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12 PCB007 MAGAZINE I DECEMBER 2020 they need a person yesterday, so they are ap- preciative when they can find someone (or any- one). This leads to a great deal of frustration for both the owner and the people they hire. As Larry Bossidy said, "I am convinced that nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not strategies." Nothing is more important than hiring the right people. With that in mind, here are six tips to ensure you hire the right people: 1. Hiring is a process, so have a plan: To be successful, you have to plan ahead. Have some kind of idea where your company is going and what your employees' needs are going to be when you get there. Plan for those needs in ad- vance. That will also give you the right amount of time to hire the right people. 2. Know exactly what you want: What is the job, and what kind of person do you need to fill that role? No matter the job and whether it's full-time or part-time, you need to have a well-thought-out job description. Describe not only what the job is but also who the right per- son for the job would be. 3. Hire slowly and fire quickly: Take your time. The old adage, "If you don't have time to do it right, when will you have time to do it over?" applies here. Take your time and hire carefully. It will save a lot of time in the long run. 4. Keep the application form simple: Make it very clear. Use the job description you devel- oped in #2 as the format for your job applica- tion. 5. Develop good interviewing skills: The interview is where you really get to know your candidate. You can tell much more from an in- terview than from what is included in a re- sume, cover letter, or job application. Think hard about your interview process. Develop a set of questions that will help you discover what you need to know about the candidate. 6. Show them the future: If you are serious about your company, then you have a vision for that company. Share it with the candidate. Get them excited about working for your com- pany, and most of all, show them that this is not just a job but a career; it's a future. Probably the most important piece of ad- vice is to be thoughtful and take your time to do this right. In the words of Amazon's Jeff Bezos, "I'd rather interview 50 people and not hire anyone than hire the wrong person." How Do You Keep Them? You've hired them. Now, how are you going to make these jobs so interesting that people are going to want to make a career out of them (which is one of the more pressing problems that business owners have)? It is not only about finding and hiring good young people but also keeping them. Here are five suggestions that will hopefully help you retain new hires: 1. Promote the good aspects of working for your company: Make sure your compa- ny has a good reputation not only in terms of your market but also in terms of being a good company to work for. There are websites now where employees can review what it's like to work for your company. If you have employees who are content, ask them to post a review. 2. Offer a referral fee to your employees: Reward employees for recommending a good candidate. Pay them a fee if the candidate works out. 3. Don't just offer them a job; offer them a career: This is critical. Let them know from the very beginning that they can make a good living working in your business. Let them see the future and how bright it can be if they do a good job. 4. Offer flexibility: Offer as much as you pos- sibly can, especially in these hard times. Try to meet your employees' needs. People have kids and other obligations, so it's part of our job as business owners to navigate these tricky waters. Nothing is more important than hiring the right people.

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