how to find and train employees

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HOW TO FIND AND TRAIN EMPLOYEES

Monroe Porter

PROOF Management


ABOUT PROOF MANAGEMENT

• Established 1972

• PROOF speakers have made over 4000 presentations

• PROOF has spoken to or worked with over 250,000 construction people

• PROOF offers• Seminars

• Consulting

• Networking groups


PROOF’S AREAS OF EXPERTISE

• Contractor Seminars• People Management

• Cost and Pricing

• Sales and Marketing

• Distributors and Manufacturers• Sales Training

• Product consulting and research

• PROSULT• Networking groups for contractors

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MONROE PORTER

Monroe Porter

• Construction industry background

• Taught over 2000 seminars

• A consultant for over 30 years

• Practical and straightforward


SHRINKING LABOR POOL

• Demographic shifts ages 16-24 • 1960-70….increased by 9.4m

• 1970-80….increased by 7.3m

• 1980-90….decreased by 3.8m

• Currently 1 in 10 in world over 60 but by 2050 this will grow to 1 in 5!

June 8th, 2016 Bloomberg Business Week Reports-not enough qualified people

• Job openings rose from 5.7m to 5.8m

• Actual job hires dropped from 5.3m to 5.1m

• Unemployment is full employment at 4%


RECRUITING SUCCESS

• Hiring shortages are social & economic issue• This past summer job openings grew from 5.7m to

5.8m

• But hires dropped from 5.3m to 5.1m

• Conclusion: no one to fill positions

• Recruit work ethic, teach skill

• React quickly to inquires on line

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1. DETERMINE MINIMUM HIRING WAGEWhat does it take to get someone with:

• Driver’s license• Pass a drug test

• Is dependable and trainable

• You do this by?• Determining what competition pays

• Online wage surveys

• Local warehouse pay

• Bureau of Labor Statistics

• Check local ads in your area to see what others are paying

You may have to evaluate your organization’s overall pay scheme & raise current employees to allow for new hires.


2. CHANGE THE APPROACH & SYSTEM HIRING

Advertise for employees like you advertise for work & always hire:

• Blind ads no longer work “laborer, tree climber, landscaper wanted, call”

• Include company story, name and sell why you are a good place to work

• Include pay scale, consider career oriented, start at $x, raise and review in 30 days, you could be making $x 4 years from now

• Capture applications 24 hours a day, 7 days a week• Application on your webpage• Online hiring boards

• Hire faster-Treat potential employees like a lucrative time sensitive sales lead such as a repair call, past customer etc.

• Capture inquires and build a database to market to


3. CHANGE THE HIRING CULTURE-

• Must start with the owner

• Recruiting is everyone’s responsibility

• Everybody must be on board for training

• Can’t let existing employees get in the way of hiring

• Admin and managers must make hiring a priority

• Field culture has to be accepting and willing to train

• Review trainees with trainer at meetings

• Review at monthly meetings the need for people

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4. MUST CREATE A QUICK BASIC TRAINING PROGRAM

• Identify craft tasks where “newbies” can quickly contribute to production

• Specifically train the new employee with new skills. They don’t have to be a master craftsman but if someone can’t learn in two hours to:

• Carry material• Clean site• Hold tie off rope

they are never going to learn.

• Terminate people quickly who can’t do it


HIRING CHECKLIST

1.______ Company researched the market to determine the “market minimum pay” and what it takes to hire someone with: valid driver’s license that can pass a pre-employment drug screening and is dependable, and trainable.

2.______ Company is advertising and paying above the “market minimum pay” to attract field employees with no experience.

3.______ Company understands their local hiring reputation and actively works to maintain or improve the reputation.

4.______ Company has raised the pay for existing employees: to bring them in line with new pay structure for new hires.

5.______ Company NO LONGER uses blind ads. “Painter Wanted”, “Roofer Wanted”, or “Landscaper Wanted” with just the company phone number.

6.______ Company advertises for employees like they advertise for work. Ads include company name, company story, why they are a good place to work, benefits, job responsibilities, pay scale.

7.______ Company has an annual budget dedicated specifically to recruiting new employees.


HIRING CHECKLIST

8. ______ Company has the ability to capture applications 24/7/365.

9.______ Company never stops hiring. Job postings are up year round and never come down.

10. ______ Company website has a careers/hiring page where employees can apply.

11. ______ Company is using online hiring boards. (Indeed, Monster, Career Builder, Snag A Job…)

12. ______ Company employees actively refer new hires. Employee referrals are one of your best sources for new hires.

13. ______ Company pays referral bonuses to employees bringing in new hires.

14. ______ Companies with a large immigrant workforce has all hiring literature translated into other languages.

15. _____ Company posts “now hiring” signs with “pull tabs” containing the company phone number on the bottom of the sheet in ethnic grocery stores, local ethnic restaurants, and in apartment complexes where many of them live.

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HIRING CHECKLIST

16. ______ Company distributes “hiring” business cards with hiring information to potential new hires.

17. ______ Company uses social media to recruit new hires. Actively posting job openings on company social media pages and local social media hiring sites.

18. ______ Company uses applicant tracking software. (Examples: Workable, Jobscience, Jobvite, Cornerstone, iCIMS…)

19. ______ Company reacts quickly to potential employees. Your company treats potential employees like it treats existing customer sales leads or emergency response services.

20.______ Company has changed the approach to hiring by changing beliefs, habits, practices, and outlook toward bringing in new employees with this change being led by the owner.

21. ______ All employees in the company take personal responsibility for their role in the hiring process. Admin and managers make hiring a priority, field culture is accepting and will train, trainees are reviewed with trainers/supervisors at meetings, and hiring is reviewed at monthly meetings to reinforce the need for more labor.


