Hiring a Superstar: How to Hire, Train and Manage your Team - Michelle Loretta

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Overview • Worker classifications • Winning qualities for your team • Creating the job • Hiring your best match • Integrating your new hire • Ongoing leadership

What kind of Superstar

do you need?

Interns vs. Contractors vs. Employees

Intern (aka: “Unpaid Worker”) 6 Criteria – Dept of Labor Law: 1.

2.

3.

4.

5.

MUST be a finite training program.

MUST benefit the intern.

Can’t displace employees.

Employer CANNOT benefit.

Intern is not necessarily entitled to a job at end of internship.

6. Both parties understand that wages are not entitled.

Contractor IRS wants to see INDEPENDENCE: • Behavioral • Financial • Type of Relationship A contractor should look like they have their own business.

Employee = YOUR STAR! Works for YOU! • You can invest in this relationship and nurture it!

• You can train them your ways.

• You can have them live and work your company culture.

You have greater control over the work!

Non-Exempt vs. Exempt Dependent on: (a) how much they are paid, (b) how they are paid, and (c) what kind of work they do.

NON-EXEMPT NOT exempt from OT OT is due at a rate of 1.5x pay 40+ hours/week of work

EXEMPT MUST have all 3: 1. paid at least 2x the minimum wage 2. be paid on a salary basis 3. exempt job duties

Superstars & Their Core Hiring for Quali9es over Skills

Case Study:

Core Value #10: Be Humble.

Case Study:

Core Value #5: Kaizen.
 (Working collectively for 
 continuous improvement.)

Create Culture We decided that if we get the culture right, most of the stuff, like building a brand around delivering the very best customer service, will just take care of itself.

- Tony Hsieh, CEO of Zappos

The Superstar Job Defining roles and responsibili9es

Identify Responsibilities Wedding Associate • Set up client folders • Assist at weddings

Marketing Assistant • Cull images for blog • Proofread blog posts

Office Assistant • Clean the office • Buy supplies

Accountant • Bookkeeping

Create the Job Description Defines every facet of the employee-employer relationship: • Announces a need (the ‘ad’) • Identifies a focus for the interview • Acts as the structure for your training • Acts as a basis for your employee review

Components of the Job Description

• • • •

Company Description Responsibilities Expectations Qualifications

Be wary of looking for the ‘EVERY (WO)MAN’.

Find Your Match What to look for in your Superstar.

4 steps to finding a Superstar Match: • Job Description & Ad • Cover Letter Review Process • Resume Review Process • Interview Process Don’t Poo Poo the Importance of These!

Creating your “Ad” The job ad will include: • The Job Description • The Ask • Call to Action this is the MOST important!

Call to Action: Cover Letter This is your secret weapon!

• Ask key questions to be answered in the body of the email (or cover letter).

• Use this as a pre-interview opportunity.

• Gives insight into: • Core values • Ability to follow directions • Their grammar and writing skills

Call to Action: Resume • Systemize your resume review • Look for: • Good track record • Consistency • Commitment • “HARD” work • Trainability

• Equal Employment Opportunity Laws

Interview Parameters Strong Questions: • Core Value Questions • ‘Deal breaker’ questions • Build off the resume • Don’t ask about race, religion, sexual orientation.

Be friendly – but scrupulous.

Look for strengths that fill the gaps (weaknesses) in your business.

My Favorite Interview Questions • Share a time where you went above and beyond for the client.

• Tell me about a situation where you faced a huge challenge (in a work situation). How did you solve the problem?

• Tell me about a situation where you made a mistake in your job, and how you fixed it.

• How do you deal with tedium and repetition? (insert your situational description) • How would you benefit by having this job?

Steer clear of EEOC illegal questions.

Illegal Interview Questions • Age • Alcohol or Drug Use • Arrest Record • Religious affiliation (particularly in relation to work availability) • Family & Marital status (particularly in relation to working nights / weekends) • Education questions that do not relate to the job • Financial status and credit inquiries • Race, national origin, or color (This list is not all-inclusive. Make sure interview questions are job-related ONLY.)

Hiring Your Superstar Onboarding and Training

Onboarding Plan Create a plan for introducing your employee to your company: • Paperwork (tax forms, etc.)

• Core Values!

• Logistics • Employee Handbook (Protocol) • Company Strategy

Example: Onboarding Plan

Employee Handbook Rules, protocols, and standards Includes: • Vacation and time off policies • Workplace expectations: • Attire • Attendance • Social media policy

• Compensation guidelines • Review policy • Discipline and termination policies

6 Steps for Training 1.

2.

3.

4.

5.

Use a checklist to guide YOU and THEM. Make TIME in YOUR schedule to TRAIN. Have them mirror YOU. YOU mirror them.

Give them the checklist and make them accountable for following it.

6. Give feedback.

Not an employee: Intern Creating an intern program: • Finite period of time.

• Focus on learning.

• Create a curriculum.

• Only ‘work’ can be in practice of lessons.

Not an employee: Contractor Contractor needs to be independent of your company.

• Have a contract with contractors.

• Have contractors invoice you.

• Have finite terms with contractors.

• No uniforms, employee manuals, or company protocol can be directed at a contractor.

Be a Leader Ongoing management of your Superstars

On-going Leadership • Staff meetings • Training NEVER ends • Give on-going feedback and ask for feedback • Create quality controls • Delegate and trust • Bi-Annual or annual reviews • Confronting challenges • Documenting performance and underperformance

Conflict Resolution 1.

2.

3.

4.

5.

6.

Have a heart-to-heart.

Get straight to the point.

Mix the good with the bad.

The conversation will evolve.

Work towards a solution.

Confirm what the employee has said and MOVE ON. DOCUMENT any issues or shortcomings.

Letting Go of an Employee • Are they in the wrong position?

• Do they need more training?

• Have you documented poor performance?

• Have you addressed the issue with them?

Talk to an attorney before letting go of an employee.

Managing Turnover • Make turnover an expectation • Create tight systems to lessen impact of turnover • Automate training if high turnover • Train the trainer

Action Items! ü Know the law.

(Contractors and interns aren’t always your best bet.)

ü Define your core values and integrate them into hiring. ü Navigate employment with job descriptions. ü Be ruthless in your search to find a culture match.

(Skills can be taught with good training.)

ü Develop a long-term training system.

Questions? Reach Out Michelle Loretta michelle@sageweddingpros.com www.sageweddingpros.com HR Toolbox: www.thepeopleplan.biz Want a copy of these slides and our free onboarding template?

Text “SAGE” to 444999