Tag Archive | "hiring"

How to Hire Quality Talent for Your Countertop Company

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How to Hire Quality Talent for Your Countertop Company

Posted on 23 June 2020 by cradmin3

This video from Moraware features Geoffrey Gran, Owner of The Countertop Factory Midwest (TCF).

TCF now has 162 employees and is the largest fabricator in Illinois. Their goal from the beginning was to be the best, and hiring great employees has been the key to achieving it.

Finding quality talent is one of the largest pain points in the fabrication industry.

Gran shares the tools TCF uses to find employees, must-ask interview questions, the most common mistake fab shops make when hiring, and more.

You may also be interested in this article: How to Be a Sought-After Contractor

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Stone Installers Discuss Their Jobs – Warning Strong Language

Posted on 26 February 2018 by cradmin

EDITOR’S WARNING: THIS VIDEO CONTAINS STRONG LANGUAGE NOT SUITABLE FOR ALL VIEWERS! Ever wanted to know what some fabricators/installers honestly think about their jobs? Well, here’s a video that may provide some insight. These two stone installers, who apparently work in Virginia, decided to record their drive to an installation site and post it on YouTube. From how they talk, they aren’t very happy with their work, they don’t care much for their customers and they feel overworked and underpaid.

While we don’t agree with the sentiments nor approve of the language and didn’t have to post this video, we felt it makes a strong statement about the countertop industry, and is something that should be addressed, particularly when the pool of available workers is nearing a 20-year low. We are not sure what this says about the company these men work for (which is not identified in the video), but their advice to any young people watching is to “get a job at McDonald’s” instead of being a stone fabricator and/or installer. In the midst of a market that is faring well and facing a growing labor shortage, this doesn’t bode well for the future of the industry.

We would be quite interested in hearing how you are dealing with the lack of available workers to fill your needs and how you keep your staff happy with their positions.

Once again, be warned they use what can be deemed as vulgar language in their discussion, so if you are offended by that, DO NOT WATCH THIS VIDEO.

You may be interested in this article about labor and effectively handing your human resources.

You may also be interested in this article about hiring veterans to fill your countertop shop needs.

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Need New Talent? Hire a Veteran

Posted on 23 May 2016 by cradmin

HireVetsFirst2If you have positions open in your shop or office or you are planning on expanding, you may want to consider hiring a veteran of the U.S. Armed Forces for the job. According to the Veterans’ & Training Service (VETS), veteran unemployment has dropped 23 of the last 24 months to reach a low of 3.9 percent, but that still leaves more than 752,000 able-bodied veterans still unemployed. Many veterans still have a difficult time landing jobs, but plenty of resources as well as tax incentives are available for employers who can help these hard-working Americans earn a decent living.

Where to Find Veterans

Many employers across the country have stated that they would prefer to hire veterans over most other job candidates, but they simply don’t know how to find them. However, several resources are available through the Department of Veterans Affairs (VA), other government agencies and several nonprofit organizations.

A great place to start searching for veterans in need of jobs is through the Department of Labor’s dedicated website for veteran employment: Veterans.gov. This program provides one-on-one assistance to veterans through 2,500 American Job Centers in local cities and communities throughout the nation.

In addition to other services for job seekers, the website also provides resources for employers. You can make a public commitment to hire veterans and receive a free hiring toolkit titled America’s Heroes at Work. You can also post job descriptions and current opening and connect with a region al employer outreach specialist who can provide local resources for hiring veterans.

Other resources that could offer assistance in locating veterans in need of work are as follows:

Incentives for Hiring Veterans

The U.S. government provides several incentives to employers who hire veterans, which are detailed in the Guide to Hiring Veterans published by the White House in 2012. While some of the tax incentives in the guide are slightly outdated, a tax guide for 2016 was recently published by Military.com. The primary credit available is the Returning Heroes Tax Credit, which provides an incentive of up to $5,600 for hiring unemployed veterans, and a credit of up $9,600 is offered through the Wounded Warriors Tax Credit. Other credits may also be available through the Department of Labor Employment and Training Administration.

It is also possible for employers to be reimbursed for training some unemployed veterans through the VA Vocational Rehabilitation and Employment (VR&E) services. This program pays qualified veterans half of their salary for six to nine months while in training in addition to the tax credits. Finally, you can take part in a non-paid work experience program. In this program, participants are not paid a wage, but they receive a monthly subsistence allowance by the VR&E.

This Memorial Day, consider doing something more to show our veterans you care by offering them the jobs they need to support themselves and their families.

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Are You Screening Out Great Sales Candidates?

Posted on 20 December 2013 by CRadmin2

Recently, it has been found that many employers are screening out great sales candidates, and this phenomenon has been attributed to two common sales-recruiting myths. The first is that candidates are must have some sort of college degree, and the second is that a number of years of sales experience is required. In most cases, it makes much more sense to hire a prospective salesperson who has a natural talent for the job or one who has already established relationships with prospective clients. However, you may not be attracting those people or giving them a chance to prove themselves because of these two knockout questions in your hiring process.

Studies show that half or more of sales people should probably not hold a sales position, and almost a quarter of them are simply selling the wrong product or service. Therefore, hiring experienced salespeople simply recycles mediocrity and gives you a good chance of employing someone who will not prove to be of benefit to your business.

