Inside Franchise Business - - Contents - VANESSA GIANNOSIS

Em­ploy­ees will be a key as­set to your fran­chise.

As a fran­chise owner, it is im­por­tant for you to be aware that one of the most im­por­tant as­sets of your busi­ness is your team. Re­cruit­ing great em­ploy­ees en­sures your busi­ness will be strong, ef­fi­cient, pro­duc­tive and prof­itable.

On top of all that, your busi­ness is likely to be­come known for its great cus­tomer ser­vice.

This means it is ab­so­lutely cru­cial for busi­ness suc­cess to get re­cruit­ment right. Here are seven top tips to en­sure you re­cruit great ta­lent for your busi­ness..


All good re­cruit­ment starts with out­lin­ing how you want your busi­ness rep­re­sented in terms of brand and val­ues. Be crys­tal clear about the type of per­son you want in your busi­ness, and ar­tic­u­late that in be­havioural terms.

By scop­ing a role well, you can at­tract the right can­di­dates and pre­vent ma­jor headaches down the track, such as per­for­mance is­sues. Start by cre­at­ing a role out­line and suc­cess pro­file. This in­cludes out­lin­ing:

• The pur­pose of the role

• The key ma­jor tasks of the role

• The level of au­ton­omy and de­ci­sion

mak­ing re­quired

• The be­havioural com­pe­ten­cies, skill sets, ex­pe­ri­ence, knowl­edge and qual­i­fi­ca­tions needed for suc­cess in the role.

All too of­ten at The HR Ex­perts, clients present a shop­ping list of re­quire­ments that are un­re­al­is­tic or not nec­es­sary for the role. From a le­gal and prag­matic per­spec­tive, it is im­por­tant to dis­tin­guish be­tween min­i­mum re­quire­ment and the ideal. We all love to find ideal can­di­dates, but of­ten they just don’t ex­ist.

Our golden rule is to re­cruit for fit first. Train­ing can add skills later. It is far eas­ier to teach some­one skills than to ask them to change in­grained be­hav­iours and per­son­al­ity traits.

By set­ting up a ro­bust re­cruit­ment process, you are putting in the foun­da­tions for a suc­cess­ful fran­chise busi­ness. Re­mem­ber, em­ploy­ees rank highly among your most

im­por­tant as­sets.


Be­fore ad­ver­tis­ing for staff mem­bers, there are sev­eral el­e­ments you need to have in place that are cru­cial to the re­cruit­ment process:

• A clear role out­line and suc­cess pro­file

• A well-de­signed and well-writ­ten job


• An un­der­stand­ing of any leg­is­la­tion and awards rel­e­vant to the job (par­tic­u­larly per­ti­nent in fast food and re­tail, es­pe­cially with new amend­ments to the Fair Work Act)

• The wages/salary de­ter­mined for the role.

Af­ter a can­di­date has been cho­sen, you will need a cus­tomised em­ploy­ment con­tract ready with the right poli­cies for your busi­ness, plus you need to set up pay­roll de­tails and an em­ployer de­fault su­per­an­nu­a­tion fund.


An ag­ile process is the key to suc­cess. Your fran­chisor or other fran­chisees in the net­work might be able to share their best prac­tice with you. This in­cludes:

• How and when to ad­ver­tise the role

• Who will be in­ter­view­ing, when and how?

• Will you be do­ing as­sess­ments or pro­fil­ing, and at which stage?

If there are mul­ti­ple in­ter­views, book out time early in in­ter­viewer di­aries. Re­cruit­ment needs to be real time and con­tin­u­ous. As a bench­mark, the av­er­age time to re­cruit is three to four weeks for ba­sic roles (from ad­ver­tis­ing to of­fer).

Ex­am­ple of a con­tin­u­ous re­cruit­ment time­line:



Val­i­dated re­search shows that a strong be­havioural interview (struc­tured) is the best pre­dic­tor of fu­ture be­hav­iour, help­ing de­fine a can­di­date’s suit­abil­ity. It is also legally de­fen­si­ble. Be­havioural event in­ter­views are de­signed spe­cific to the role and busi­ness, and aim to un­cover be­hav­iours, val­ues, com­pe­tence, skills, knowl­edge, re­silience and learn­ing agility.

A strong per­son­al­ity/be­havioural pro­fil­ing tool to sup­port this process is highly valu­able as it un­cov­ers key ar­eas of con­cern to ex­plore in interview.

To de­ter­mine tech­ni­cal com­pe­tence, ap­pro­pri­ate as­sess­ments are avail­able, such as tech­ni­cal ques­tion­ing, on­line test­ing or live ob­ser­va­tion and assess­ment.


One of the big­gest is­sues for SMEs is their ig­no­rance of the law. One re­cruit­ment er­ror could, it is es­ti­mated, cost up to 150 per cent of the per­son’s salary (ex­clud­ing

le­gal cases). It is strongly sug­gested you at­tend work­place leg­is­la­tion and com­pli­ance train­ing de­signed for small­busi­ness own­ers.

Be­havioural re­cruit­ment train­ing in­ter­view­ers need to learn how to be un­bi­ased, spot lies and in­con­sis­ten­cies, delve deeply, eval­u­ate and val­i­date a per­son’s ex­pe­ri­ence, skills, val­ues, be­hav­iour and com­pe­tence. Ask your fran­chisors if they can rec­om­mend train­ing.


As more than 90 per cent of peo­ple ad­mit to ly­ing on their re­sume, ver­i­fy­ing your can­di­date is cru­cial. Be­havioural ref­er­ence check­ing as well as check­ing li­cences and qual­i­fi­ca­tions is highly rec­om­mended. Be sure you talk to the per­son’s for­mer man­ager (ac­cept noth­ing less) and make sure you ask be­havioural based ques­tions.

Re­mem­ber, there can be more in­for­ma­tion in what is not said than what is said.

When man­agers are des­per­ate, they tend to make poor de­ci­sions. Save your­self ex­ces­sive time and costs by fol­low­ing our golden rule: if in doubt, de­cline.


Good on-board­ing means your em­ployee is in­cul­cated into your val­ues and ex­pec­ta­tions, gains the right train­ing and be­comes strongly en­gaged with your busi­ness. In this pe­riod, do reg­u­lar re­views.

Mon­i­tor be­hav­iour and per­for­mance through­out the pro­ba­tion­ary pe­riod. If you have con­cerns, raise them quickly and nip trou­ble in the bud early. If is­sues con­tinue, do not be afraid to let go of the em­ployee in the pro­ba­tion pe­riod. Pru­dence here can save years of tox­i­c­ity and headaches.

All in all, the le­gal­i­ties of re­cruit­ment can make the process com­plex, but like ev­ery­thing, once you have a process and sys­tem in place it is eas­ier. Re­cruit­ing great ta­lent needs in­vest­ment in time and money, but once you have the right ta­lent on board your busi­ness re­sults will sky­rocket.

CEO, The HR Ex­perts

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