How to hire good employees

references to have a written list of questions which he checks off for each applicant being considered.

Seasoned interviewers report that it is useful when checking references to use specific rather than general questions. For example, "How often was he late?" rather than "Was he punctual?". The specific question seems to trigger memories and make it easier to get a true picture of the person being considered.

The company's job is not over when the applicant has been selected and the details of hiring accomplished. In reality, the hard part is still ahead. A company must train a new employee to do things the company way, helping him to absorb the habits of the company while eliminating any false preconceptions of how and what he will do. The person responsible for training must help the employee to feel comfortable, accepted and a part of the company in addition to directing him in doing the best job possible.

"Tfaining is probably neglected more often than any other program," Cole believes. "How often have we seen or heard about the employer who tells the new employee that he will have a six month training period to learn the procedures and products and then after two weeks has other crises in the business and forgets or fails to follow up on the training?" Cole asks. Then, he says, this same company will say, "We don't know

Story at a Glance

why he didn't stay or why he isn't making it. We screened him carefully!"

Tiaining is important. Again, a basic outline of the material which must be covered should be written down. An employee handbook is a definite plus in training a new employee as well as maintaining high standards for those who are not neophytes.

Company policies, products and service to customers should be clearly outlined. One person should be responsible for monitoring the training program. A definite time period should be established. Constant evaluation of the employee should be maintained with praise as well as suggestions for improvement.

The trainer should encourage questions after he has explained a procedure. His attitude should be friendly and rela:red when he reviews procedures. Problems should be solved as they arise, not months later when they are really causing trouble.

The trainer should encourage suggestions from the employee and be flexible in accepting a better way to do the job. He also should expect mistakes, accept thern calmly and do whatever is necessary to prevent a reoccurTence.

When problems come up, the traini er should alert the employee in a tactful, friendly way. He should work with the employee in setting guidelines for performance and behavior, allowing the unployee to share in the decisions and feel a part of the responsibility. This will develop more loyalty and desire to do the job right than negative criticism.

Equally important is the necessity of keeping the employee informed. Tell him if he's doing a good job. Tell him where you would like to see improvement. Show the employee that you are interested in him as well as the job he is doing.