Finding Great Employees: The Key to a Successful Business

Unquestionably, dive center managers are busy people, and that's the most common reason heard for why so little effort is devoted to the recruitment and hiring of employees. But what are the consequences of not putting our full effort into recruitment and hiring? In terms of priority, as the quote at the beginning emphasized, there is simply no issue more fundamental to the success of a business than hiring the right people. And quite often, the real issue isn't time but know-how. In the "corporate world," virtually all but the smallest companies have entire departments devoted to recruiting, hiring and handling all other employee matters. It's the role of the human resources or HR department. Of course, only the larger companies in the diving industry have the resources to have HR departments and the specialists who manage them. In the case of the typical dive center, HR is just one of the myriad of hats worn by the operations manager. So, between the lack of time and specialized training it requires, it's little wonder that the HR role doesn't just take a back seat, it ends up in the trunk.

While there's nothing you can do to add more hours to the day -- though re-examining your time management skills might be a good idea -- there are resources available to help managers with HR-related tasks, especially in the recruitment and interviewing phase. Entrepreneur and business management consultant Peggie Arvidson-Dailey offers a number of basic recommendations to honing your recruiting and hiring game.

The place to start the hiring process, according to Dailey and virtually all HR experts, isn't by focusing first on the new hire, but on yourself. Effective employee recruiting depends on you knowing what type of manager you are because only then can you determine what type of employee you need. But this may not be as easy as it sounds, as it requires a high level of self-honesty. For example, managers almost universally claim that they want "an independent thinker." Yet, are you the kind of manager who can really let go of decision-making authority? If not, neither you nor the independent-thinking new employee may be all that happy they joined your organization. On the other hand, if you hire someone who needs or wants lots of feedback, are you sure you have both the time and the "people skills" that requires? The more honest about what kind of manager you are, the more likely you'll hire a person who will fit into the business culture you've created. Remember, you're the leader, so you set the tone. Square pegs don't fit into round holes very well. Dailey also says that managers should never try to replicate themselves. In fact, you probably wouldn't want to do that even if you could. So, don't try to hire clones of yourself; hire people who can complement your strengths and weaknesses. For example, if you're a "big picture" kind of a person who sometimes lets details fall through the cracks, then look for a detail-oriented counterpart. If you're more technically oriented and find that you gravitate to fixing things or making your Web site the best it can be -- and "people skills" really aren't your strong suit -- then look for an employee who's gregarious and outgoing. Quite often, the person who can keep the place from falling apart isn't the same one who can wow your customers, and you need to do both.

Many managers never realize that the hiring process starts long before any interview, and, in fact, way before they even advertise a position. Hiring the right person requires that you first know exactly what you expect from your new employee. This means that you'll need yet another often-missing skill -- knowing how to write a job description. The clearer you are in your own mind about what the position entails, the more likely you'll get what you're looking for in the new hire. But remember that good job descriptions are as important for the applicant as they are for you. Only if a potential employee knows exactly what will be expected can they make an informed decision about whether the job and the organization is a good fit for them. A very common reason for leaving a position soon after being hired is because the job turns out to be nothing like an employee was lead to believe.

One of the biggest traps that managers set for themselves in hiring a new employee is simply not allotting enough time for the process. It's this lack of planning that can get you into the all-too-common situation in which a class starts in two weeks and you suddenly realize there's no one to teach it.

This is a recipe for failure, so anticipate your needs. In the diving industry, many positions are part-time, so there's no reason you can't develop a pool of employees who'll be available on short notice, and perhaps even for a limited term. Furthermore, many HR experts advise that you never pass up an opportunity to hire a good person, even if you have to hire them first and then figure out what their job will be. Good people are just too rare to pass up when they come along.

Next comes the issue of practical matters such as insurance, benefits and policies. Make sure that you know, or check on, your responsibility for insuring new hires. In part, this will vary according to whether you hire someone as an employee or as an independent contractor. (For more information on the legal issues related to hiring independent contractors versus employees, and the dangers of misclassifying workers, see "Avoiding the Misclassification of Workers in the Dive Store," DCB, March 2003.) Also, make sure that you have a clear policy for time off. Consider not only vacation but sick or personal days, and leaves of absence. Likewise, make sure that you head off problems that could become very real legal nightmares by having clear disciplinary policies and a fair and open review process.

Consider issues such as how to handle poor performance, chronic absenteeism and poor or inappropriate customer relations. Specific issues to address are the number of emergency absences acceptable in a given period; the proper way to deal with customer complaints; performance assessment and review procedures; conflicts of interest and confidentiality; and possession and rights to customer contact information and mailing lists.

