoot quickly or you could damage your current team.
- Delegate the results, not the tasks
Nobody likes to just mark a to-do list. Do not tell them exactly what to do when integrating team members; tell them what you want to experience as a result.
In this scenario, the team member is responsible for you, the leader. That is why it is important to emphasize a culture of collaboration and co-creation – and why it is important to find the right fit for such an environment.
- Set a precedent for extraordinary results
It is an illusion on our part to think that the person will stay forever because we find the right person in the right position. While we can hope so, it is important to be realistic. This means documenting the team’s processes so that you can repeat complicated routine operations after people leave.
It is a step in building systems, but it also has a responsibility to define what you expect from contract team members.
Good documentation goes beyond writing what is done daily. Here are some tips to help you set up a “manual”, such as standard operating procedures (SOPs):
- Keep all writing short.
- Replace written documentation with flowcharts to illustrate the processes.
- Use short checklists to support the process.
- Simplify the use of icons and images.
- Organize processes into substeps, if necessary.
Encourage your team to write the documentation in-house. By doing it yourself, you can ensure that you will follow the procedures proactively and effectively.
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Every manager made a bad hiring decision by asking himself
- Am I a bad person?
- Am I doing it wrong?
- I was never a pilot, I just need more hands to help. What should I do?
Ultimately, you want people who are not afraid to roll up their sleeves. If they can’t, don’t try to change it; this effort is unlikely to produce long-term results.
But if you hire the right person with the right attitude, you know that that person will have a positive effect on the entire team and increase everyone’s level of performance.