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This business coaching episode is about the ways to implement best hiring practices for your employees.

Results-Focused Training, Tools, and Workshops from Expert Business Coaches.

Featured Coaching Excerpt - Notes & Transcript, Part 1
  • There are almost 28 million small businesses in the United States, according to the SBA. - Forbes - 9/13
  • 73% of people in the US and Canada are disengaged at work. - www.gallup.com
  • Lesson Nugget: When a company does not communicate and strive for a specific vision, or mission, employees will become disengaged, because of the lack of "purpose" in their job.
  • Lesson Nugget: Cast a vision for your staff that transcends the daily tasks they have.
  • Ask Yourself: Do I have what I need to start hiring? - 1. Mission for the Company 2. Job Description 3. Educational Requirements 4. Specific Attributes You're Looking For 5. Compensation 6. Job Title 7. Software Skills Needed 8. Description of How to Do the Job Correctly 9. Concept of What Being a Great Employer Looks Like

hr training like amazing.com, management training

-Today we are joined with Cory Minter. This guy is an absolute mogul when it comes to hiring. He started his own company called Trinity Employment where he actually started this employment agency that's now, today, hired thousands and thousands of people. Today he's going to be teaching Hiring 101, starting with the basics in this management training.

And the chances are, if you have a business, you're going to have to hire somebody. You're going to have to hire multiple somebodies, because otherwise your business just won't work if there's nobody working. So pay attention and watch today's episode, because it could be worth millions and millions of dollars for you. Because remember, to turn your big idea into big results, you need people on your team.

Remember, at Thrive15.com, we all believe that knowledge without application is absolutely meaningless. So as you're watching today's episode, make sure that you take the time to ask yourself, what do you need to do to specifically apply these principles in your own life and business? Otherwise, today's episode may just be more meaningless than a gift card from Blockbuster. All right, today we are joined here with Cory Minter. Cory, I appreciate you being here.

-Yeah, you bet, man. Thanks.

-Hey. I realize you could be grilling, you could be hanging out with your wife, you could be hanging out with you kids-- a lot of things you could be doing. But you are here to help teach us how to hire people. Now, real quick background. You hire people every day, all day.

-Every day, all day.

-How many people do think, if you had to guess, that you've hired in your career. Thousands at this point your company's probably hired?

-I think we had 15 last week.

-Gosh, every week you're hiring people.

-Yeah. 11 to 15, something like that. Yeah, so every week, I would say definitely hundreds, maybe thousands.

-There's unbelievable. Now I'm going to ask you some questions. And I know that, for you, they might seem like they're basic. But bear with me, because a lot of people watching this have 10 employees or less. Or maybe they have a lot of employees, but they still don't maybe know these fundamentals.

So I know you're a hiring specialist, but I'm going to get into it. So here we go-- Hiring 101, starting with the basics. Cory, the overwhelming majority of businesses all across our country have fewer than 20 employees. And everybody knows that you can't grow a company-- I mean, it's just logical-- if you can't find, attract, retain, and inspire the good people. Yet very few people actually know how to kick-start the hiring process and how to get started.

But it seems like before you hire somebody-- if even someone calls your employment service and says, I want to hire Trinity Employment to hire someone for me, you have to have these nine things. You have to have a mission for the company, a job description, educational requirements and qualifications, the specific list of attributes you're looking for, a salary or compensation range, a job title, what software skills, a description of what it takes to do the job right, and a concept of what it means to be a great employer, I guess. When you sit over a candidate to interview, it could get rough.

-It can get crazy.

-So let me get into this real quick. What percentage of employers, in your mind, actually have this stuff together?

-Of small businesses?


-Probably very few. A lot of larger corporations will have this stuff in place, but to be quite honest with you, I bet you could ask 90% of them-- they probably have no idea what it is. I mean, it's in place but it's not communicated. And so I would say small businesses-- probably less than 20%.

-So let's say that I am a local dentist, I'm a local photographer, I'm a local basketball coach, I'm a local orthodontist. You're saying about nine out of 10 or eight out of 10 of them do not have these core nine things that are needed?

-Yeah, maybe even more than that, I would think.

-So I'm going to get into it real quick. I'm going to ask these things and just bear with us, because, again, we don't know what you know when it comes to employment. So here we go.

-OK, I'll do my best.

-The mission for the company. So let's start with the mission for the company. And I personally travel all around the country and I find these people who are not happy with their jobs.

I get asked to speak at a lot of events where the employer has said, let's bring in a motivational speaker to motivate our people. And you talk to some of the people, you're playing pool with them or you're having some beverages with them or you meet in the hallway and they're like, I hate my job. Do you know of a good job? The Gallup Poll recently showed that 70% of America's employees are not engaged in their job.

-And it's getting way worse. In fact, I think that was like two years ago, it was way less. It grew in like 20% in the last just little bit.

