SPOTLIGHT BUSINESS Inviting and Conducting a Stellar Interview able and interested in continuing your conversation, go for it. However, if you are noticing red flags and serious con- cerns, do not feel pressure to go through every single one of the questions that you would ask a viable candidate. If they vo- calize a desired pay rate that you are not able to meet, it may be appropriate to share that with them right on the spot, unless you are willing to review your hir- ing budget and consider further extend- ing yourself. Be clear about the position and its compensation and benefits. One of the worst things you can do to a new hire is mislead them. If it is not a promotable position, be honest with the applicant. Professional honesty provides the foun- dation for a great working relationship. Even if you know you will not be hir- ing a candidate, it can be beneficial to get to know them a bit. Aſter all, they may end up working for a competitor, attending local trainings or reapplying in the future. Lessen Liability Running some sort of background check can decrease liability in the future. Given the sensitive nature of the security in- dustry, it’s best to rule out any serious indiscretions on top prospects’ records. If your state requires a locksmith license, this is something to ask for. You can eas- ily research online to learn if it’s current or has any pending disciplinary actions. The same thing goes for driver’s licenses. Just because the applicant provides the number to their license, it does not mean that it is current, valid or free and clear. Moving Onward and Upward As you eliminate prospective hires and zoom in on your top prospects, it’s prop- er etiquette to reach out to folks and let them know that you are moving in a dif- ferent direction. This can be simply done via email, but it’s most definitely a best 24 KEYNOTES JANUARY 2018 “If you asked for the submission of particular materials, pay special attention to how those directions were followed.” practice to inform applicants of their sta- tus. This helps make for an efficient hir- ing process and will prevent prospects from showing up at your storefront to follow up, leaving messages or engag- ing in awkward conversations as you try to recall who exactly they are. It is best to communicate with folks as you are making decisions, rather than waiting and assuming that they will not follow up with you. Don’t be afraid to retain quality applica- tions in the event you receive more quali- fied applicants than you have space for. Letting these folks know that you will hold onto their information until a position be- comes available, leaves the door open for you to reach out in the future rather than leaving them to feel under-qualified. Be sure you save their information and fol- low through on this task as well. Make a Formal Offer A formal offer is the final step in the hir- ing process and should not be overlooked. This can be a one-page sheet that contains the job title, description, start date, ben- efits and compensation — with a spot for the new hire and owner to both sign. This can be helpful if a prospect needs to discuss the opportunity with a spouse or family or needs some time to review the offer and make a sound decision. Be sure to include any probationary peri- ods, trainings or the like. Keep in mind that the applicant may be comparing sev- eral offers, so it’s appropriate to include the various benefits of employment with your company. It’s always preferred that an applicant take a moment to commit rather than agree quickly and quit aſter a few weeks. Follow Through As you transition the individual from applicant to new hire, it’s critical to his or her success that you create some sort of training plan. Even experienced lock- smiths and contractors will need to learn how your company draſts invoices and structures pricing. To accomplish lucra- tive independence, these things should be discussed as early as possible. The pros- pect may also benefit from learning about specific, frequent customers and practic- ing certain installs to ensure your compa- ny’s standard is met. Be sure to introduce new hires to their direct supervisors and remind them of their chain of command. As you probably already know, once an applicant is hired, the journey is just beginning. Though hiring sometimes can feel like the end of the race, the finish line oſten looks like successful employee retention — which may be a year or so down the road! Completing due diligence in the hiring process may improve both retention rates and company profits. Katelyn Lucas Radtke is a fourth-generation se- curity professional based in the San Francisco Bay area. She is an exper t contributor to Blackhawk Living Magazine and lead contributor to Give-A-Hoot.com, a website, blog and You- Tube channel empowering communities by providing safety and security information, tips and education. WWW.ALOA.ORG
