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-Point number eight, the description of what it takes to do the job right. OK? To do the job right.
Now I'm going to give an example of what I think this means, but I know of one business my friend works for where he works 12 hours a day, four days a week. That's the job. You work four 12-hour shifts.
-You get three days off. He's cool with it. He loves it. Like, hey, this is cool, man. I work 12.
-I know another job where a guy, a friend of mine, he works in an industry where he has to basically work three days a week, but it's like 12 hours, but you're on call kind of. You're at 12 hours, but it could be 15. It's three days on. He's traveling a lot. Four days off.
Right away, if I read that, to get the job done right, I have to work four days, 12 hours a day. I might say I'm not interested, or I am, and a lot of employers try to candy coat what's required in this description, right.
COREY MINTER: Sometimes, yeah.
-So why is it important-- I mean, in your mind, what kind of things should be put in the job post to describe how to do the job right? What are some things we should put in there that maybe could help sift out interviewing the wrong people?
-Well, area of town, to be honest with you, sometimes deters people. If the job's Monday through Friday, 8:00 to 5:00, you need to make sure and put that down. If it's four 12-hour shifts, you need to put that down, but they need to know what hours they are because a lot of employees are going to have kids, and they need to be able to handle daycare or something like
-I just ran into this today where there was a lady at one of the companies that I've invested in. She was really frustrated with the manager. The manager works directly for me, so ultimately it's my fault, right?
COREY MINTER: Right, of course.
-But he's a manager, and he hired a lady who has an expectation to go to every softball game that her kids have ever played in. If you have like multiple kids, you're talking about five, six games every couple weeks. You can't be an effective business owner if you're going to every single softball game.
And so that was something I looked at some of the job posts and some of the interview processes, and I looked at myself, and I said, I have to do a better job-- this is just today-- I have to do a better job of describing that I expect people to stay until the job's done in this particular position. And I think a lot of employers were guilty of that. We're not really laying out that.
-Definitely you want to lay out the hours that you want them to be there at work. You know, if you terminated them because they can't work your shift, well then if they wanted to get litigious with it, they could go in with the argument, and you'd have to defend yourself. They would be saying, well, you didn't tell me what hours I need to work. We'd say, well, yes, we did. And then she's like, well, no, you didn't. Well, you didn't have it in your job description. Well, uh!
-What percentage of companies do you think even lay out the hours?
-A lot do.
CLAY CLARK: More than half?
-Well, I'll tell you what. The people that has the hours Monday through Friday, 8:00 to 5:00, that is an attraction to that job for a lot of people, and so I would say that most people put that on there. But if it is not-- if it is hours that is not desirable to most people, sometimes they leave that off and describe it later. But if you missed it-- if you missed it-- if you missed it-- if you missed it--
(SLO MO) If you missed--
--in the job description, get it on the paper that you have them sign, you know, the--
CLAY CLARK: The hiring agreement?
COREY MINTER: The hiring agreement, yeah. Thank you.
CLAY CLARK: So would you, just being real for a second, taking off in the employment specialist hat?
CLAY CLARK: Let's say you're a small business owner.
CLAY CLARK: And you're trying to get Sarah to come work for you, and your hours are terrible. Are you going to put that in the job post? You're going to go out there and put on the hiring post that your hours are terrible? Would you or not?
-I used to not because I wanted to get as many people as I could. Now I absolutely do because I waste my time meeting with people that don't want to do those hours. And even if you do convince them to get in there and try it out, and you use your sales ability to get them, they don't last. And in the end, we have a turnover, which costs us money.
CLAY CLARK: Save time, be honest.
COREY MINTER: Yeah.
CLAY CLARK: OK. Now, final thing we all need to do, all employers need to do, before we even begin to interview people. Point nine, we have to have a concept of what being a great employer looks like.
So, I'm going to get into this real quick, and I want to know in your mind-- because we have to be a great employer. Now I'm going to say this because I come from a place of like, I started from the bottom. I didn't know really know what I was doing. I was a bad employer. You'd come work for me, I didn't have any set hours.
You'd come to your first day of work, you know, and you're here. I don't have any set hours. I don't know what that is. I don't know where you're going to sit. I can't really explain where your work area is. I'm not going to tell you what you're going to do. I can't exactly explain to you how you get paid. And people just wouldn't stay.
Now it's much more systematic. People know this stuff. But I want to know in your mind, what percentage of employers are great employers?
-Not very many according to employees. What was the stat that you read?
