Hiring and Retailing Staff Part II

This is the second part of a two-part series on hiring and retaining quality staffers. This week’s installment focuses on the interview and selection process.
SELECTION
Selection is the process of deciding which recruits should be hired. Selection is a formal, in-depth conversation conducted to evaluate the applicant’s suitability for the job. Basically, the goal is to answer the questions:
• Can the applicant do the job?
• Will the applicant do the job?
• How does the applicant compare with others who are being considered for the job?

Selection interviewing is not just asking questions. Selection interviewing involves a series of steps that need to be followed in logical sequence. In a word, it requires careful planning.



Step One: Prepare For The Interview.

Review the Job Description to identify the job objectives—specific responsibilities, tasks, duties, and outcomes that the employee is expected to produce— and the knowledge, skills, and personal traits that are required to attain those objectives.

Review and screen the candidates’ applications or resumes. The screening of the application forms and resumes is done by comparing the information they contain – skills, knowledge, and experience – with what you require for the job (as you find it in the job description for the position available). If they match, you will want to see the candidates. If they don’t, you will file those resumes for future uses (other job openings). It is a good practice to sort the resumes into three groups. Yes candidates: you want to see them; Maybe candidates: you will only see them if the yes candidates do not fit your needs; No candidates: their resume does not match your requirements for the job and therefore you don’t want to see them.

Prepare information about the job to exchange with the candidate during the interview. Store/company history, business, culture (give the applicants information that keeps their interest in working for you high without overselling it—career opportunities, training opportunities, fun and casual, work environment, etc.); job responsibilities, duties and the skills you want; performance standards; hours; location; pay; benefits; introductory period; vacation time; working conditions.

Arrange a suitable place for the interview free from interruptions and schedule the appointments. You need to make sure to allot plenty of time for the interviews. It can take anywhere from 15 minutes to 1 hour or more. You don't want to rush. Allow about 30 minutes between each candidate so you can review and summarize your notes and have a break and clear your mind.

Prepare an interview schedule. If more than one person is to interview the candidate, make sure that everyone is present to interview when a candidate comes in for the first time.

Develop a schedule for the interview process. If possible, communicate the schedule to the applicants prior to their arrival. Let them know what to expect by listing all the steps in the process: type of interview, time, location, other.

Be prepared that not all candidates will show up. Be prepared to hire immediately. If a candidate has great references and your gut says this person is right, then it is wise to make an offer immediately. You don’t want to lose a great candidate.

Prepare the interview questions. Based on your list of requirements for the position (as in the job description) you can create your interview questions aimed at determining to what extent the candidates possess the required competencies and if they will be able to achieve the position’s goals.

Step Two: Conduct The Interview.
Step two consists of conducting the interview, including: Open The Interview. Establish rapport; provide an overview of the interview process. Ask Questions & Take Notes. Gather information. Make sure to use open-ended questions (how, what, when, etc.), and always follow up a yes or no answer with an open-ended question (i.e., “Tell me about a time when you were able to sell an item that was a lot higher in price than the customer’s original request. What happened? How did you manage to do it? What was the customer’s response?). Ask the same questions and record responses systematically to have a reliable base for comparison. Also, ask contrary evidence questions or questions that ask the applicants to give you examples of times when they were not able to perform a certain task (i.e., “Tell me about a time when you were not able to answer an objection. What happened? How did you feel about it? What did you learn from it?). Give Information & Answer The Candidate’s Questions. “Sell” the position, the company, the brand and the product. Close The Interview. Thank the candidate for his or her attention and interest. Indicate what the next step will be and the time frame within which it will occur. Ask for references. Tell each applicant that no employment offer will be made until satisfactory reference checks and a drug test are made (when applicable).

80% of the interview time should be devoted to asking questions. No matter how long the interview will take – 1, 2 or 3 hours – the percentage of time devoted to each task should not change. For example, in a two-hour interview we would still spend 80% of our time asking questions, which is equivalent to 96 minutes (80% of 120 minutes).











Interview Timeframe


Step Three: Evaluate Your Notes & Compare Candidates.
Complete an evaluation form or firm up your notes, noting specific information about the candidate wherever possible. Rate the candidate. This is crucial. You may not trust your memory to recall the detail of the interview at a later point in time. Don't make any notes about the applicant that could be discriminatory.

Step Four: Project A Professional Image.
The image you project during the hiring process tells a lot about your store and company’s values and culture. Pay attention to the image you project to attract the best and most highly skilled job candidates. Link the hiring process to your company values. For example, if you value "customer first" and "employee empowerment” be sure to demonstrate that in your hiring process.



….AND DON’T FORGET THE BABY BOOMER EARLY RETIREES

According to AARP, the nonprofit membership organization for people age 50 and over, there’s been a 40% increase in job-hunting retirees and a 20% increase in companies seeking such experienced workers in the last three years.

Why?
Young workers need extensive training, close supervision, and seasoning that comes only with time and experience. Whereas, retirees are ready, skilled and willing to work right away.

Who are they?
Many of these individuals are early retirees, or workers who lost their jobs due to mergers or downsizing. The majority of these people want to work; many of them can’t afford not to. And they bring years of experience, skills and knowledge to the workplace.

Why do they want to work?
According to a AARP/Roper Report, when asked about retirement plans, 80% of 60 year olds said they plan to work at least part-time during retirement. They want to be active and productive, not idle; they enjoy a heightened sense of self-worth; they take pride in their work; and they enjoy working with others.

What are they looking for?
Flexible work schedules and assignments, opportunities to learn new things and the ability to advance.




Jim Dion is the president of Dionco Inc. A retail consulting firm that is headquartered in Chicago. Jim started his retail career 40 years ago in a menswear store in Chicago. He has been a division manager, catalog merchandiser and buyer for Sears as well as national sales training manager, product manager and merchandise manager for Levi Strauss. He was the executive vice president of Gilmore’s department stores in Kalamazoo, Michigan. He is the author of two books; “Retail Selling Ain’t Brain Surgery, It’s Twice As Hard.” And “How To Start And Run A Retail Business” Jim consults with numerous retailers such as Macy’s, Ace Hardware, Ritz-Carlton, Coleman, Harley-Davidson and many others. Jim will be a speaker at The Running Event in Austin this November 11-14.

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