How do I get (and keep) the people that will grow my business?
What you will get from this article:
- Understand the three crucial components of an effective employee retention strategy
- The 3 questions to ask potential employees
- Discover how to identify your own nature, which will help you to better assess others
- Access the tools needed to classify your business identity
Hiring. Does it strike fear into your heart? You’re not alone.
How to hire the right employees
Hiring issues are one of the biggest (and most expensive) pitfalls for anyone looking to build a team. No matter how many interviews, tests, evaluations – if you’re not looking at the right metrics, you might hire someone who ultimately will leave in a matter of weeks or months, forcing you to start the search all over again. Or, even worse: Instead of hiring the right employee, you hire the wrong person and then they proceed to wreck whatever you’ve built. And you can’t get them to leave.
Here we look at employee retention strategies, or the ways to ensure you get the right people in the right places. It breaks down to just three parts: Can Do, Will Do and Team Fit.
Hiring the right employee: The logic behind Can Do / Will Do / Team Fit
Say you’re going to hire someone to work for your company. It’s not the person that you hire that destroys a company – it’s the person you fail to fire. The wrong people can take the best product or service and destroy it. Think of that server at the five-star restaurant who basically ignored you during the entire meal; even if you still enjoyed incredible food, the experience was ruined by your rude waiter.
On the flip side, hiring good employees can take a terrible company or service and make it amazing. The same logic applies to intimate relationships and friendships – it’s also the reason why so many of us go through multiple partners and friend groups throughout our lives. You need to select the right people and have them at the right time. And that means asking the right questions.
Here, we’ll stick with hiring, but remember – the same principles apply to all the relationships in your life, not just for employee retention strategies.
Question 1: Can they do the job?
Usually looking at a résumé and reviewing a person’s background tells you if someone has the experience needed to perform any given job. If they truly have the skill sets needed, this question can be answered quickly. And if the person doesn’t have the right skill set already, ask yourself, can they learn it – or will they struggle to understand and execute effectively?
Question 2: Will they do the job well long-term?
This question is a bit more complex. Basically, does this person seem like someone who will be committed to your brand for the long haul? To figure this answer out, you need to understand what the person’s goals are as well as their true nature. If the job feeds that nature, chances are they’ll stick around. That’s the secret to hiring the right employee.
For example, can an introverted person serve as an effective salesperson? Of course. Will they sell effectively long term? No. Why? Because people’s nature rarely changes. When you find a position where a person’s nature is rewarded by the job itself and they possess the necessary skills, you’re well on your way to making a good hire – but the prospective employee needs to pass the final question.
Question 3: Are they the right team fit?
Lots of companies have vague wording or concepts about what “team fit” means. At its base, fit comes from a person meshing well enough with the rest of the team to be a valuable contributor and productive asset to the whole. Having variety is crucial for a team to function, but if the person drags down the whole team with them, they’re not a fit.
For example, take how Tony has changed the way he hires his personal assistants. Over the years he found that if he went to a Hollywood-based association of personal assistants and hired someone many of them did not last very long. The reason? Their real goal was not to be a personal assistant. Their real goal was to become an actor, actress, director or writer of TV or films. They loved the job because his network connected them with a lot of important people. They did the job, but they did not perform well long term, because ultimately their goals were different than what the job was about.
Know your own nature
Of course, evaluating someone else becomes even more difficult if you have no sense of your own nature and patterns. How can you think about hiring the right employee if you’re unclear of how you work yourself? Learn about what motivates people and understand what inherently drives you; it’s the root of employee retention strategies that work. Also crucial? Understanding business identity types that are different than your own — all are key components of becoming an effective leader.
Ready to learn about your own nature?
Uncover your business identity and find out who you need to add to your team to sustain and grow your business.