IT'S ABOUT PEOPLE: Recruiting Best Practices

We’ve discussed some of the key ingredients in building a successful recruiting program, including taking stock of what you have, identifying the target and gathering your tools. The next step is understanding and engaging some recruiting best practices. These are very important, so let’s devote the necessary time to make certain these practices are used so you get the right people employed.

START WITH AN ATTITUDE. Establish the attitude that you are always looking for great people to become part of the organization. Understand that forming a candidate pool saves time and money. The entire team should appreciate that recruiting is important and will affect them in a positive way. Recruiting awareness should become second nature for all of your employees.

GET YOUR “STUMP” TOGETHER. Know and communicate “who you are.” Often the question will be asked “So what do you folks do?” Be prepared as you will need to come back with something that is quick to the point and compelling.

Have the stump speech or elevator speech ready to go. You have usually two minutes to deliver. This will be used over and over again trust me.
 
Answer the following questions and you have the makings of your one-minute advertisement: From the customer’s perspective, what makes the company special? Where is the company going? What is the vision? Is there a mission?  What traits – behaviors, values and skills – will get us there? Finally, besides money, what can our people expect to get from this experience?
 
I have literally used this practice in elevators and have had unbelievable success. It must be delivered enthusiastically, passionately and be genuine.

BE ATTRACTIVE. Take a very good look at your operation and ask yourself, Would you work here?
 
Additional questions break this down further: Would you want your children to visit? Are your trucks and equipment presentable? Are your facilities clean with no inappropriate items hanging around? Are your people acting appropriately? Remember, being attractive draws the right candidates.

KNOW YOUR NEEDS. Clearly define the person you are seeking. You never know who may appear in front of you. If you know what is needed now and in the future you can keep some candidates warm until the need arrives.
 
Know what you are looking for: knowledge, experience, competencies, desired results, behaviors and education/certifications/licenses.
 
Remember, anticipating needs reduces panic. Someone shared with me that they were looking for a mechanic/shop manager. So when I was early for a client appointment I went into a truck stop coffee shop for a cup of java. I struck up a conversation and started talking mechanic speak. Next thing I know he refers me to a mechanic/shop manager type and I give the lead to my friend. Done deal!
 
Because I understood the need and the target I was able to find a good referral for my friend. You never know when an opportunity will reveal itself.  

LEARN FROM EMPLOYEES. You can learn so many things from existing employees, both performers and non- performers. By observation you can learn what you really like about some, for example good time managers, team players, communicators, responsible and dependable.
 
Conversely, we can learn what we don’t care for in others, such as bad attitude, tardiness and whining. So now, can you learn from this and make adjustments on the hiring side during screening, interviewing, performance reviews, employee surveys or the departure side with exit interviews?
 
The answer is yes you can.

Bill Arman is a 32-year veteran of the landscape maintenance industry and is a founder of The Harvest Group, a national landscape business consultancy. He can be reached at 949/466-8837 or people@gie.net.