Ann Clifford is founder and owner of Safari Solutions, an HR consulting firm providing recruitment process outsourcing services. With a BS in accounting from Indiana University, Ann worked for Price Waterhouse and the American College of Sports Medicine (ACSM) before beginning the first of several entrepreneurial ventures in 1987.

Active in the local business community, she is a member of TechPoint, Venture Club of Indiana, National Association of Women Business Owners, Network of Women in Business, and CEO Focus.

Ann is also the founder of BrandoHR, a company which provides branded recruiting tools for small and mid-size companies.

 

After a long and tedious job search, you finally have your top candidate.  And you are itching to get that person in the door.  At this point, the final step in the hiring process would be to run a background check.  However, you are having doubts.  Is it really necessary?  The candidate seems trustworthy enough.  Furthermore, you consider the time and money you could save by forgoing the process.  What should you do?

 

According to a recent study by ADP Screening and Selection Services, 41% of employees have some discrepancy in information they report to their employers.  In addition, 5% of background checks revealed a criminal history within the last seven years.  For most positions, it is important to verify basic information including education, employment history, and criminal history.  While more specific titles may warrant a credit check, driving history, or license verification.

 

At Safari Solutions, we take employment screening seriously.  As part of our hiring practice, we run background checks on all hires.  This precautionary step is essential in protecting your company from costly negligent lawsuits.  The doctrine of “Negligent Hiring” states that your company may be liable for damages if the court decides that the employer "knew or should have known" negative facts of an employee's background.  Furthermore, knowledge of an applicant’s history can help protect your employees, customers, and business from fraud, theft, or harassment. 

 

Prior to running any background check, small businesses must check that they comply with the Fair Credit Reporting Act (FCRA).  Under the FCRA, applicants must sign a disclosure form giving authorization to perform a background check.  And while it may seem convenient for business owners to handle their own background checks, professional background search groups take the headache out of the process by providing fast, effective reports that are easy to understand.

Business owners often believe that passive candidates are the best candidates.  Everyone wants to recruit them.  I hear over and over again from business owners, "Find me someone who is working for one of our competitors, who I don't have to train so they can hit the road running on day one!"

Sounds great, yes?  But, great passive candidates are just an illusion.  There is a reason why they are called "passive."  It's because they are "passive."  They generally do not move into action until someone pushes them to do so which is not a characteristic of an "A" player.

"A" players will do one of 2 things.  1.) They will never leave their current position because they are superstars and compensated handsomely.   They are loyal and passionate about the company they work for.  Or, 2.)  They are proactively looking for a better job so they can reach their potential.

There is nothing passive about "A" players.  "A" players are proactive.  Passive candidates are simply content to be average players  . . . waiting for recruiters to call to push them into action.

Is this the type of employee you want on your team?  My guess not.  Passive candidates are plentiful.  They just are not "A" players.

Small businesses often choose verbal offers over written offers.  Understandable as most owners are running fast and furiously, so verbal offers consume less time.  Yet, are you missing out on an opportunity to solidify your employment relationship with your new hire?  The offer letter can be used to remind the candidate why they chose to accept the job.  Creates a sense of loyalty and appreciation by expressing how they will contribute to the company and how the company will benefit them.  Other than essentials like title, salary, and benefits, what other information have you included in offers letters to enhance the employer/employee relationship? 

Small business owners struggle every day with hiring good people.  As a hiring professional and owner of my HR consulting firm, I am often asked to help companies hire better.  But WHY do business owners struggle with attracting talent?  Why do they think it is so difficult?  It seems so easy to me . . . I am a hiring expert!  Yet, when I take off my hiring hat, and put on my business owner hat, the world changes.  Even I as a hiring expert, struggle when I hire for my own company.  Why?  I am too emotionally involved in my business to be non-emotional in hiring staff for my own firm.   I believe many small business owners, like I, struggle with objectivity when it comes to hiring.  As a business owner, have you every asked your spouse for business advice?  My guess your spouse might respond with a answer that is best for them which may not be best for the company.  Same with hiring.  A business owner might hire with "what is best for me" rather than "what is best for the company." 

Today I attended the "Indiana Entrepreneurship & Innovation Day" at the Indiana Convention Center.  I had the opportunity to share ideas with business owners, embrace entrepreneurship, and discuss hiring practices with several colleagues.  Upon reflection, I realize that I am in a unique position to share what I've learned over the years from consulting with over 200 business owners.  Hiring is difficult for small business owners. I think I know why and I intend to share some of these ideas in my blog over time.  Yet, I would love to hear your ideas.  Why do you think it is difficult for small business owners to hire?   

    

Do sales people apply for accounting positions or engineers for customer service roles? Probably not!

Jobs attract people not only with technical skills that match, but also with personalities that match. DISC is an assessment tool that can be used as a framework for understanding behavioral style. Follows are four (4) distinct behavior types:

Dominant Directors: People-oriented and task driven. Direct, impatient, assertive, and results-oriented. Company owners and sales “hunters” typically display these characteristics.

Social Influencers: Highly extroverted. Open, friendly, talkative, animated, yet mindless of details. Sales and public relations staff may fit this mold.

Steady Relaters: People-oriented, yet introverted when it comes to sharing their feelings or opinions. Calm, listens well, and likes to get along with everyone. Customer service reps, administrative assistants, and middle managers often demonstrate these characteristics.

Cautious Thinkers: Introverted and task driven. Reserved, quiet, detail-oriented, cautious and logical. Accountants, engineers and IT professionals typically fall into this category.

Know the behavioral style that is best suited for the position you need to fill. Use descriptive words in your job ads that attract candidates with the right style. Ask interview questions targeted to behavioral attributes that fit the position. Use assessment tools to confirm a top candidate’s natural behavioral style.

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