Hiring staff can be
time-consuming, but if you cut corners, there's a good chance you won't get the
right employee. Today I want to share
with you some vital tips to recruiting a good employee which I learned from the
book "The Mafia Manager". If you have not read the book “The
Mafia Manager”; then you are definitely missing some unconventional business
lessons. If you are ready to learn, then please read on.
1. It
is not necessary to have a large family with many soldiers and button men. In
fact, the fewer employees you have, the fewer betrayals or disappointments you
will experience. Many employees, many betrayals, many disappointments and also
higher overhead.
2. Your
staff must be of the highest possible quality in critical positions. One good
man is, of course, better than a hundred fools.
3. For
a truly responsible job involving others in its performance; don’t hire
someone just out of school, no matter how impressive his record. Hire the
person who already has demonstrated an ability to work with others.
4. For
jobs less critical to the success of your organization, you will want to hire a
good attitude before experience. Attitude reveals itself in a number of ways.
For example, if an applicant asks about salary early on in his first interview;
his is a bad attitude and moreover, he is stupid.
5. For
a truly vital job, don’t hire a high powered expert; no matter how impressive
his credentials. Experts care only about their credentials and their fees; and
their caring never stops.
6. Don’t
hire more than two members of a household (except possibly your own) and never
hire lovers or husband and wife; no matter how necessary their individual
skills may be to your organization.
7. Before
you hire, you will interview. Knowing what skills and performance you want from
the person you will hire give applicants time to think about your questions on
those matters.
8. Be
specific in your questioning. Generalities begat general (thus useless)
responses. Require applicants to be specific in their answers. Use the
questions “why” and “how” to follow up responses.
9. As
for the interview strategy itself, seat applicants beside you if possible;
rather than across the desk from you, in order for you to better gauge his
reactions. Pick up his/her resume, frowning every now and then as if pondering
on something. When this bit of play acting is finished; and the applicant
suitably is unsettled by it, begin by asking the applicant why he wants the
vacant job and why he feels qualified to do it. Let him sell himself as much as
he wants to; interrupting only with specific questions. Finally, if the
applicant is presently working, ask him why he wants to change jobs.
10. If
the applicant should frown, squirm or stroke his cheek with apparent concern
while you are outlining the job difficulties; you should begin kissing him off.
In polite language, let your feelings be known to the applicant. Unless the
applicant tries to sell himself back into contention, do kiss him off. Tell him
you have others to interview and you will let him know, one way or the other in
a day or two.
11. Also kiss
off any applicant who is full of questions about his career’s
future with you.
12. In
any case, close interviews when you have found out all you need to know;
whether this takes five minutes or fifty.
13. When
an applicant seems worth another look, check out his business references and
employment history. Forget about personal references; he’s not going to list
someone who will bum rap him. If you happen to know one or more of his personal
refs, a call or two may get you some useful inside info.
14. Bring
in the most likely candidate for a second interview, preferably at lunch and at
this meeting; zap him with whatever you may have turned up bogus in his
business references or employment history. If those doubts; real or imagined
are resolved to your satisfaction, sell the job to the applicant.
15. Sell
the job; make no promises of future raises, promotions or broadening of
responsibilities. What the applicant gets is what he gets; nobody, not even you
have the crystal ball that works. Let him do the job applied for and we’ll see
what happens.
16. Following
your selling of the job, pose a few hypothetical problems the applicant may
encounter on the job and ask him how he might go about meeting them. If the
applicant passes muster; make an offer and hire him. If not, back to the office
to schedule a second interview with the next most likely candidate.
And lastly, never
you hire someone of the opposite sex in hopes of future erotic reward. It might
be the beginning of the end for your business.
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