From an organizational standpoint, establish an organizational chart (org chart) and a thorough job description. The org chart can map your future for your company and the job description spells out what you want the candidate to do for you to make your job easier. For example, if you need the candidate to think independently spell that out.

Job description and Posting

Take the time to research what you need the candidate to do for you. Be as clear as possible regarding the background and skills you need from a candidate to be successful in your company. Understand the market rate wages for that position and determine if you can pay in the middle or better for wages. Ask around to recruiters and friends in the industry to make sure you know what current wage rates are. Look for a good attitude and team player skills.

Develop a clear job posting. Use simple and easy to understand language. Avoid jargon if possible. Be consistent with other job postings in your company. Understand that not only outside candidates, but also existing employees will be reading your job postings. Be able to explain if the employee will be working independently or with significant supervision. Candidates will self-select depending on what they hear and what they need. For example, I had an employee who was excellent at their job but needed consistent direction (weekly one on ones) . Even though I wanted to advance them, they did not want to supervise other employees and ended up as a solid employee but not promotable.

Most of us don’t have the luxury of having HR department or artificial intelligence software to prescreen candidates, but the marketplace is changing quickly and there are many tools available to help you screen potential candidates. If you use software like Indeed, LinkedIn, Simply Hired or Monster.com, ( Recruitment Marketing Platforms (RMP)) to help you in your search, you may find add ons in the software to help you review, rate and communicate with potential clients.

Interviews and skills testing

Interviews can be single meetings with one person or multiple meetings with existing staff and or coworkers. Consider using two people to interview candidates. Decide what your interview process should look like. Who will make the final hiring decision. Screening is not easy and should include a call to references i.e. previous employers, better yet direct supervisors. Skills should be tested for. In other words, if you need Excel skills, test them. Do not assume that candidates will even know their skill level.

In today’s work environment keyboarding skills are still In demand. I like to think typing skills over 40 WPM are the minimum level to do any office job ( free testing can be found at Typing.com). Test for them. In the future dictation skills will be used to write emails and letters. Maybe AI will write letters for us. If you hire a welder test their welding skills using the QC& standards

(https://www.aws.org/certification-and-education/professional-certification/certified-welder-program).

Part of the screening may include personality tests like Personalysis or DiSC for example. Ask for work samples and have a consistent list of questions prepared. Don’t fall into the “shoot from the hip” trap asking questions as they appear in your brain during the interview, that just leads to litigation regarding discrimination. Have a checklist of questions and be consistent in your interview practices.

Recruiting involves selling your company to candidates

Make sure that in addition to pay you have competitive benefits, health insurance, dental insurance, short and long-term disability insurance, enough vacation time to keep an employee happy and that there is opportunity for growth.

As you focus on a candidate, you need to not only determine that they are the right person for your company, but that your company is the right place for them. Be prepared to explain your company culture and your management style. Be comfortable answering their questions and be prepared to sell the company to the candidate.

Summary

Successful hiring is the most challenging job you can tackle. Your ability to hire the right people will help you and your company to be more successful. Great hires can drive your company growth and make your company a great place to work. Hire people with the right skills and a positive attitude that can help you grow your company.

Finally, don’t forget to sell the positive attributes of your company and the co-workers. New employees are looking for a place to be loved and an opportunity to grow. Your job is to tell them they can get that.

Clifford A. Hockley, CPM, CCIM, MBA

Cliff is a Certified Property Manager® (CPM) and a Certified Commercial Investment Member (CCIM). Cliff joined Bluestone and Hockley Real Estate Services 1986 and successfully merged that company with Criteria Properties in 2021.

He has extensive experience representing property owners in the sale and purchase of warehouse, office, and retail properties, as well as mobile home parks and residential properties. Cliff’s clients include financial institutions, government agencies, private investors and nonprofit organizations. He is a Senior Advisor for SVN | Bluestone.

Cliff holds an MBA from Willamette University and a BS in Political Science from Claremont McKenna College. He is a frequent contributor to industry newsletters and served as adjunct professor at Portland State University, where he taught real estate-related topics. Cliff is the author of two books, 21 Fables and Successful Real Estate Investing; Invest Wisely Avoid Costly Mistakes and Make Money, books that helps investors navigate the rough shoals of real estate ownership. He is the managing member of a real estate consulting practice, Cliff Hockley Consulting, LLC., designed to help investors and commercial brokerage owners successfully navigate their businesses.  He can be reached at 503-267-1909, Cliffhockley@gmail.com or Cliff.Hockley@SVN.com.