-So what's going on? Do most companies not have a company mission?

-I don't think a lot of people exercise it and communicate it. Where there's no vision, the people will perish. And I think that's probably a lot of what happens in many companies. And especially in small business, where you just lose your vision.

Good places to work give employees a really good definition in an idea of something bigger. Or the bigger picture, where they feel like they have meaning in what it is that they do. For example, at my place, we have recruiters and we also have salespeople. Those are two of the main-geared people.

I don't want my salespeople to think, well, the only thing that I'm doing here-- I'm just going to make call after call after call and hopefully I'll get a hold of somebody. And yeah, that's great. I would much rather our salespeople look at what they did.

And said, every person that I make a call to, I am creating an opportunity for somebody that they might not otherwise ever have. And so by doing this, I'm really helping people. And when you get somebody to go from, hey, I'm making call after call after call-- to, I'm really having purpose in what I'm doing. It makes them enjoy what it is that they do a lot


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Featured Coaching Excerpt - Notes & Transcript, Part 2
  • Lesson Nugget: A mission statement should say what you want to accomplish or what you want people to see from your company.
  • Employee Turnover: The rate at which you lose employees, and have to replace those employees with new people.
  • Owner of two Chick-fil-a franchises, holder of two Guinness World Records, speaker, and Thrive mentor. - Arthur Greeno
  • Lesson Nugget: Go over with your employees what your mission statement means.
  • Lesson Nugget: Repetition is key when moving your culture to mirror your mission statement.
  • Trinity Employment - "Provide extraordinary employees for extraordinary employers, with honesty and integrity." - Corey Minter

-So, Corey, it seems like most companies don't have a mission. How do you guys at Trinity, your business, or other businesses, how would you recommend that they show a vision or show a mission to their employees?

-I think it's to try to determine what the business owner really wants to accomplish at the end of the day. What type of company does he want to have people see? So when people talk about the business owner's company, what are the main things that you want to be known? And so if you were just to write those things down, writing a mission statement is really one of the tougher things that I've done.

But what helped me to do it was to take some key words that I want people to know about our company. Write those things down. And I would come up with four, five, or six statements. And I'd go take it to people that I knew, and ask them, what do you think about this? Does this encompass what I am, who I-- what I believe in, what I want to stand for? And make sure that it means something to other people.

-It seems like for you guys at Trinity you don't look like you're just hiring somebody. Or hey, we're just trying to make a bunch of calls and hire some people. You're saying, hey, if we get somebody a job, that's going to take care of their family. That's going to provide their groceries. That's going to take care of their kids. I mean, there's a bigger why.

-There is very much a bigger why. But the reason is one of the most expensive things that can happen to any business owner out here, and I promise you it is very expensive and just time consuming and tough, is having turnover. And you do not want to have turnover.

And when you don't give the people that you're working with vision, they will leave. And go read any kind of larger company overview from specialists, they'll talk about this. And it's real simple. Give people a reason why they do what they do, and make them feel like they're doing something [INAUDIBLE].

-So example, if I'm working for Trinity and I'm making calls, why am I doing that? What's the mission of Trinity?

-Well, the reason that you're doing that at Trinity is because if you're making calls and you're doing sales, we are creating opportunities for someone that they might not otherwise get. And it's because of our connections and the connections that we have gone out and sought after and connecting that person to the opportunity, a lot of companies are not going to advertise for it.

They're just going to come to us. And that person wouldn't have had that opportunity. And you wouldn't believe how many people-- their lives are changed. Because the salary goes up. And it's a better opportunity for them. And when we get to do that, it just really-- I mean, everyone cheers and gives high fives.

-I know it seems stupid, but I just want to give a couple examples too to pile on what you're saying. Because I know some of these ideas I might throw out people might be going, what are you talking about? But Chick-fil-A, that's one of the mentors and Thrivees of venture capitalist and Thrive. He says, hey, we're not just selling chicken. This is our opportunity to build relationships with the community.

He talked about how a couple years back there was a guy who came into his shop, or into Chick-fil-A, who was dying of cancer. And he said, hey, you know what? Our mission is always to-- the relationships. And he found out this guy was dying of cancer. And so he paid to put Christmas lights up.

And true story, he put up Christmas lights for the guy during his last Christmas too as a way to honor the guy. And he had a kid with cerebral palsy that came in to buy a chicken just like everybody else with his mom and dad. And he ended up sponsoring that kid and helping him out in some things.

But it's important that no matter what-- I mean, if you're sitting their at Chick-fil-A and you're making chicken all day, it can get mundane unless you realize that the goal is not to serve chicken. The goal is to build relationships, one meal at a time.

-And when you build your mission statement, you do get a-- the way that you get your culture to start moving this direction is to make sure that you repeat it. In our company, I have an overview-- I've just an idea that with our vision statement. 20 years from now-- if they quit in the next couple weeks, 20 years from now, I want to be able to ask them on the street saying, so what was our vision? And immediately they say. And that I think is what most companies, especially small companies, you want your employees to know what it is you stand for, what it is you do.