HIRING CHECKLIST

22. ______ Company has a defined training program for new employees.

23. ______ Company has identified the tasks new employees can become proficient on quickly and has a plan in place to get them up to speed to create less of a drain on production.

24. ______ Company understands new employees will not produce work as efficiently as highly skilled experienced employees and makes allowances for this.

25. ______ Company terminates new hires that “just are not getting it” quickly so they do not demoralize existing employees.


ON BOARDING

On Boarding: Strategically integrating new employees into company culture, systems and job requirements through training, mentoring, coaching & management connection.

Why On Board?

• Reduces Turnover: “80% of turnover attributed to poor onboarding process”-People Admin

• Decreases cost of productivity loss for new workers

• Maximizes employee engagement, loyalty & effectiveness

• Builds company employment reputation

• Improves overall company communication

• Shapes long term employee relationships

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ON BOARDING REALITIES

Understand starting a new job is huge to the life of a new employee:

• Go out of your way to create positive first impressions

• Introduce company policies & procedures

• Introduction to fellow employees & crew

• Remember required training-safety, equipment usage, etc.

• Communicate company culture & expectations

• Assign a buddy or mentor

• Establish a follow up feedback process


ON BOARDING IS MORE THAN ORIENTATION

“Orientation explains the rules & takes less than a week”

“On Boarding strategically builds on-going performance and employee success”


ON BOARDING CHECKLIST

1. ____ Owner meets with every new employee within one week of hire.

2. ____ Each new employee is told about the company culture, what’s important, and how the company is different than other employers.

3.____ New hire is introduced to office personnel and given instruction on who to call for each department and for what.

4.____ Employee is given a job description with responsibilities.

5.____ Employees are told how to interact with customers and what is expected.

6.____ Attire, tardiness, tool policy, benefits and other specifics are covered.

7.____ What is expected and what makes for a good employee is reviewed.

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ON BOARDING CHECKLIST

8. ____ Employee review and raise process is explained.

9. ____ Safety and other mandatory training is scheduled.

10.____ Employee policies and procedures are reviewed including the company handbook if you have one.

11.____ With each new hire, the employee’s supervisor schedules a specific and mandatory conversation regarding expectations and gets to know the employee.

12.____ New employees are officially introduced to coworkers with a formal procedure such as asking everyone to say something about themselves, the new hire says something, etc.

13.____ New employees have specific goals for things to learn in the first 30 days.

14.____ A mentor is assigned to coach and be responsible for new person.


ON BOARDING CHECKLIST15. ____ At the end of the first day, the mentor checks in with the employee with specific questions and objectives.

16.____ At the end of the first week the mentor checks in with the employee with specific questions and objections. What went well, what questions do they have, what do they think might have gone better, etc.

17.____ New employees are always reviewed at the end of thirty days.

18.____ New employees are always reviewed at the end of ninety days.

19.____ The owner or supervisor has a meal or break with the new person just to chit chat and observe his or her behavior.

20.____ You have a mentor checklist to review with the employee at the end of the day, first week, thirty days.


COACHING

• Tell them what you want

• Show them what you want

• Praise and redirect

• Repeat process

Always coach:

• Future forward, not past

• Thin line between coaching and criticism

• All learning takes place in slow brain

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Andre Ericsson of Florida State research suggests great masters have practiced a minimum of 10,000 hours to achieve greatness.

Malcolm Gladwell wrote the book Outliers which also support this theory, but is it true?

Yes, but most of us are not striving to be a world class pianist or athlete.

SUPERIOR EXPERTISE-10,000 HOURS


Myth 1: The More Time You Put In The More You Learn


REALITY OF THE LEARNING CURVE

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Basic Learning Curve For Basketball


Advance Learning Curve For Basketball


ADEQUATE EXPERTISE-THE 20 HOUR RULE

Josh Kaufman, author of The First 20 Hours to Learn Anything Fast claims the 10,000 hour theory only applies to an elite best in the world level most of us are not realistically trying to achieve. And in reality, most skills can be learned in 20 hours if you follow 4 simple guidelines.

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1. Take apart the skill-break the skill into measurable pieces and tasks and practice each one separately.

2. Absorb enough to self correct.

3. Stay focused-avoid distractions, use willpower and set aside time to learn.

4. Practice at least 20 hours-commit the time, don’t stop, work through any frustrations and obstructions.

FOUR SIMPLE GUIDELINES


Why Don’t We Do It?

1. Old School Ways

2. Craft Ego

Gain Buy In By Emphasizing Much Of What They do Is Repetitive and Workers Get Paid For What They Know, Not Just What They Do!


PERFORMANCE REALITIES

Two factors impacting performance

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Research Shows These As Components of High Achievers, Not Rewards & Punishment

Self Driven

Mastery

Purpose


EVALUATION PERFORMANCE


Does employee know what is expected?

NO

YES

Can employee do the job if they wanted to?

Can’t

Lack of capacity or aptitude

Lack of learnedabilities

Circumstances

Reestablish expectations

STEP

STEP

STEP

Terminate or reassign

Coach & train

Management support & evaluation

YES

Is employeemotivated to do the job?

Lack of inherit values & work ethics

Temporary or short term poor attitude

Terminate

Coach

Established long term poor attitude

STEP

STEP

TerminateSTEP

Won’t

ACTION

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SUMMARY

• For individual questions, please feel free to contact us:

PROOF Management Consultants

2540 Professional Road Suite 3

Richmond, VA 23235

804 267-1688

www.proofman.com

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