Hiring The Right People: Mistakes To Avoid
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Michael Hawkins
President Michael J. Hawkins Inc. Inverness, IL |
Before any search commences, a carefully thought-out position description that is agreed to by all concerned is essential. After all, why would any successful foodservice professionals even look at a new position without knowing exactly what they were getting into and what was expected of them?
If you want to make the right hire, don’t be too busy to put a position description together, especially if you are using a recruiter as this “holds their feet to the fire!”
Having Unrealistic Salary/Remuneration Ranges
Yes, it would be, in an ideal world, fantastic to find executives who can pick up the telephone and get appointments with the top 20 foodservice operators in the country. Just don’t think that you can find them for $80,000 a year. It is vital that in-depth research is done to tie the written position description to what is actually going on in the real world today, as far as industry remuneration ranges are concerned.
I have heard the comment that in recessionary times one can make “low ball” offers and pick up good candidates on the cheap especially with so many unemployed. Let’s face it, “A” players who can gain market share profitably are the very last to walk the unemployment line. Even if you do find one to accept a below-market offer, do not expect him or her to be around as things pick up and their telephone rings.
I Forgot That I Had A Non-Compete Agreement
Hiring a competitor may seem, on the surface, an easy way to gain share quickly, but it is often fraught with danger. Often claims are exaggerated about how many clients will follow them. Next these “mercenaries” have to fit into the business practices and culture of the new company. Who wants to hear, “this is how we did things at my old company”? Lastly, the whole issue of non-compete agreements is often not researched thoroughly enough. Do not assume that everyone remembers documents signed years ago. Do not assume that they even have copies of the agreement.
People Will Exaggerate How Much They Make
Surprise, surprise! Even asking what about current salary often results in an answer that combines salary and potential or actual bonus or even what people think they are worth. You need to verify remuneration, including current base salary, when it is to be reviewed, actual bonus for last year, plus all perks including medical and car program. Don’t be afraid to ask.
Not Making An Offer With ‘Class’
Too often, we see “boiler plate” offers that combine a one-line opening that lacks sincerity followed by the offer and ending with an even more insincere “we look forward to you joining us.” An offer needs to have a truly personalized letter setting out all of the reasons why a candidate is the right person and why they should join your company.
A “boiler plate” offer should be an attachment and in such depth that there are very few questions left unanswered. Many offers that we see do not even set out when the salary will be reviewed or the medical program kick in.
Poor Reference Checking
Who are you calling? The names that the candidate gives you? You control the reference checking, not the candidate, and you need to tell the potential hire who you want to call. Typically, you want past bosses, direct reports, peers and clients as a minimum.