-Gallup was 70%
-Yeah. In fact, there are a lot of stats coming out just recently where it's really waking employers up, going my goodness gracious, we need to communicate better.
-So Cory, in your mind, when we talk about these employers, what does it mean to be a great employer?
-Casting a vision that the people around you can grasp onto and want to grasp onto it. And they're encouraged by it. And it's a vision that does not leave. It something that's repeated. Everybody in the organization knows it. And for a majority of the time, they buy into it. And there all in.
-So we have a big vision. And I want to talk about this, because you brought this up before. I've known you for awhile. And you've said this before. Talk to me about why companies lose the vision though when they start getting busy.
-It's when a ton of things happen-- you are focused on the fires and all the things going are on around you-- that you forget why you started to begin with. And you lose sight of that. And when you lose sight of it as a leader, the people around you do as well. So really and truly, it is the leader's responsibility to maintain and keep that vision there. And keep it in the mind's of the people that's around them.
-Now, Corey, when you've placed employees at a job, and they really like the job. When you've helped somebody find a job who is out there looking for a job. And you've placed them in just a job where they go, man, this is a great job. I love my boss.
What kind of things do they say they like about the new job?
-Well, of course, sometimes it's the duties. But there are leaders out there, that I know, that if we place people there, there's not going to be any issues. And then we have places where we're going to place people and we will see more issues. And then well, we have some leaders where we're probably going to see issues.
And so, it really, truly is a leadership thing. And I think it is something learned. It's something that is specific. It's something that's conscious that a leader does.
And so, if you had a checklist on the things that you do each week, I think you should add that to your checklist. For us, every Tuesday we have a meeting, and we go over a piece of why we exist, what it is that we're here for, in the big grand vision of what it is that we do.
-I found that when I interview employees who have decided to move on after five, or six, seven years, whatever. Usually, then they say, hey, the reason why I've stayed here so long is because of the training, the leadership, the coaching. Pay, yes-- they need to have pay. We need our bills. But it seems like leadership is something we can buy into, and people will stick around for, for years, and years, and years. But without leadership, people can't leave fast enough.
CORY MINTER: That is very true. And as a leader, and if you're going to be an entrepreneur, you're going to be a leader. And that is something that you are always going to have to work on. Being a part of Thrive is really good for you to see other leaders and how they interact.
You're only going to be as good as the people that you around. And make sure that you are surrounding yourself around people that are inspiring, that are influential, and that they are encouraging and driving you to become a better leader. And that you put it on your checklist that you make it a point to work on this regularly.
-And one of things that Napoleon Hill-- one of my, just favorite success authors-- he talks about the penalty of leadership. You have to be willing to do more than you require of the employees. You have to be a leader. He lists these traits of leadership.
-Now, employees-- because you help place people in jobs.
-All the time, yeah.
-All different kinds of jobs. Medical, office-- I mean, it doesn't matter. And there's people that you place in a job, and they say, hey, man I didn't like my new job, so I quit.
CLAY CLARK: What are some--
-No notice, too, you know?
-What are the reasons why most people say they quit or they don't like the job you put them in?
-There's a common denominator with some people that we've worked with. And it really, truly is the culture. And generally, with my experience, lately, it's been the departments are bickering or within a department is bickering. And it just doesn't stop. And somebody wants to do one thing one way. Another person wants to do another thing another way.
To break it down, the person is not being trained by someone who is positive and by somebody who likes working there. But the reason that exists is because leadership has just let that go. And in a small business, you have a small group of people, and you-- the hard thing is to deal with it. It always is. But--
CLAY CLARK: You're saying-- I mean, the vision, the leadership, the mentorship-- these don't cost a lot of money.
CORY MINTER: Well, but the training. The training, also.
-These are why people stick around, though, right?
CORY MINTER: It is.
-And then why they leave-- and, again, this isn't stuff-- you don't have to buy a super-awesome office. A lot of people work in a less-than-awesome office environment because they get great vision, great leadership, great mentorship, great training. But I've seen people that leave.
You mentioned infighting, Cory?
CORY MINTER: Right.
-I bet you a third of the companies that have hired me to work as a consultant have some sort of crazy infighting going on, in front of their employees, every day.
CORY MINTER: (LAUGHING) Right.
-You can't infight!
And you wouldn't believe how many people they lost because of that. People can only take so much of the stress that's going on.
CLAY CLARK: No vision.
