By Kevin Hogencamp, Contributing writer
In good times and bad, hiring choices can make or break a company.
From management-level personnel to support staff, a company’s success starts with putting the right people in place, says organizational consultant and trainer Charles Coker.
Coker, CEO of the Jacksonville firm LifeThrive, calls it “hiring for profitability.”
“I have seen many companies go out and scan the nation for just the right person … and six months later, they were gone,” he said.
A professional speaker, consultant, writer and trainer, Coker provided employee-selection tips last month at a Northeast Florida Builders Association seminar.
The session was the fifth in a series by Coker aimed to help builders and associated industries improve their business operations.
Construction Specialties of North Florida’s Mike Minix said his company has gained invaluable insight from Coker, whose tutelage is based on 40 years of research.
The firm has enlisted Coker’s help in identifying opportunities for efficiencies, developing a mission statement and identifying its vision and core values.
Construction Specialties installs and services seamless gutters, screen enclosures and outdoor kitchens, among other projects.
Minix said he found Coker’s hiring-for-profitability seminar to be informative.
“I like it that he provides a lot of statistics from reputable sources to back up what he’s saying,” he said.
Don’t take shortcuts
Coker says candidate screenings should be extremely thorough.
“Don’t shortcut the steps,” she said.
The first step is to produce job descriptions and ensure they are accurate, including the time allotment for each responsibility.
From there, asking applicants to complete a survey or answer questions by email weeks out many potential candidates.
“You screen red-flag people out right away. You don’t even waste your time with them,” he said.
Coker also strongly recommends companies require candidates to complete a free online assessment tool offered by LiveThrive and other companies.
And, because many job-seekers provide false or exaggerated information on the resumes, thoroughly checking references is crucial, he said.
Finally, during interviews, Coker encourages hiring managers to ask what he terms “behavior-based” interview questions. Among his examples: “Describe a situation you were able to use persuasion to successfully convince someone to see things your way.”
Doing so filters emotion out of the hiring process, he said.
Hire for diversity
Coker said if he were starting a company, he wouldn’t try to fill positions with clones of himself.
“Don’t recruit exactly like you,” Coker said. “Instead, hire for diversity and innovation.”
Having diversity fills the gaps that are in place if everyone has similar experiences and backgrounds, he said.
“Without diversity, we don’t have innovation because we can’t see where the breaks in the processes are,” Coker said.
He also said it’s important for leaders, most of whom are extroverts, to not overlook introverts.
“The introvert may be the smartest person in the room,” he said. “They just aren’t very verbal.”
Coker cited an experience he had with a company in which the candidate did poorly during an interview.
“The CEO said, ‘That’s the worst interview I ever had,’” Coker said. “And I said ‘If you don’t hire him, you’re crazy. He will retrofit your department.’
“He did and it did.”
Coker’s point: A great talker isn’t necessarily a great employee — and vice versa.
The challenge is identifying candidates whose values are consistent with the company’s.
Motivation, adaptability and attitude trump an impressive resume every time, he said.
“Remember, you can teach skills, but can’t teach mind-sets — unless you’ve got a long time to do it,” he said.
Coker cited himself as an example. He’s worked in five different industries.
“If they bring the right mind-set, do they really need that much experience?” he asked.