Some otherwise very smart dealership executives may be
surprisingly ill prepared to tackle the all-important
business of hiring! They might manage small companies and,
perhaps, up until now, have been lucky enough to know and
trust the people they hire, i.e., relatives and/or friends
-- individuals from inside their own parameters, their own
comfort zone. However, as their businesses grow, these
dealers are almost certain to run out of family members or
acquaintances when looking to fill open positions. When the
inevitable occurs, small dealership managers will be
dependent on a strange, often intimidating unknown for their
staffing source: the outside world! They'll quickly discover
that it's best to take plenty of precautions before hiring -
and not base personnel decisions on their own gut feelings!
Managers of larger dealerships might also think a more
formalized hiring system is unnecessary. Often, too many
layers of corporate bureaucracy yield complex problems and
unexpected, time-driven emergencies within these
organizations. Stringent hiring practices may seem
impractical or too time consuming and the primary objective
of a corporate HR decision maker may be to simply find
somebody -- anybody -- to quickly "fill the seat." A common
myth often accepted as inarguable fact at large dealerships
is that frequent employee turnover is normal and unavoidable
so it almost doesn't matter who is hired - the logic being
that he or she will probably leave soon anyway.
Unfortunately, such a misguided theory simply fuels the
fires of inefficiency and expense, compounding the already
exasperating everyday problems these major dealerships face.
Regardless of how few or how many employees any manager
oversees, the goal of leading trustworthy, capable,
long-term and well-suited staff members should be undertaken
and achieved. List your needs and some reasons for those
needs. This will help you set priorities and may cause you
to see the strengths or weaknesses of your expectations and
ideas in a more realistic light. Think about the specifics
of your work environment. Is it fast paced? If so, you have
good reason to avoid hiring people who tell you they are
"patient and systematic." While such persistence and
diligence may sometimes be thought of as admirable
qualities, they are almost certain to become debilitating
liabilities in a busy, highly charged atmosphere.
Once you've placed your ad and gotten responses from
applicants, start weeding out the very obvious misfits.
Whittle down your candidates to a small number that seems
reasonable to you, but keep in mind that as you dig deeper
into each person's background, you may uncover more than
just a few unpleasant surprises. Current research shows that
30 to 40 percent of all job applications and resumes include
some false or inflated facts!
Consider performing a background check before allowing a
total stranger to join your dealership. It's something you
owe not only to yourself but also to your existing
employees. Incidents of violence and crime in the workplace
are well documented and, unfortunately, no longer uncommon.
Make sure there are no issues from an applicant's past that
make you uncomfortable. "Negligent hiring" is a term
commonly used in today's business world and can be alleged
if an employer fails to exercise reasonable caution when
choosing an employee. Courts increasingly hold employers
both financially and legally liable for illegal or violent
action taken by employees not subjected to reasonable
pre-employment screening.
It's also wise to ensure your potential new employee
possesses the skills needed to perform well for you. This
can be done by administering proficiency tests that are job
appropriate and designed to demonstrate abilities in areas
such as typing, math, writing or deductive reasoning. Don't
just assume that the person interviewing for your
bookkeeping position is mathematically gifted. Sometimes,
people who say they know how to make complex, formula-based
calculations, really don't!
Once your applicant has cleared a background screening and
proven his or her abilities, there is another assessment you
may want to make. It's an extremely important one -- a
determination of your potential new employee's compatibility
with the proposed job and the proposed work team! If you're
looking to retain good, productive employees, make sure the
people you hire fit the profile of the target you have in
mind for the job. Behavioral evaluations determined by your
applicant's responses to a simple questionnaire are readily
available and offer extensive insight regarding a person's
strengths, weaknesses, suitability to the job and
motivational hot buttons.
A formalized hiring system needs to be implemented in order
to avoid the expense, disappointment and frustration that a
misfit employee brings to a dealership. Consider your own
style of management and keep in mind that you'll need to
understand yourself before you can motivate and inspire
others. Do you micromanage or do you expect subordinates to
work independently? Is your ideal employee one who
consistently asks for your advice or one who makes solitary
decisions? Surround yourself with subordinates who mesh with
your own work approach and you'll reap all the rewards that
follow.
It is possible to lead a group that's productive, cohesive
and loyal, but to do so you'll need to know your own unique
expectations then seek and find subordinates who can live up
to them. Don't just hire anybody! Demonstrate your
excellence as a decision maker and gain the notice of others
within your organization. Take your management skills to new
levels by employing workers who exceed expectations and
rightfully deserve full membership to your team!
About the author: Carol Ardell is a Senior Consultant for
The Omnia Group, a company that helps clients make better
hiring and management decisions. To learn more about
background checks, proficiency tests and behavioral
evaluations call Carol at 800-525-7117 X 1281 or send email
to cardell@omniagroup.com
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