How To Hire People That Get Things Done

How To Hire People That Get Things Done

The right hire can increase the positive energy in your office, boost productivity, expand your business opportunities with fresh vision, and make people happy to be there. The wrong hire can drag down the vibe of your current employees, waste time, damage customer relations, and damage your office culture. You’re collecting and reviewing resumes and checking references. How do you make the best personnel decision for where your business is at this point in time?

Flexibility can offer higher productivity

If you have private contractors taking on special projects, take a serious look at making an offer that will move them from freelance to employee. While people move into contract work for many reasons (they need the flexibility, prefer to set their own hours, or don’t have the space in their lives for full-time work) be aware that needs change. Your current part-time private contractor may be considering a full-time job search. If you’re happy with their work on specific projects, they could well be a great addition to your daily work flow. You could expand your employee arsenal with a known factor instead of introducing a brand new person into the mix.

Hire less experienced but driven talent

Consider someone with more drive┬áthan experience. If your work processes are unique to your industry, you will have a better chance of building qualified employees from raw stock than incorporating employees with a different structure in mind. They’ll be a less expensive hire, and you can grow their fire by training them in your structure. Depending on the current workload of your existing management group, hiring a fresh out of school applicant to shadow and support one of your most productive leaders could serve as support and training. As the new hire takes on their own projects, pay can be commensurate with production, not experience.

Challenge them with smaller projects

There are a lot of complaints about millennials and their inability to work independently. Provide your new hire with their own project, and see how they do. If possible, incorporate this into the interview process, or offer them a private contract gig before the job offer. Skip worrying about the generation and focus on the person. Can they work alone up to the point where they really need guidance, or do they need a hand-holding every twenty minutes? Do they work past the point where they should have asked for guidance, and does their output in those cases make sense? You may have projects that require a full-speed ahead sort of mentality. With some training, the contract worker who oversteps their bounds by working past the point of feedback could be an ideal fit.

Hire from within!

Do you have someone in support who could be coached into this new position? This is tricky. Many support staff are happy to stay there, but some may be interested in moving up. It’s important to note that big idea people often lack big implementation skills. If you have a member of the support staff who is dependable when it comes to implementing projects, consider expanding their role by giving them a small project to work. Your new hire process may have just gotten a lot easier.

Andrew was the Marketing Lead at Jobr. He's pretty gosh-darn lit!

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