How to Deal with Employees
Employees are a pain in the tookus: Part 3
Four weeks ago I sent you an email complaining about how much of a pain in the tookus it is dealing with employees. If you missed it, click here to get caught up for part one. We started talking about how the pain begins when you don’t even have employees! Read about trying to find good employees in part 2 that we sent you.
Employees are a pain in the tookus, and the number one complaint originates when you do not even have them :
I HATE HIRING EMPLOYEES!
As I mentioned, my process is broken out into six steps:
-Interview with preliminary offer
We covered steps 1 through 3 here. Hiring is rarely done at the ideal time and most Employers have to make a hire quickly.
Interview and Preliminary Offers
At this point in the hiring process, I believe I have a read on the employee and whether or not they are someone I want in the organization. The pre-interview call, emails as well as pre-assessments should give you insight into the individual. At this stage you need to bring the employee in and do a face to face with them. Ask questions that the pre-assessment has highlighted for you. A good assessment will highlight areas of concerns, strengths and weaknesses of the employee. Your job is to validate these. All employees will have weaknesses. Your job as an Employer is to understand the weakness and be sure you address it with training, or work around it. Everyone has a weakness, this should not disqualify them from a job unless it would be detrimental to that position.
At the end of the interview if I am still comfortable with the employee I will make a preliminary offer. This makes sure the employee and you are on the same page as far as compensation.
I am a big believer in a working interview whenever possible. The working interview will allow your team to interact with the individual. You need to prep your team with information about the candidate and things to watch for. Remember, the working interview is like a first date. If the candidate is not 100% on their best behavior, listening, etc then you should go back and re-evaluate their assessments and other information you collected. You should be looking for items that would show the candidate is not coach-able or teachable. You are looking to see if they are a “know it all” when they know nothing, or are able to adapt to your processes. If you give them technical work, such as a bank reconciliation, excel analysis, etc have a time limit set in your head and see if they complete it within the time frame. Any tasks you give the candidate should be very broad and nothing that would require specific training from your organization. Bring the candidate into conversations and ask for their opinion on the matter if they have experience. The working interview should be used to gauge the validity of experience from their resume. At the end of the day I will meet with my team and get their feedback. I am looking for how the candidate fits within the team and any red flags that someone may have picked up that I missed.
I do want to stress that working interviews should be a paid day.
Awesome! The candidate is who we want. Now it’s the easy part. Make them a formal written offer, include benefit package information and any other perks that the employee should know about. Once they accept, we start the formal onboarding process.
I do want to take a moment and address benefits for small business (under 50 employees). As many are aware, the pricing for health insurance follows the age of the individual and their dependents and does not follow a “coverage” such as single, employee +1 , spouse, etc. When offering benefits as part of the compensation, this could be a very crucial part of the individual coming on board. If your company does not offer a flat amount regardless of the position, ask the individual what coverage they need, provide the rate grid with explanation of how it works, and ask them to provide a total cost to you. From here you can figure out how much, if any, more you want to contribute. Asking for ages is a very “risky” thing, and should never be done in the hiring process.
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President, Payroll Services LLC