Qual­ity Busi­ness: Hire the Right Play­ers

Hire the Right Play­ers

Luxe Beat Magazine - - Contents - By Tom Raf­fio

Dur­ing my more than thirty years in the busi­ness in­dus­try, I have learned a thing or two about what it takes to run not only a busi­ness, but a suc­cess­ful one. What fol­lows is the first ar­ti­cle in a se­ries of twelve that will po­si­tion any busi­ness for suc­cess.

To be suc­cess­ful, you must make sure you hire de­pend­able and ca­pa­ble em­ploy­ees who are com­mit­ted to the mis­sion and vi­sion of the com­pany. Un­der the lead­er­ship of our Vice Pres­i­dent of Hu­man Re­sources, my com­pany has de­vel­oped a hir­ing process that con­sid­ers three im­por­tant suc­cess fac­tors: crit­i­cal think­ing, be­ing a team player, and self-in­tegrity.

You must hire em­ploy­ees who know what the right job is for them. For ex­am­ple, if an em­ployee knows that sell­ing is some­thing they do bet­ter than any­one else, they should com­mu­ni­cate that to their man­ager. If this sales ex­ec­u­tive con­tin­ues to prove his worth, it is typ­i­cal that a pro­mo­tion will fol­low. How­ever, this might not be the best move for this em­ployee. Per­haps they don’t have the ap­pro­pri­ate su­per­vi­sory skills or man­age­ment skills, and a pro­mo­tion might not be the best move for the em­ployee, their em­ployee col­leagues, or the com­pany. As Jim Collins says in his book, Good to Great, hav­ing the right peo­ple in the right seats on the bus is one of the keys to an or­ga­ni­za­tion’s suc­cess. Pro­mot­ing this em­ployee might move them to the wrong seat on your com­pany’s bus.

When you hire ca­pa­ble and com­pe­tent em­ploy­ees who are aware of their strengths and weak­nesses and are also com­mit­ted the com­pany’s mis­sion and vi­sion, there is lit­tle need to mi­cro-man­age them. When em­ploy­ees feel com­fort­able in their skills and train­ing, they are more apt to share their own ideas about how to make im­prove­ments on pro­cesses to in­crease the com­pany’s per­for­mance.

To pro­mote the free and open ex­change of ideas be­tween em­ploy­ees and our se­nior man­age­ment team, my com­pany es­tab­lished a for­mal pro­gram. We feel that no idea is too big or too small. When em­ploy­ees sub­mit their ideas, we re­view them, and if we have the re­sources and be­lieve their idea is log­i­cal and will EHNHᦐT thh Fom­sany ZH im­sohmhnt it. While we are not able to im­ple­ment ev­ery idea and some would not bring a great enough EHNHᦐT to thh Fom­sany in thh Vsirit of open com­mu­ni­ca­tion, we make sure the em­ployee knows why we de­cided not to im­ple­ment their idea.

In sum­mary, or­ga­ni­za­tions have a re­spon­si­bil­ity to hire the right em­ployee for the right po­si­tion. Po­ten­tial can­di­dates need to have self-in­tegrity and crit­i­cal think­ing skills, know their own strengths and weak­nesses, and have a pas­sion for the job and the com­pany. It’s im­por­tant to re­al­ize that ev­ery po­si­tion within a com­pany is equally im­por­tant to its suc­cess. With­out oxr H[SHRT maio room Vtaff oxr par­tic­i­pat­ing den­tists wouldn’t re­ceive their pay­ments on time and our cus­tomers would not re­ceive im­por­tant com­mu­ni­ca­tions about their den­tal plan. Fur­ther, with­out our sales and mar­ket­ing team, we wouldn’t have cus­tomers. And, of course, with­out our cus­tomers, we wouldn’t be here. Ev­ery­thing is full-cir­cle, and if your com­pany be­gins with the cus­tomer in mind, and the right em­ploy­ees in the right seats on your cor­po­rate bus, you will be suc­cess­ful.

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