How to hire trades properly or how to hire properly in a trade business.
I have a post on this before about hiring people for your business. It's quite loaded
situation. You really want to get it done don't you? You've got a sheet to do, you've got a business to run,
you decided you want a new person
and you really just want it done. You want a new person in the job doing their thing.
And that leaves you vulnerable to making
poor decisions and rush decisions.
When you're looking at resume, when you're interviewing someone, probably, your emotion is something like,
"Hope this is the right person."
And it's a bit true for the person you're interviewing as well.
They come to the interview or submit their resume hoping it's the job from heaven, the best job ever
They either have don't work or they're looking for an improvement from their current work situation
and they want it to be right too. So you're both there hoping it's going to be great
and that leaves you both vulnerable like I said to making a sh*t decision.
It's easy to hire the wrong person given the environment, isn't it?
A trade business is a people business as you know. You're dependent on hiring the people
to grow your business. You grow by hiring more people to do the work
and by taking your all share, your cut.
You need people to run it as well not just the trade people doing the work.
It's the people running the business, running the operation behind the scenes in the office, all of that.
If you hire someone who turns out to be no good, that's a costly error. It costs you the time
to rehire someone else. It cost you the time you've wasted
figuring out that they weren't doing a good job or figuring out that they weren't suited
or they didn't fit the culture or whatever.
It's costly and you'll regret it
when you made the bad decision.
I'm constantly helping people who've made poor hiring decisions.
Deal with the fallout of that.
So as a business coach for trades people, I see people paying the price for ill-considered hiring decisions
particularly when they're new part of a relationship and it can be very frustrating and costly for them.
I help people grow in scale.
You need good people to help you grow and scale your business. You do.
You're reliant on your people. You are your people. Your business
really is your people. You're a trade business that's what it is.
If you're hiring people and then hiring replacements,
you're limiting your ability to grow. When I spoke last week about capacity
and about how you grow your capacity to do it by hiring people, well if you are badly
and you get caught and undo preparing to rehire, you're not really helping yourself grow.
So this video is about hiring properly with (you're going to hate me for as usual)
discipline and by being methodical.
Hiring suitable people is a bit tricky mostly because of that loaded environment
I spoke to you about before.
But you can improve your chances of finding good people
by using some discipline like I said and some structure
and like most of my advice it's not especially difficult to understand. I'm going to teach you a very simple
process to follow.
The important bit is the doing it - the sticking to the process and the being disciplined and not just going
"Thank you, you seem nice" and hiring somebody which is very common.
Be diligent and follow this process instead.
Start by writing the job description. What you want this person to do
and what do you want this person to be responsible for? What do they own?
Write that down.
How will you know if they're doing a good job? How will they know if they're doing a good job ?
Try and keep it short. We just want a description of what you expect them to do.
Don't just go plumber. Tell them what we are doing.
and tell them what they'll be responsible for.
Next, write down the attributes you want them to have
and I'm thinking things like you want them to have good attention to detail.
You want them to be good with people.
You want them to be clean. You want them to be presentable. You want them to be punctual.
You might want them to care about doing a good job. You might want them to be organized.
You might want them to be good at finishing things off, all that stuff.
We'll be different for different businesses.
If you want the craftsman, end of things or if you're going to get things done, end of things.
You have different attributes that you want people to have.
Write that stuff down. What do you want this person to be like?
I'm obviously thinking about a trade person here but if it was somebody in the office, you might want them
to have different attributes. They might want you to be organized and able to juggle things more.
Now write the job ad and write
about the job description and the attributes you want. You want someone who's punctual,
someone who's presentable.
When you're ruling people out here, if people
say, "I need someone who's presentable" and you say that in your ad and then a scruffy bugger,
they might not apply so you're helping yourself by ruling out that people you don't want.
You might run and remember your job ad is a sales pitch. You might want to say how exciting it is,
exciting growing business, great job opportunity, working a fun team, etc. You might say nice things about the job
and you might say a few things
that you want from them. You're going to be organized, proud of doing good work. You're tidy
and you're presentable.
Write those things in your job ad as well as the pay grade and that kind of thing.
Next thing. You're going to filter through some resumes.
Don't bother interviewing the people who clearly don't fit.
Be disciplined here. If there's nobody that fits, don't just go and pick somebody who's the best of the poor bunch.
Wait until somebody good shows up.
Then interview several and interview for those attributes and prepare yourself some questions
that help you establish whether somebody is punctual or tidy or that kind of thing. And if they show up scruffy
and you want somebody tidy, they're not any good shape already.
And don't just say, "Are you punctual?" because everyone's going to say "Yes".
Ask some questions where they have to tell a story about being punctual or
how often they're like. Things like that.
Do your interviews. Select your winner and then the last one, do check your references.
Make sure they're not lying. Make sure they're not just putting on a good front for you.
Check their last boss or the one before,
not just a best mate or their mom. Make sure these are people you can validate as real employers,
not just their mates.
I know this sounds tedious because it is tedious. That's several hours of work,
Maybe even a couple of days.
It is tedious and it is worth it. The price you'll pay for a sh*t employee is much higher
than a few hours of being a bit disciplined and methodical.
And not only that. Once you've written a job description for the trade in your business,
you can use it again and again. You can adapt it
as you look for team leaders and things like that, so some of this work with peace and you can use it again.
If you're hiring haste and then he complain to me that you've hired in haste and now you've got a problem,
I'll probably say something like "I told you so" (because I'm a bit of a prick like that). So please be disciplined
and please do the work.
I have a recent experience where clients of mine hired somebody who turned out to be an absolute disaster.
He lied.
He was suss to begin with, he looked a bit strange, his LinkedIn profile looked a bit dodgy
and we smelled a rat but they hired him optimistically. They gave him the benefit of the doubt.
He lasted two days. He was a complete liar, he stunk.
He didn't wash with shame and he didn't care and it was a very strange experience for them
and we all wished that we listened to our
instincts and to the voices in our head that say we probably shouldn't hire this guy
rather than giving him the benefit of the doubt
and we wished we'd checked his references because we wouldn't have wasted two days and $3,000.
They threatened to take a call if they didn't pay him for week.
They had to pay him $3000. So there were $3000 and 4 weeks behind.
Some discipline and some method would have saved them.
Do diligence. Set your processes up. Follow them.
Don't allow yourself to be beguiled by a nice smile or a firm handshake
or somebody who seemed willing.
And don't let your desire get someone in and going where you skip that process because you might regret it.
Now there are four ways you can engage with me of course.
You can subscribe for these emails and listen to more of them. Get them once a week and your inbox
so you never miss a video from Jon.
You can join the Facebook group - the Tradies Business Toolshed by Small Fish
where you can watch these videos. You can ask me questions and you can talk to your peers
and you can talk to me. You can engage me at conversation on the group.
You can attend my next workshop. There'll be a link below.
It's the one currently coming up is November the 10th and 11th in Melbourne.
Or if you can't wait for any of that, you're not in Melbourne or you don't want to go to Melbourne,
you can book yourself a 10-minute chat with me.
We'll talk briefly about whether
coaching is the right thing for you to do and the right thing for you to do now.
And if it is, we'll go further into the process
before you have to make your mind up.
There you go. Hire with some discipline and some method. See you later.
you
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