It is essential to identify team members that will successfully move your organization forward, deliver results and fit in with the team dynamics; you have to begin with the end in mind. Every new employee should have the potential to improve your team’s dynamics and performance in order to ensure that you succeed.
Recently I was discussing with a colleague the methodology of hiring and retaining a team of company-focused employees capable of achieving the desired results—something that many employers struggle with. My colleague had described how he wanted to start off with a team that would actually execute a job in the manner that he desired. I outlined the following 6 steps to aid in him in his process to transform his team dynamics.
As with many things in life, the process begins with a change in mindset.
“We hire people to help us fulfill a specific service in the manner that we decide. We don’t hire people to fulfill a specific service in the manner that they decide!”
Roger M. Kaplan, Founder Restaurant Innovations.
Step 1. Identify both the job and success criteria for the positions that you are looking to fill—What does successful performance for those positions look like? Just as in sports, if you cannot first envision the end result, and then communicate this vision to the candidates (your soon-to-be-team), how will you and your prospective employees deliver the end result?
Step 2. Prepare for the interview and review the candidate’s background information and work history. Make notes and list questions on a separate sheet of paper. Have a plan of action!
Step 3. Use an effective interview process that incorporates at minimum 3 separate interview processes. Always start with an interview that consists of a Screening Questionnaire of 10-12 “yes or no” questions, and go from there. The candidate must yield affirmative answers. If any question yields a “no” response then the process stops!!!! They “do not pass go.” Respect the candidate and your team—don’t waste anyone’s time passing on an individual that is not correct for the position. If the candidate isn’t right for the job, provide them with quantitative information as to why they are not “a fit” in a respectful and empathetic manner. If they pass the screening process, then move them on to Interview # 1 and Interview # 2. Both of these interviews should have very specific and very different sets of scripted questions. Do not perform “back-to-back” interviews; if at all possible, the interviews should be schedule on separate dates. Your questions must be job-specific, and should be designed to aid you in ascertaining the candidate’s ability to yield results, execute the position, and positively impact the team.
Step 4. Identify the following 4 traits in the candidate: Can Do—Does the person have the competency and ability to execute the skill sets and job description for the position? Will Do—Is the person willing and excited to perform the position you are hiring for? Fit In—Will this person complement your team and improve its performance while positively influencing or cementing the existing team-culture? Of course, considering compatibility does not mean you hire only one type of person—diversity is the catalyst for an evolving, positive culture. Will Improve-Is this person committed to driving their own development and eagerly looking for opportunities to develop within your organization?
Step 5. Plant the seeds of your culture—Sow your performance expectations while simultaneously nurturing a desire within the candidate to become part of your team. It is during the interview phase that you start to not only clearly communicate your expectations (about accountability, etc.) to the candidate, but also when you impart to them the awesome reasons why they should want to be part of your team culture. Furthermore, it is during the interview process that you build a foundation for advertising your brand to other candidates. How you handle your interviews reflects on how you run your business.
Step 6. Making the offer—Once you have made your decision to hire the candidate, the offer phase is when you get to have their full attention and focus. It is important to use this moment wisely; prior to presenting the offer, the team leader or stakeholder must explain the expectations, outline performance, and clearly identify the employee’s obligations, commitment and conduct. Be sure to explain the importance of the position to the organization, as well as the reason that the job exists. The most important step here is to get a commitment from the future employee. Have them explain to you in their own words that they will fulfill the job as outlined, that they clearly understand what they are responsible for, and confirm that they are excited to ensure their ability to execute the position. Then and only then should you present the offer!
When you have success utilizing this information, please write me a comment and let me know how you are doing. If you can’t figure out how to begin this process, or would like to refine your current process, then please contact me now at www.restaurant-innovations.com and let us help!