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Personnel Hiring & Employee Training
HiringHiring good personnel is one of the most difficult aspects of any business venture. Because the success and growth of your business is dependent, in large part, upon the people you surround yourself with, doing this difficult task well should be high on your priority list. Here are some of our thoughts on this subject. We do not claim that what we have to say here will guarantee surefire results, for we are dealing with human nature here. But our experience is that these issues can greatly improve your chances of getting good people.

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Why are you hiring? Before you even begin a recruiting process, you need to determine whether you already have staff on board who may be able to fill the job. Personnel you already have are (or should be) a proven commodity. They are committed to your company and it's success. A new hire on the other hand, is an unknown. Give the folks in your company the opportunities to grow into new, more difficult positions and then fill into the lower positions with new personnel.

What are you looking for in a new hire? The answer to this question is almost always related to the skills required or desired in the candidate and how they relate to the job that needs filling. And while skills are an important consideration, don't forget the more important one. Chemistry! How well a new hire will do on the job has as much, if not more to do with chemistry, than it does with their ability to do the tasks of the job. The ability of a new hire to join in with an existing team will have a great bearing on his or her success and the success of the team. Funny thing about chemistry; it can hardly be defined, it cannot be taught, and generally, it's darn difficult to learn. It's just there! Skills however can be learned and taught. Find out up front how a candidate will fit in and keep the assessment of this factor high on your priority list when you make you selection.

Always be on the lookout for good people in unexpected places: The most skillful person we ever met at hiring good people was Bob Mathews. Before his death in 1987 from Prostate Cancer, Bob managed to build an enterprise that he started in his garage into a company today approaching 300 million in annual sales. The company is U.S. Computer Services and today is the largest first class mailer in the United States. They produce and mail something over 65 million bills monthly to telephone and cable television subscribers worldwide. Anyway, Bob built this company with a lot of strong talent that he found in unexpected places. He would talk to waitresses while dining out, to airplane personnel while boarding airplanes, and to bartenders in Las Vegas. He would converse with the crew painting his house, the CPA doing his taxes, and the firemen who came to inspect the building. And in all of these conversations, Bob took little stock in what the person was DOING but noticed HOW they did it. Did they carry through? Did they push hard to get the job done? Did they work well with their co-workers? Did they seem committed fervently to their mission? Did they have a plan for getting their job done and did they follow that plan? If the answer to most of these questions was yes, Bob would hire them, sometimes right on the spot. He clearly understood that these are qualities that are difficult to find and impossible to teach. His theory was that he could teach them to do the work. Some of those hires are Vice Presidents and Senior Vice Presidents in the corporation today and they started at the bottom years ago.

Watch a new hire carefully and abandon ship quickly if it's not going to work: Some of those you hire will work out to be mediocre at best. This means that there is either a serious job mismatch or you have hired someone who is not going to work out. In the case of a job mismatch, try to find other opportunities in your company, In the latter case, the longer you let that person sit in that chair, the worse the situation becomes. Not only is the new person not carrying his share of the load, but the other members of the team are working harder to make up. And the longer you let that person sit in that chair, the longer that chair is NOT being occupied by a competent employee who can be a contributing member of the team. Act swiftly when your gut tells you things are not going to work out.

Employee Training

training Neal & Associates specializes in designing and implementing customized employee training programs including the follownig:
  • training employees effectively in:
    • software troubleshooting
    • computer hardware troubleshooting
    • dealing with difficult customers
    • making effective use of time
    • using computer systems effectively
    • using company resources effectively
    • thinking about the bottom line
    • communicating effectively with management
  • developing strong problem solving techniques in your staff and management:
    • defining a problem correctly
    • collecting information for problem solving
    • selecting from among the possible solutions
    • staying focused on the problem!
    • "don't tell me what won't work, tell me what will work" or -being a positive problem solver
  • developing effective time management techniques in your staff and management
    • make a plan - EVERY DAY!
    • check your plan for today frequently
    • work on that part of your plan that you can get done today
    • don't let anything get in your way
    • learning to be a person who plows right through one problem after another daily

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