Lack of experience should never be the sole reason to pass over a candidate because this trait can almost always be overcome with the proper training. What cannot be overcome is a lack of sales talent. Hiring an experienced sales representative who performed poorly for someone else is not a winning recruiting strategy.

The sales profession requires qualities that not everyone possesses. The high turnover rate of salespeople in so many organizations simply reveals ineffective sales hiring and selection processes.

The solution to the problem of high turnover is to stop screening out good candidates by implementing a process for assessing sales candidates who may have the potential to match your top performers. Imagine how your sales would skyrocket if you only had more people like your top performers!

An effective sales assessment strategy takes the guesswork out of hiring people for your valuable sales positions. Such a strategy should include the evaluation of key behaviors, including competitiveness, persistence, sales drive, energy and self-reliance. It should also seek to discover critical sales behaviors, such as prospecting, closing sales, teamwork, building new relationships and maintaining existing relationships.

The use of this approach will lower employee turnover in your sales department and improve sales productivity. Implementing an effective sales-assessment strategy will be an adjustment to your current hiring practices, but it could dramatically increase overall sales and reduce the costs associated with high turnover. It does not make sense to simply accept as a fact that high turnover in your salesforce is normal or standard for the industry. It is only normal if one fails to see through these two common yet flawed elements in the hiring process. The competition may have already discovered what it takes to develop a winning sales staff, and you can’t afford to continue hiring salespeople who simply cannot perform even though they are college educated and experienced.

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Traditional Job Descriptions Don’t Attract Top Talent: Define Success for Qualified Candidates

Posted on 26 July 2013 by CRadmin2

By Brad Remillard

A recent research study identified the ten biggest mistakes companies make when hiring. The study included more than 130 companies ranging in size and from a wide variety of industries.

The number one hiring mistake made was rather surprising and one rarely even considered by most companies. Yet, this one mistake impacts the whole hiring process, including how candidates are sourced, where to find candidates, compensation, performance management, advertising, position title and what questions should be asked during the interview. Everything seems to go sideways all because most companies fail to properly define the real job.

The first reason why using traditional job descriptions are ineffective is that they describe only the minimum qualifications required for the position. Most job descriptions describe the least qualified person, not the real job. This often leads to hiring the least qualified. The harsh reality is that, when you define a job in mediocre terms, odds are you will attract and hire mediocre candidates.

The second reason is that traditional job descriptions fail to focus on what defines success in the role. If you want to hire successful people, start by defining success instead of the person. Most agree that a person who simply performs the duties and responsibilities outlined in traditional job descriptions would rarely be considered a success. In fact, most candidates would not last long in a company that is growing and outpacing the competition.

Just because the person has the experience listed doesn’t mean they can deliver the desired results. Past experience is actually a poor indicator of future performance. Past performance is a better indicator, but the best indicator is their ability to deliver results in your company. After all, you are hiring for your company with your culture, your resources, your systems, your budget, your management style and your company’s values, not for what they did at a past company.

For example, how many times have you heard someone say: “We’re looking for such and such position.” The reply is, “What are you looking for?” The typical answer is usually, “We need a person with X years experience, X years in our industry, team leader, strategic thinker, good communications and X education is preferred.” This is all about the person and nothing about what defines success in the role or what the person is expected to deliver once he or she is on board. It is naturally assumed if the person has the experience mentioned, they can deliver the expected results. It is our contention that experience has nothing to do with delivering results. Just because the person held the role with the last company doesn’t mean they are the right candidate for your company.

Instead of using the traditional job description, consider defining success in the role. Do this by creating a list of success factors. Success factors are simply the results you want this person to deliver, in order for you to consider this person a successful hire.

Using the above example, success factors would define exactly what the role needs to deliver, usually within the next 12 to 18 months, to be considered an outstanding hire.

Following is a set of three typical success factors:

  • Within the first 30 days, develop a plan of action that will improve on-time deliveries from 85 percent to 96 percent and present the plan to the head of the company.
  • Within 6 months, develop and begin implementing a vendor-qualifications program that will ensure zero defects and 100 percent on-time deliveries from vendors.
  • Within 9 months, consolidate the operations of two locations and produce a cost savings of at least 15 percent.

Continue developing these success factors until there are five or six that clearly define what is expected of the candidate once on board.

Now, when asked the question “What are you looking for?” The answer is, “We need someone who can improve on-time deliveries to 96 percent, can implement a vendor qualifications program and consolidate operations with at least a 15 percent cost savings.”

The next step is to find a person that can accomplish these success factors. When that happens, this person will have the right experience. It might be five years of experience. It could be 10 years of experience. It really doesn’t matter as long as they can deliver the results.

Using the success factors as a hiring guide sets the stage for a successful hire. Instead of the traditional job description, the success factors clearly define expectations and let candidates know what is expected of them once they come on board. The success factors define success in the role and not minimum qualifications. After all, isn’t that what you really want to hire?

About the Author

Brad Remillard is a speaker, author and trainer with more than 30 years of experience in hiring and recruiting. Through his corporate workshops and industry association speaking engagements, he demonstrates how organizations can effectively attract, interview, hire and retain top talent. Brad is also the co-founder of Impact Hiring Solutions and coauthor of You’re NOT the Person I Hired: A CEO’s Guide to Hiring Top Talent. For more information on Brad’s hiring training programs or speaking, visit www.bradremillard.com.

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