Hire On Enthusiasm - management
Construction Equipment Distribution magazine is published by the Associated Equipment Distributors, a nonprofit trade association founded in 1919, whose membership is primarily comprised of the leading equipment dealerships and rental companies in the U.S. and Canada. AED membership also includes equipment manufacturers and industry-service firms. CED magazine has been published continuously since 1920. Associated Equipment Distributors
Home         About Us         Media Kit         Subscribe         Previous Issues         Search Articles         Meet the Staff        AED Homepage

CED Menu

Arrow Home
Arrow About Us
Arrow Media Kit
Arrow Digital Subscription
Arrow Search Articles
Arrow Meet the Staff
Arrow Trade Press Info
Arrow AEDNews



Premium Sponsor:
Infor

SECTION: management

Questions or feedback?
Contact Kim Phelan at (800) 388-0650 ext. 340.


Hire On Enthusiasm

CED Magazine, August 2006

Article Date: 08-01-2006
Copyright (C) 2006 Associated Equipment Distributors. All Rights Reserved.


How to pick the perfect candidate for the job.

When employers review resumes, they often look for a person with job-specific skills. However, the right person for the position may not be the one with the best skills.

While smarts and some technical knowledge are important, an enthusiastic go-getter with a positive attitude can be a greater asset to your organization. Enthusiasm is catching, and a positive person will motivate your team. Plus, you can always train someone on specific skills; enthusiasm can’t be taught.

Also look for candidates that are good team players and are coachable. The person you select should be open to taking direction and learning new skills.

Why are enthusiasm and attitude more important than skills? Because employees like being surrounded by enthusiastic, motivated people. They want to be respected and valued by their employers, and they want to trust their co-workers.

In today’s economy, job security isn’t what it once was. The old adage of "find a job you like, work harder than anybody else, and you’ll have a job for life" isn’t true anymore.

Today’s employees know people run companies, and people are capable of failure. They’ve witnessed many apparently successful companies collapse. So, don’t give your employees anything else to worry about. Maintain integrity from the top down and let your employees know you respect them by carefully selecting their co-workers.

Select the best person for the job and for your organization by incorporating these five practices into your hiring process:

n Develop a mission statement for each interview.

Prior to conducting interviews, you need to know the results you want to get from the interview session. After identifying a candidate you want to interview, identify three items about the candidate that appeal to you and three that concern you. Write them down in the form of a mission statement and keep it nearby while you’re conducting your interview.

Check your mission statement to make sure you’ve addressed each of these six items before you conclude the interview. Knowing specific items you want to cover and the results you want to gain will ensure the interview time is well spent for both parties.

  • Conduct the interview in the right environment.
Much like a person who first visits your home gets an impression of you, a person who visits your office gets

an impression of your company. Be aware of the message you’re sending candidates.

Make sure the reception area and your office are clean and well appointed. Check your appearance in a mirror before greeting the candidate. During the interview, shut the door to your office, and don’t answer the phone or check your e-mail. Give the candidate

your undivided attention and show respect for the interviewing process.

  • Ask the right questions.
Many questions are off-limits during an interview, but plenty of others can give you insights into the thoughts and feelings of the job candidate. Ask questions that require both technical and emotional answers. Here are some questions you might try:

 

1. What do you think is your biggest accomplishment?

2. Who was the most challenging coach or supervisor you ever had and why?

3. What are the top three reasons we should hire you?

4. What are three reasons we shouldn’t hire you?

5. Have you ever participated in a team sport? What did you learn from it?

6. What are the three most important qualities your perfect company should have?

7. What question haven’t I asked you that you would like me to know?

8. What question would you like to ask me that we haven’t covered?

  • Require three interviews before extending an offer.
A supervisor or human resource person should always conduct the first interview. For the second, bring in the candidate's potential work team to ask questions and meet the person. This way, the group can determine whether the person would mesh well with the team.

The candidate's potential supervisor should conduct the final interview. During this time, the supervisor needs to make a final decision about whether to extend an employment offer.

Three interviews are certainly more time-consuming than one, but the rewards are worth it. When you invest this amount of time in the interview process, your prospective new-hires see the company culture in action. They'll know the company cares about who works for them, and you'll feel confident you made the best possible decision.

  • Use a temp service only when needed.
HR directors feel tremendous pressure to make the right selection - not just fill a slot. And sometimes conducting a lengthy interview process isn't feasible. During these times, some companies decide to give potential employees a "trial run" by using a temp service.

Employers benefit by witnessing the candidate's attitude and skills first-hand. The team can also determine if the temporary employee works well within their group. While the company has to pay a recruiting fee, many don't mind doing so because they've avoided a long and tedious hiring process. While occasionally using a temp service can be a good idea, don't make it a regular practice. When you have an effective interviewing process in place, you can be
confident you selected the right person for the job.


When your interview process encompasses these five points, you'll be rewarded with positive employees who will help your organization thrive.

After The Hire

After you've made the decision, go the extra mile. Once your preferred candidate accepts your offer, send them a plant or flowers with a handwritten note saying, "Welcome to the team."

But don't stop there. Show appreciation to your employees throughout their employment. Staff members like to know their jobs make a difference. Motivate employees by telling them how their jobs fit into the company as a whole.

Employees don't just want a paycheck - they want to be in a positive environment doing meaningful work. You can create a positive work environment by employing positive, enthusiastic people.


[ TOP ]


Article Categories:  Human Resources  »  Management