CLAY CLARK: I would say this, here. Huge, huge thing I see a lot why people leave-- I don't know if you agree-- is I've literally seen, in small businesses across the country-- they just straight-up don't pay people. Like, they'll say, well, you know, how many hours did you work this week? And you'll say, well, about 40. You know, and they're-- OK, cool. And they'll kind of pay someone a little less than they promised.
CORY MINTER: (LAUGHING) Really.
-All the time. A little bit less. Just a little-- whatever the amount was. Just a little bit less.
CORY MINTER: Right.
-A little bit. Do you ever see that? I mean, do you see this a lot, where people will kind of gyp their employees? They kind of give them a-- and they don't really pay them what they promised? Do you see this a lot?
CORY MINTER: I don't see that--
-You don't see it as much in your area.
CORY MINTER: I don't see that as much as you do. But let me tell you some stories about when I've heard of people doing it. And that is, we talked about FLSA, earlier. When they get involved in something like that, the hours that you don't pay them triples if you lose.
CLAY CLARK: Really.
-So you definitely don't want to get into that. Especially if you don't have a big legal team that can defend you.
-I would say this, too. There's no leadership-- right? There's no leadership--
CORY MINTER: Well, and in that-- in that--
- --in these companies that are bad.
CORY MINTER: In that case, though, Clay, there's also no trust. And that-- I've had a lot of people that-- well, you know, I just told you that I haven't seen that very often, but I promise you, just two weeks ago I met with somebody that had the same thing happen to them. And that's the reason they left. But they're like, I cannot trust that this company is going to continue to pay me if they are not making payroll.
-I see no leadership, I see no mentorship, I see no training. Companies where people don't know what's going on. I mean, this is-- so, again, before we hire people, I want to wrap this up by reviewing these, here. Because I think it's important that we don't forget this.
If you're going to go out there and hire somebody, before you even start interviewing there's nine things you need to do. OK?
CORY MINTER: OK.
CLAY CLARK: We've got to have the mission. Got to have a job description. Got to have the education requirements and qualifications. Have to have the specific attributes that we're looking for.
Have to have the salary range-- that's a salary or compensation range. Have to have a job title. You've got to have some software skills defined. You're going to have to have a description of what it takes to do the job right. And you're going to have to have a concept of what it means to be a great employer. All these things have to happen before you have any business hiring somebody.
CORY MINTER: Right. Do you mind if I talk about something that we really didn't address?
CLAY CLARK: Yeah, go for it.
-But it has to do with every part of these things. It's a big learning curve for me when I realized how important it was that I planned out the onboarding process. Of every day I had a plan and a description of what was going to happen. And it didn't matter how many fires I had to go and put out that day. I had somebody else assigned to take care of those things, so that I could make sure and put my time and effort on training and onboarding someone.
If that person is good, I definitely don't want to lose them and have them so frustrated and wondering what in the world am I supposed to do. And one, they won't know what to do. The second thing is they're going to go do something that you don't want them to do, and they're thinking they're doing the right thing, and it's this big circle of a big mess.
And I really want to encourage the entrepreneurs out there that if you are going to onboard somebody, at least have two weeks of, every single day, set out on how you-- you-- are going to be doing the training, at that point in time. And if you have fires, have somebody else sit there to take care of those, if you can, so you can stay focused.
-Little bonus tip. Kind of, I would say, point 10. You're saying we need to script out the onboarding process for at least two weeks.
CORY MINTER: Please do this. I learned this the hard way. I don't want anyone here to have to learn it the way that I did. I cannot tell you how important it is that you do that.
-Now there is a fabulous, fabulous book that I want to point out for anybody here that is thinking about hiring somebody. And I think it's massive that we just talked about this. This book's called "The Ultimate Sales Machine." And some people might be saying, I don't want to be an ultimate sales machine. I just want to hire some people.
But this book talks about onboarding, scripting out the hiring process, what language to use to get the right people, how to do weekly staff meetings. It's so powerful. It's by Chet Holmes, and I can't speak highly enough about it.
And also, for anybody who's watching this today-- and maybe you're an employee looking to get a job. You wrote a great book, right?
-Yes, I did.
-What's your book called?
-It's "How to Get Hired in Today's Recession." And it's on our website, at trinityemployment.com.
-It's a great book. I encourage you to check it out. And Cory, I really appreciate you being here with us again. I know you have an awesome wife, great family, lot of places you could be tonight.
But I appreciate you, more than you know, taking your time out to mentor entrepreneurs. Because we all need to learn from either mentors or mistakes. And you're helping us avoid a lot of mistakes, tonight. So thank you so much.
-Thanks so much. Thanks for what you do. Appreciate it. Yeah.
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