The DNA approach to hiring talent

Written by Rachael Skinner

May 3, 2016

“We take the DNA approach to hiring, me need to find the right person. When we hire someone, we have them spend time with their potential team because they can lie to the hiring manager but our employees will see right through that.” This quote from TJ Schier was among some of the highly valuable insights that we took from last week’s Multi-Unit Franchise Conference (MUFC). Today we share our top conference take-aways.

Start with the right questions

Tony Simpkins, from Austic Sonic LP agreed with TJ in the requirement to find the right person, to insert the right DNA into your business by saying “You need to hire the right breed. They are the ambassador of your brand.”

Both Tony and TJ stressed that having the right questions on your applicant tracking system (ATS) was critical to enable you to identify the preson with the right fit for your organization.

Common across successful franchisees is the need for a strong company culture. Hiring on character and training skills is key to building a successful team. When you find the right fit for your organization, that person can grow within your system and positively contribute to an already strong team.

This begs the question – How do I find people with talent and character? During the MUFC successful franchisees shared insightful methods for getting the right people to apply. The most common method of attracting talent is to leverage your existing talent pool and incentivize them to recruit their friends and colleagues to apply at your organization. During the Retain and Grow Good Talent session, all 3 multi unit franchisees had a referral bonus program in which their employees received up to $250 if the applicant was hired. After all, A+ players typically know other A+ players and they will continue building a strong company culture.

Top Quotes

Quotes that grabbed our attention included:

“51% of franchisees consider attracting and recruiting good talent to be their #1 issue”

Jack Harden from Snagajob

“We started to do exit interviews, then realized it was smarter to begin staying interviews to learn why people have decided to pursue long term careers with us”

Susan Rather from BrightStar Care

 “Great leaders don’t focus on success. They focus on taking care of people.” 

Jim Collins Best Selling Author of Good to Great

 “If you pay your staff more, you can expect more from them.”

Harsh Ghai from Ghai Management Services

Deal Killers for Multi-Unit Franchisees: 

  1. Trusted leadership/management
    1. Do their values align with yours?
    2. Is there much turnover with leadership?
    3. Do they treat you like a customer and seem to care about your success?
  2. Brand Reputation
    1. Are you proud to be associated with this brand?
  3. System Performance
    1. Do they have a training program you can align with?
    2. How are their current franchisees performing?
  4. Growth Potential
    1. Is this a legacy brand or a new brand?
    2. Do you have a passion for the brand?
  5. Financial Claims
    1. Can you verify their claims with current franchisees?

Investing in People

The common theme at MUFC for successful franchisees, is investing in people. High return value is realised when staff are on board with the franchisor’s system and stores are filled with people who feel cared about. Franchise owners are completely dependent on the people leading their stores. If you have the right people, your stores make money. However the flip side is, employing the wrong people, will cost you money.

It was also clear however, that to most franchisees, it’s about more than just money . They want to develop people. Owners are seeking people that they can inspire to be entrepreneurial within their organization. If they can empower their employees to think like CEOs, they are progressing their employee’s careers as well as helping them make better business decisions.

The Adi Insights solution can make a non-business person think like a business person by helping them to understand the financial benefits of particular decisions and what components to change to better shape these outcomes.

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