-Do you have a small vision statement? Or is it more of just like an idea? Or what is your mission statement?

-Our mission statement is we want to provide extraordinary employees for extraordinary employers with honesty and integrity. And that is what it is that we do. And everybody says honesty and integrity.

But I go over it every single week in a Tuesday meeting with our employees. And I go over what I believe honesty and integrity means. And so I don't want it to just be this word that's overused, so it loses its meaning. I want us to understand and incorporate what that is.

Featured Coaching Excerpt - Notes & Transcript, Part 3
  • 97% of all American employers have ten employees or less. - Per According To The SBA And The 2008 Federal Census
  • Lesson Nugget: Without clearly defined job descriptions, your employees will get frustrated.
  • Lesson Nugget: Create a job description that accurately says what an employee will be doing. Many people that leave a job leave because they are not doing what they were told they would be doing.
  • Lesson Nugget: Without a mission there is no motivation. Give your employees a purpose for what they are doing.
  • Ask Yourself: Do I have job descriptions for every position in my company?

-So Cory, it seems like every business needs to have a mission statement, but yet very few of them do. Because in our country-- remember, 97% of all American employers have 10 employees or less according to the SBA. So in your mind, what percentage of these people have a mission statement?

-I would say 20% or less. And of those 20%, I'll bet you 5% really know what it is.

-And this freaks me out a little bit. I get scared. I get worried. Because I'll go into a business-- I'll give you an example. I went to a business out in California years ago. The guy hires me. And everyone who's working for him looks upset. Everybody in his office is like-- we'll all been to that office before.

-I've worked in an office like that before. Oh boy.

-And people are like-- talk to the boss, and he's like, people just aren't motivated. And you're like, well, what's your mission? People hire me as a consultant to help them. And he says, well, to make money. And I'm like, well, can people upfront make money? They're on salary, right? And he's like, yeah.

So in theory, the more business you have, the more work they have to do, they don't get paid anymore, right? What's the career path? He's like, [MUMBLES]. There's no mission. There's no career path. There's no anything. And I see this all the time. So this is a huge problem.

-It is. Because you get lost in the trees. When you're a small business, you've got so many things going on that it's hard to get back and communicate what it is that you're wanting to go after. And so in reality, without a mission statement, you end up going this direction rather than this direction. And I think it gets a lot of people off track.

-So we've got a call time out and make a mission statement. We have to do it.

-I think it's important. And make sure you communicate it over and over and over again.

-And so Cory, now we're moving onto this thing called the job description. Every company in America needs to have a job description where you describe what the job is. Now, I'm sure you don't see this in your companies you work with as a staffing company.

But I know one guy, he says, we need good people. So I referred a close friend of mine who has worked for me personally, who I know is a great employee, to said individual. And this person was able to take this great employee and turn them into an angry, upset person.

And I talked to the person who was a great person that came into the job all excited, and they ended up being just mad. And I was like, how did you turn that face upside down? How did you get the frown going? What happened?

He was like, I thought I was getting hired to do marketing. Next thing you know, I'm doing customer service. Then I'm dealing with accounting. Now I'm dealing with the concession stand. I don't know what I'm going to end up doing, but I've never done marketing. Because he signed up for a marketing job, he was told. There was no description.

What percentage of businesses, in your mind, across America-- best economy in the world-- have a job description?

-Small business, very few.

-7%? 20%?

-I'd say again, 15% or less, 20%, 15%. You wouldn't believe how many people that I interviewed, and that's the reason they're sitting right there in front of me. You ask them, why did you leave your job, and that's what they say. Well, they told me that I would be getting and I would be doing this, and it just wasn't happening. And they left their position.

So there's two things that happen there. If you're a small business you're guilty of this, you lose money.

-So Cory, it seems like in American businesses that nobody is writing a job description. So people are going to work thinking they're doing something, they get hired for something. In small businesses, this happens all the time. And you said that's one of the top reasons why people quit their job?

-I think it's of these one most consistent reasons why people come and are visiting with us. You're asking them why you left that position. And they're like, I was promised this, that, or the other.

And what it does is, however long they were there-- and sometimes, it's been two years, and that person has been trained and got ready for two years, and their job description didn't match what it was. And so they've been frustrated for all this time. But that employer lost a ton of money keeping that person there, and keeping them there would have saved them so much.

And every time I see that, it's sad. Because most likely, that employer had no clue how upset they were. And they had to have been doing a job, because they had been there for awhile.

-I see this all the time, where the employer is crazy frustrated. They're saying, what's wrong with you, man? Why don't you take the trash out? Seriously, in small businesses, you see that all time. Why don't you check the voicemails? Why aren't you making the sales calls? And this employee has no idea what to do.

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