Yet another issue that HR specialists advise strongly is background checks. Most suggest that employers work with a reputable company that performs this service. Some employers now even make drug testing a part of the hiring process. Background checks have, in fact, gotten a much higher priority in recent years as programs involving children have become more popular in the diving community. If you've never done this, ask your insurance provider for a referral, or talk to your local police department for recommendations on companies that conduct background checks.

Generic advice from HR experts is all well and good, but a common complaint among dive center managers is that the folks offering such advice often don't know our industry. While it's true that those with insight into both the human resources realm and the diving community are hard to come by, that doesn't mean that they don't exist. Fortunately, for this article I was able to find someone who is both a seasoned HR professional and experienced diver. Arron Decker has spent nearly two decades in the hospitality/customer service industry, much of it in the HR sector. He has worked for the Cendant Company, the largest franchisor of hotels in the world, and was most recently a professional recruiter for a rapidly growing headhunting firm in the Chicago area. Notwithstanding his "street cred" in the HR business, Arron is also an avid wreck diver and holds a Divemaster rating. Moreover, his research into starting the Web site, scubajobsonline.com, has given him an intimate familiarity with the ins and outs of dive industry employment.

Given this insight, I asked Decker what he saw as the major need -- or what was most lacking -- in the diving industry from his perspective as an HR professional. His answer came in one word. "Education," he said. "Specifically education on legal hiring practices, but a close second would be communication. Typically, legalities regarding hiring are not an issue to employers until they find themselves in the middle of a lawsuit, rightly or wrongly. The financial devastation that can result from a lawsuit of this nature can be enough to shut down almost any dive business." Decker cites the seemingly innocuous and common practice in our industry of requesting a photo along with a job candidate's resume. "If someone doesn't get the job, and feels it was due to discrimination, a lawsuit can ensue. For example, if a picture is being used to qualify an applicant, as such a request might imply, legal issues of discrimination can arise." (We'll return to legal issues a bit later.)

Another major pitfall in the recruiting and hiring process, according to Decker, is that few dive center managers know how to write an effective employment ad. "An employment ad," he says, "is often the first exposure a candidate has to your company, so it is important to make a good first impression. In addition, an effective ad will help you attract the best candidates." Hiring someone you've put minimal thought into recruiting and interviewing often turns out to be an expensive mistake. Candidates hired under these circumstances are what Decker calls "warm bodies." They can often end up costing employers lots of money because, in the long run, their turnover rate is so high. This means the time and expense of training is duplicated every time someone new comes along; and the more who come along, the more expensive it gets. "So it makes sense to devote the time, effort and resources in the front end of the process so you won't regret it later," Decker says. And getting the right person begins with developing the right ad. Having spent decades both reading and writing thousands of employment ads, Decker finds the following components and guidelines useful in developing ads that are most effective.

Introduction. Describe your company's history, environment and market position.

Requirements. Define the skills and aptitudes that lead to success in the position.

Responsibilities. Highlight, using bullet points, critical functions of the position.

Response. The method by which candidates should respond (phone, e-mail, fax).

"The description doesn't have to be lengthy," Decker says, "but it should include more than 'Certified Open Water Instructor Needed, fax resume.'" The Interview

I was only half joking when I described in the introduction the sole interview question of "When can you start?" Most employers will ask lots of questions of prospective employees, but the real question is whether these are the right questions. Even if the candidate has a glowing resume and impeccable references, an interview is still a critical part of the hiring process.

Remember, just because someone was a good employee for one employer doesn't mean he or she will fit into your organization; and what's written on a resume may or may not accurately reflect reality.

In the resort sector of the diving industry a face-to-face interview isn't the norm, so not all of the "traditional" interviewing procedures may apply. When circumstances make a personal interview infeasible, a phone interview is the next best option; it's better than relying solely on a written resume. Over the phone you can at least get some indication of a candidate's general presence, demeanor and attitude. E-mail interviewing is becoming more common but it comes with an important warning: Be aware that agreements, promises and statements made in an e-mail to a candidate can be legally binding.

