Business
Quality Business
Hire the Right Players
D
uring 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.
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
n t th om any
im m nt
it. While we are not able to
implement every idea and some
would not bring a great enough
n t to th om any in th
irit
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
T m a fi
important to its success. Without
o r
rt mai room taff o r
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.
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
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