Jeff Altman, Big Game Hunter
One of the most common laments when I talk to business owners and hiring managers is: “It’s hard for me to find and keep great people.”
Currently, we are in a decade-low unemployment rate, with various visa programs acknowledging that foreign talent is still tight, and some demographics of the U.S. population are particularly challenging. When it comes to age, many businesses have talent pools in the smallest population.
But beyond that, we try to hire “fit” – which doesn’t work.
When I entered the recruitment, it quickly became clear that both job seekers and employers both misrepresent themselves to each other.
Job seekers have been trained to act with the act of an authority from school to your office or business from school to their time at school.
On the other hand, few employers admit to job seekers that they are entering a minefield. After all, no one has ever said, “I just got moved to this role. My ex was fired, her ex was fired. If I can’t turn it around, it doesn’t take a genius to figure out what my fate would be!” Instead, every job is said to be “a great person” and “a huge opportunity for progress.”
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No wonder people get annoyed or angry when you find out you delete key information from them?
Hire people you care about and provide them with complete information about when they are correcting your people’s problems.
The question is: How do you find these people and turn others down?
Here are the steps you can take to increase your chances of recruiting and retaining great people.
1. Prioritize those who care about doing a good job.
When I sat in the restaurant one day, I noticed that two employees were customer friendly and The way you pay attention to and handle details seems natural and smooth. These are often taken for granted, while managers and business owners try to “address” people who are underperforming.
You can’t improve mediocrity. Instead, focus on high performance and reward them with frequent praise and commitment. Let everyone see people attract attention because they do their job well and not attract attention because they delay the team.
2. Ask the correct interview questions.
Research shows that in the first 18 months, almost half of new employees (46%) failed. The survey report said 26% of new employees failed because they were unable to accept or implement feedback (poor or underperform) because they were unable to manage their emotions (usually the same as not being able to accept feedback or criticism), and 15% because their attitude towards work (bad attitude) and 11% were wrong because skills deficits were due to skills deficits.
The information I get from it is that skill assessment is usually enough, but we can do more to hire emotionally intelligent candidates.
To find someone you care about, ask, “If I call them, what will your life say positively?” Be wary of candidates who complain about helping people.
You can also ask, “What is this solution you bring?” Listen to those with emotional intelligence that they play a role in certain events. Those who cannot recognize their contribution to the problem will repeat this pattern with you.
Another question you can ask is: “How does this position compare to the other people you are interviewing?” Listen carefully to those who can point out the challenges, opportunities, and other positive traits of any job they are considering, rather than trying to praise you.
Remember, you’re always trying to create a positive impression. Focus on their answers and whether they show maturity.
3. Faster shooting.
Everyone’s hours or days are bad; don’t tolerate people who are bad that month. Remember to think of them as new. They should try to make a huge impression with you. If they didn’t work hard in the first place, six months from now wouldn’t be better than that.
4. Create an environment of excellence.
The environment wins. Excellent people don’t want to work with managers who don’t care about the workplace they are creating. Replacing mediocre talents, they are nothing more than average. Stay inspired, or risk throwing them to the person who creates the environment they want.
5. Looking in the mirror.
Ask yourself what your role is in creating a highly transformative environment. As I suggested before, it is easier to blame others than to take responsibility for your decisions. Have your own character and make changes.
Even with a smaller pool of work, many business owners and hiring managers can hire and retain good people by screening those who care, rewarding them for their attention and opportunities, and creating an environment that can succeed.
ⓒMajor Game Hunter Company, Asheville, North Carolina, 2018, 2025
Job search and 10,000 rules.
About Jeff Altman, Big Game Hunter
People hired big game hunter Jeff Altman not to offer BS job coaching and career advice worldwide because he makes job search and successful careers easier.
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