During the interview, it's important that you remain focused on the questions that are important to your business, and not get sidetracked into nonessential areas. This can be tough because diving is, after all, the reason that we're all in the industry, so we love to talk about it. Still, remain focused on what you need to know, and also make sure that the job candidate gets information that he'll need to make an informed decision. First-time or inexperienced candidates often fail to ask about critical "life" information, such as the cost of living in the area or the type and availability of housing. Remember to be specific in what you ask, but use care; asking for some information is illegal. Interview questions and practices that could make your company the target of a U.S. Equal Employment Opportunity Commission (EEOC) lawsuit pertain to race, color, sex/gender, religion, national origin, birthplace, age, disability and marital/family status.

The conduct of an effective interview, according to Decker, involves applying the same techniques as any good journalist. You're after who, what, when, where, why and how much. Here are some simple guidelines:

Who. Including the candidate's name, address, contact information and sponsorship info. (You'd be surprised how often this information is incorrect, or has changed from the time you receive a resume to the time of an interview.)

What. Experience, current certifications, the position the candidate seeks, the benefits they require and what he or she expects to gain from the position. You can also gain insight by asking for their least and most favorite job, and why.

When. Determine when the candidate is available, and if this is a firm or flexible date.

Where. Perhaps the most useful question to ask a job candidate is, "Where do you see yourself in five or 10 years?" Granted, many dive center managers aren't thinking much beyond next week, but you can gain valuable insight into what the candidate sees as important life goals, interests and motivations.

The more candidates are willing to share about what makes them tick, the more you can determine whether they'll be a good fit.

Why. Similar to the rationale discussed above, try to determine why they are in the industry, and why they think they'd be a good fit for the job. This can also tell you how much initiative they've taken to learn about your organization prior to the interview.

How much. What are their salary requirements? Ask what the candidate expects from the position financially, and in terms of benefits, time off and discounts. You may be surprised how often the concerns are not about cash.

My interview with Decker concluded with this question: As a seasoned HR professional who's intimately familiar with the hospitality industry, and who has a pretty good understanding of what diving and the diving industry is all about, what would you tell a dive center manager about recruiting and hiring if you only had 10 minutes to spend with them? "Start by identifying the needs of your business," he said. "Visualize the ideal candidate in the job. What are they doing for you? How are they helping you? How do they interact with clients? What obstacles do they have to overcome? These questions will get them on the right track." From here, Decker suggests creating a job description around the needs these questions address. Doing so provides clarity and focus for the position, and will also help you control the interviewing process. Next, pull out the highlights of the job description (which Decker advises that you keep on file as a reference for every position) and use them to create your ad or start your search.

Decker also suggests that employers not only ask for three professional references, but also actually check them. Also, once you make an offer, and they accept, give the candidate all the information they need for their first day, and be as specific as you can. "Don't just tell them to show up and be ready for work," he says. "This helps you set the expectations at the very beginning, and gives your new employee the opportunity to be productive even on their first day."

While Decker says this may seem like a lot of upfront work to do for hiring an entry-level or even part-time employee, he has used this same system for recruiting everything from chief financial officers to bartenders. It's universal. Never forget that your employees -- all employees -- are a direct reflection on your business, and that new hires may end up interacting more with your customers than you do.

One last piece of advice comes from the business consultant and author, Jim Collins. In his two best-selling books, "Built to Last" and "Good to Great," Collins discusses an idea he calls "The Hedgehog Concept." It starts by answering three questions: What are you deeply passionate about? What drives your economic engine? And what can you be the best at in the world? Then, if you can tie all three together, you'll end up with a powerful argument for what you really should be doing in life. Clearly, many have concluded that their passion, vocational aspirations and desire to be the best involves diving. It probably describes many who are reading this. And if you can identify others who are truly as passionate and driven, and make them a part of your team, the rest, as they say, is gravy.

Manager's Checklist: Finding Great Employees

Don't try to hire clones of yourself; hire people who can complement your strengths and weaknesses.

The hiring process starts long before any interview, and, in fact, way before you even advertise a position.

Make sure that you know, or check on, your responsibility for insuring new hires. Conduct background checks using a reputable company that performs this service.

Getting the right person begins with developing the right ad.

When circumstances make a personal interview infeasible, a phone interview is the next best option; it's better than relying solely on a written resume. Over the phone you can at least get some indication of a candidate's general presence, demeanor and attitude.

Remain focused on what you need to know in the interview, and also make sure that the job candidate gets information that he'll need to make an informed decision.

Identify the needs of your business and visualize the ideal candidate in the job.

Ask for three professional references, but actually check them.

Once you make an offer, and they accept, give the candidate all the information they need for their first day, and be as specific as you can.

Never forget that your employees -- all employees -- are a direct reflection on your business, and that new hires may interact more with your customers than you do.