How To Select The Right Employees
Hand picking people who will be valuable to your company is no easy task. Most corporations have whole departments dealing with the subject—people getting paid the big bucks just so they can make sure that you won’t get stuck with incompetent drones in the end. Certain positions don’t require much expertise and can be learned with a day’s training. We are not going to talk about them. We are going to talk about positions where you need the right employee for the job.
Experience is really important for certain jobs and usually it’s not just anyone who can do them. You can’t make the janitor the chief maintenance officer of your nuclear power plant. The guy might have a vast array of knowledge about cleaning, but I doubt he is intimately familiar in any way, shape or form with the inner workings of nuclear reactors.
Certain job specifications require certain experience and it’s paramount that the candidates meet the requirements. A person with more experience will do the job better, faster and more efficiently than someone on his first day in the field. The downside is that the more experienced the more employee is, the more valuable they are, which means you will have to pay more because for some reason everybody wants competent people working for him. But experience doesn’t necessarily equal competence.
You want competent individuals working for you for because that’s what would give you an edge over your competitors. However, competence can’t be quantified. Just because a person has had previous experience on a position, as well as education in the field, doesn’t make them competent. That’s why there are usually trial periods in the beginning—you don’t want your new engineer to cause problems in your factory, just because he thinks he is the best at what he does (and make no mistake, most people do).
But it’s not just about ability—it’s also about motivation and how the person uses their set of abilities. You want your employees to be motivated and diligent. Motivation is generally a complex construct in the sense that it has two components—inner and outer. The outer motivation is what you do additionally to motivate your employees—benefits, more freedom, bonuses, pay raises, etc. The inner motivation is what makes the person want to do the job. It’s their personal sense of duty and why they have to do their job well. You want people who want to do their job. However, keep in mind that motivation can be really fragile. Even the most motivated individual can lose interest in their job if it becomes too stagnant. That’s why it’s important to keep on open communication channel with your employees and evaluate their work regularly, punishing failure and more importantly—rewarding success.
Any job requires some problem solving skills to a different degree. You don’t want mindless drones who only do what they’re told, but people who can think on their feet. Especially when working with other people is involved, there are bound to be problems and differences. You want employees who are more likely to be part of the solution than a part of the problem. Once again proper communication channels are really important. If there is one thing I’ve learned in my experience is that most businesses are left on the “self-sustain” mode, which is usually a bad idea. You have to be involved in your business and you want your employees to get involved as well.
Morgan Johnes is passionate about business. He is currently the manager of EndOfTenancyCleaners and thanks to that he has enough time and new experience to write new articles.