HIRE TOUGH,

Manage EasyPRESENTED BY

MEL KLEIMAN, CERTIFIED SPEAKING PROFESSIONAL & PRESIDENT

Key Ideas

If I give you $100 and you give me $100,

what do we each have?

If I give you an idea and you give me an

idea, then what do we each have?

Key Objectives

“If you keep doing what you’re doing, you’ll keep getting what you got.”

In your workbook, make a list of thespecific questions you have

and/or the topics you would like to see addressed…

You Can’t Get There from Here,Unless You Know Where Here Is…

1. On a scale of 1 – 10 (where 10 is the highest) , how do you rate your company on:

Recruiting? _____ Selection? _____ Retention? _____

2. How do you rate your location, store, or site?

Recruiting? _____ Selection? _____ Retention? _____

3. How do you rate yourself?

Recruiting? _____ Selection? _____ Retention? _____

4. What makes you these numbers?

5. What do you need to do to raise the bar?

First, Ask Yourself:

1. Could we do this job differently or without hiring a new employee?

2. Do we really make hiring A-Players a #1 priority and what happens if we don’t?

3. Why would an A-Player want to work for us?

4. Why would an A-Player want to work for this manager?

5. How will we know we have the right person?

6. What will we do to ensure this person’s success?

10 Reasons…

If you don’t have a list,where will the applicant get the list?

What are the top 10 reasons people should want to work for you?

What are the top 10 reasons your customers want to buy from you?

Return on Investment3 Poor Employees = 1 Average Employee3 Average Employees = 1 Good Employee3 Good Employees = 1 Great Employee

−The Container Store

What is the cost if we don’t fill this position?What is the cost if we fill the position with the wrong person?What is the cost/benefit if we fill this position with a good employee?What is the cost/benefit if we fill this position with an A-Player?

Start with the End in Mind

“It’s not what you have, it’s what you do with what you have.”

ACHIEVEMENTS SKILLS PERSONALITY ATTITUDE CAPACITIES

What Is The Most Important Quality an Employee Can Have?

49% POSITIVE ATTITUDE 20% Honesty/Integrity 6% Communications Skills 6% Ambition 6% Dependability 6% Friendly/Amiable 7% Other

Why Do You Usually Fire Employees?

32% Absenteeism/Tardiness 22% Other Reasons 19% Bad Attitude/Work Ethic 18% Dishonesty/Misconduct 9% Inability to Do The Job

What Does Success Look Like?

What did this employee do in order to earn this award?

Employee of the YearThis award is presented to recognize

these outstanding achievements:

A Selection System Will:

“The system always gives you 100% of what the system is designed to give you.” − Dr. W. Edwards Deming

Identify the best potential employees Tell you why an applicant will be a good

employee Eliminate unqualified applicants quickly Make the job hard to get Test for what you need Provide more and better information Save time, money, and aggravation Reduce legal exposure Verify that what you see is what you get Increase retention & productivity

“Ninety-four percent of all failures are due to systems, not people.”

-Dr. W. Edwards Deming

What does a great applicant have to do to get the job?

What does a great employee do on the job?

Once We Know WhoWe Are Trying to Attract...

Where do these people: Congregate? Socialize & entertain? Work? Play? Belong? Shop? Live? Participate in the community?

Out-of-the-Box Thinking

– Past Employees

– Referrals from Current Employees

– Alternate Newspaper Sections

– The Internet & Your Website

– Community Involvement & Networking

– Event Marketing

– Signs Where They Congregate

– Direct Mail

“The best you can hire can’t be any better thanthe best of those who apply.”

─ Point-of-Sale─ Temporaries─ School Sporting Events─ Intern Program─ Referrals from Applicants,

Customers & Vendors─ Realtors/Welcome Wagon─ Bag Stuffers─ On the Back of Cash

Register Tapes

Automation AutomationAutomation

24-Hour Job Hotline

Your Website

The Internet/Job Boards

Interactive Voice Response

Kiosks

“Any task that is redundant and repetitive needs to be automated.”

Lex Wexman, Chairman of the Board, The Limited

AutomationAutomationAutomation

Ask yourself:

– When do you accept applications?

– When do you conduct interviews?

– Is it easy for people who are already working to apply?

Take applications 24-hours a day:

– Your telephone answering machine

– Automated job hotline with prescreening interview & report functions

– The Internet

If They Don’t Wanna Work for You, Nobody’s Gonna Stop ‘Em!

Help Wanted is not a good reasonfor anyone to apply.

In order to attract the quantity and quality of people you need: Have a great headline Tell them what they will achieve on this job to be

successful Tell them why they want to work for you Indicate the general location of the job so people

unwilling to make the trip screen themselves out Specify when and how to apply (make it easy) Discourage drug abusers. Always include a line

like: “Must be drug free.”

Employee Selection

It doesn’t matter how good the applicant is… How good is the interviewer at determining

how good the applicant will be on the job?

Selection System Tools

If you want a winning team, you need these tools on your side… Pre-Screen Testing Employment Application Reference Verification Release Forms Structured Interview Interview Rating Form

Everything Is a Test

Positioning

Tell them what is going to happen and what you want them to do:

Tell them briefly about the company and the job

Position them to tell you the truth Gather information Answer their questions

Achievement-Based Interviews & Evidence-Based Selection

We hire people with

great interviewing skills —

instead of the people who

will be great on the job..

Achievement-Based Interviews

The five most important questions:

Tell me about the first job you ever had.

Tell me about the achievements in your life you

are most proud of and the obstacles or problems

you had to overcome.

Tell me about your last performance appraisal.

On a scale of 1-10, how would you rank yourself

as a _____________. Why did you give yourself

that number?

What one question would you like to ask me?

Of all the questions you could have asked,

why did you choose that one?

Evidence-Based Selection

"All we want are the facts, ma'am." −Sgt. Joe Friday, Dragnet

Start from the beginning

Identify past achievements

Look for facts, not fiction

Validate the findings (with the applicant and with everybody who knows anything about the applicant)

Employee Retention

“The easiest way to increase retention is to hire crummy people − they never leave!”

The 6 R’s & 1 F of Retention

1. Rules

2. Respect

3. Relationships

4. Responsibility

5. Rewards

6. Recognition

7. Fun

The Five Firsts of Retention

1. First Hour

2. First Day

3. First Week

4. First Paycheck

5. First Anniversary

Key Motivators

Rank the following from 1 (most important) to 4 (least important) as your personal motivators:

#_____ Money

#_____ Recognition

#_____ Interesting Work

#_____ Work/Life Balance

Why Customers Quit

1% Die

3% Move away

5% Develop other friendships

9% Competitive reasons

14% Product dissatisfaction 68% Because of an employee’s attitude of indifference toward the customer

The Six Keys to Employee Retention

1. Hire Tough

2. Learn to Fail Fast

3. Orientation

4. Employees First, Customers Second

5. The 6 R’s and 1 F of Retention

6. Don’t Treat People Equally, Treat Them

Fairly

“You can dream, create, design, and buildthe most wonderful place in the world,

but it takes people to make yourdream a reality.”

–– Walt Disney

About Mel Kleiman, President of Humetrics

Author of 5 books including the bestselling Hire Tough, Manage Easy

Pragmatic businessman Consultant and speaker Certified Speaking Professional

Humetrics specializes in frontline workers and the people who manage them by providing employment assessments, consulting services, training programs, and speaking presentations

(713) 771-4401 mkleiman@humetrics.com www.Humetrics.com