You interview last. Once your candidate has interviewed with everyone else, you do your interview with them. Measuring twice and cutting once, so to speak, is so important in this process. It’s easy to miss something when you rush the hiring process. By having others vet your candidate and give you their honest feedback, you ensure that you see the good, the bad, and the ugly before you bring this person onto your team. Remember, it’s much easier to tell someone you’re not hiring than it is to let them go once you’ve brought them onto your team.
4. Have great paperwork. There are a number of people who have gone before you that made a number of huge mistakes in the hiring process when growing their teams. Every single one of those mistakes are now part of their hiring and on-boarding paperwork.
I can’t stress enough how important it is to do everything right before you bring someone onto the team. It limits the chances that you’ll bring the wrong person onboard, blow up your culture, have to deal with being sued, and end up paying unemployment for someone you should have never hired in the first place.
It sounds like I’m overemphasizing these points, but it’s just me being real with you because I’ve gone through all of these things before and it’s not fun (or cheap).
5. Onboard like a champ. Whether you’re a solopreneur or the leader of an established team, you need to make your new employee feel like they made an amazing decision to join your team. To do this, you’ll want to have a clearly defined on-boarding process that shows you have your hiring process dialed in. Here’s what it looks like;
Clean hiring package with the correct documentation. It’s in a folder on the first day they show up and you take them through every page to make sure they understand everything, including how they get paid. Give them signed copies when completed.
Their workspace is read for them to get started: computer, phone, desk, chair, office supplies. Show them you care enough to be ready when they show up.
Orientation should include a tour of the office, quick meetings with key people, and an understanding of how things work at the office: coffee machine, copier, fax, bathroom, their email, etc.
Their training schedule should be set up ahead of time. They should know what they need to learn, the order in which they’re going to learn it, and who is going to teach it to them.
Lunch with your vendors and key people. Have a lunch meeting where they can spend time with the key people on your team and the vendors they’ll be working with at your company. It’s important that they feel part of the team.
None of this is brain surgery, otherwise I wouldn’t be able to teach it to you. Rather, it’s the culmination of years of testing, implementing, and making a ton of mistakes.
What I’ve shared here is enough to make you dangerous. If you’d really like to find out how to execute a hiring process at a high level, click here
to set up a clarity call so we can take you through it in more detail.