During our recent Cleinman Performance Network meetings, I’ve shared the importance of investing in your team and that these are opportune times to recruit.
Often, I hear frustration about the recruiting process that’s expressed as:
“We can’t find people – let alone qualified people.”
“Where do you find great people?”
“When you find someone, how do you know they’re the right one?”
After 35+ years as an employer, I have a few insights to share. If you open your mind to a new way of recruiting and selecting people, you will find the entire hiring process to be a more productive foundation for a winning team.
- Recruit every day, everywhere. You never know when or where you’ll meet up with a great candidate: The store, the bank, a patient, your neighbor’s child or mother. Always be alert for the opportunity to make a connection.
- Be prepared. At the least, carry business cards and hand your card to folks that impress you. Mention that you’re always looking for quality team members. One of my clients carries a special business card that says: I’ve been impressed by your superior customer service, I’d be honored if you’d consider joining our team.
- Recruit for the future. I’ve known some of our team members for decades, but they just joined our team in recent years. When you meet a great candidate, make a mental note and stay in touch. One day you may have the perfect opportunity for this individual.
- Watch the horizon. If you know you’re going to lose someone in a year, don’t wait for them to give notice before hiring the replacement. In fact, you should make replacing oneself a part of each team member’s job (if you continue to grow, you will need more people even if no one leaves). In our firm, replacing oneself is “job #1.”
- Keep a Bench. It’s the second string that makes the first string work harder. For most of our clients, you need at least one extra team member just to cover absences.
- Advertise regularly. I’m a big believer in running consistent classified advertising. Here’s an example for optometrists:
Our patients have rewarded our superior patient care with continued growth. We are seeking people pleasers interested in a career opportunity with the most advanced eye care facility in the area.
Here I’m combining patient marketing with team recruiting, because that display ad is also communicating with patients and prospective patients.
- Offer recruiting bonuses. Your existing staff and network of acquaintances can help recruit and will have “ownership” in the result. Make them aware of the ongoing need, and motivate the entire team to work on networking. In recent months, I’ve spoken before our local Chamber of Commerce, Rotary and Kiwanis clubs offering a $500 reward for a referral. It’s worked! One of our most recent additions comes from that effort.
The interviewing process doesn’t have to be a mystery. Start by asking people to apply in person. Why? So you (or your staff) can get that first impression. Ask the applicants to come and complete an application. Give the person a tour of the office. If you don’t end up hiring the candidate, you are likely to have gained a patient.
When you look at resumes, look for skills rather than specific job experience. I prefer people who are coming to me with other skills that can be useful to the business. The candidate may apply for one thing but be better for something else. Indeed, in today’s world, arrows in the back (even bankruptcy) can be a mark of someone with the right experience.
For an eye care practice, telephone screening is absolutely critical. You do not want someone with a horrible telephone voice or presence, even if that would not be the person’s primary interaction with patients. In the telephone screen (this can be done before or after the first meeting), take five to seven minutes to ask the person about himself or herself, why the position interests them, etc. You are looking for clear communication and a warm, pleasant voice.
When you call the best candidates (narrow it to 3) back for an interview, ask deep questions that will help you know the person:
Take me back to 11th grade in high school, what was your life like?
What’s your life look like in 5 years?
What are you passionate about?
What ticks you off?
At the end of the final interview, here’s a question that will help you tweak out information you can’t ask directly:
Before we start our due diligence and call references, is there anything that you want to share with me that might surprise me?
Use pre-employment screening. Behavior Profiles are a good tool to understand how individuals behave in various situations and help ensure that you’re hiring the right person for a particular position. An ounce of prevention is worth a pound of cure.
My conclusion, after 35+ years of recruiting and hiring, is that it’s an art form, not a science. The more you do it, the better you get at it. But you’ll likely only make the right choice 50% of the time. So be very diligent in properly assessing capabilities and cultural fit in the first few weeks. My experience is to go with your gut. Build the fact that you may make a mistake into your plans.
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