David Roman, owner of Done with Care Auto Repair in Merriam, Kan., used to hate hiring.
Why?
“It’s the most difficult thing to do—there’s so much risk,” Roman says. “There’s an immense amount of work and very little payoff. Most of the time, the person doesn’t work out. It’s very difficult to do successfully.”
Roman’s views on hiring have changed quite a bit, in fact, he now teaches classes on how to find the best candidates possible. However, he didn’t get to this place overnight, he (just like you) had to put the work in.
In 2019, Roman had to replace a tech. He did the usual; he put out an ad and got a variety of candidates, including those that were “ridiculously underqualified.” Being fed up with the entire hiring process, Roman decided to take a different approach and create a system that would allow him to be more successful. He decided to begin targeting applicants as he would potential customers and has since created a marketing-based approach to hiring.
“Currently, at this moment, we’re in a buyer’s market. The tech has all the power,” Roman says. “But, as shop owners, we have the mindset that we hold all of the cards.”
That is not true, Roman emphasizes. With a tech shortage, a top-quality candidate has his or her “pick of the litter” when it comes to where they want to work because they’re in such high demand. Not only that, but the workforce is changing. Millennials and Gen Z are the current talent pool, and the way they look for jobs is different than the generations before them.
It’s time to stop putting out the same job posting for A-techs that you’ve been posting for the past 10 years. In order to hire well, the process needs a complete revamp, and that starts with bringing the candidates in.
Step 1: The Post
“Nobody likes to put together a job rec (a job posting), they take one that they’ve done in the past and post again,” Casey Welch, CEO and co-founder of Tallo, a hiring platform.
Stop. Your job posting most likely needs a complete overhaul and should be adjusted for each position. Here are tips for creating a job ad that will attract the best-of-the-best.
1. Don’t get fancy with the title.
The title is critical, according to Jackie Ducci, author of Almost Hired: What’s Really Standing Between You and the Job You Want.
“People will call it something like a ‘sales ninja,’ but they [the potential applicant] won’t see it,” Ducci says.
Keep keywords in mind and what potential job seekers will type in. If you’re looking for a technician, state that in the title.
2. Sell the job seeker on the company.
As Roman mentioned, the good hires have their pick of where to work, so the job ad needs to sell them on why they should apply to your shop. Welch says to put an emphasis on the different benefits that your company has—and that doesn’t just mean healthcare. If there’s opportunity for growth, state that. Ducci agrees.
“If there’s something special that sets you apart from competitors, be sure to write that up,” Ducci says.
3. Be honest about the position.
One quick way to get someone to leave your company is to misrepresent the position in the job post. It’s critical to be honest about what the role is, what it isn’t and what the expectations are, Ducci says.
4. If it’s not an actual requirement, don’t list it as such.
This is a big one. An A tech with 15+ years of experience is ideal, but is that actually what you need?
“They assume people will apply if they don’t meet the qualifications,” Welch says.
If a candidate meets 9 out of 10 requirements, for example if they only have 2 years of experience and it “requires” 3, many will not apply.
“When people see one thing they don’t fit, they think they’re wasting time with that employer,” Welch says.
That candidate could have been perfect, and most of the businesses that listed 3 years of experience would gladly take someone with less if they were the right fit. Welch says that the requirements need to be broader. If it’s a firm requirement, put it in; if there’s flexibility, it’s not necessary, Ducci says.
5. Appeal to your ideal candidate directly.
When it comes to hiring, quality is better than quantity. Rather than trying to get the most candidates possible, write a job posting that’s directed at the right person, like Roman does.
Part of his marketing approach to hiring is creating an avatar of his ideal candidate. This includes what motivates the person and what their passions are. To do this, think of people who have been good hires and what they have in common.
“What can I provide that they’re not being provided right now?” Roman says.
Once you’ve answered that and figured out what motivates them, write the ad around that and make the tech (or whatever position you’re hiring for) the central character of the story.
“They become the hero of the story,” Roman says. “Every ad you read is about the shop—it’s not about the tech.”
6. Eliminate barriers.
Don’t make it difficult to apply. Welch says that he often sees companies ask for a long list of different information that creates an extremely long application process. Don’t give an applicant a reason not to apply.
For more information on creating a job post, check out these past Ratchet+Wrench articles:
Improving the reach of job ads: ratchetandwrench.com/improvereach
Writing an effective job ad: ratchetandwrench.com/writeaneffectivead
Brian Sump’s tips for hiring top employees: ratchetandwrench.com/hiretopemployees
Step 2: The Interview
If you do the first step correctly, it will dissuade the wrong candidates from applying, says Roman. The ad should be written in a way that it speaks to a very specific type of individual—the right person for your business.
When deciding who to bring in, Ducci advises not to get stuck on the “perfect candidate” because that person won’t always come in. Be open and willing to train someone. When making the decision, Welch says it’s helpful to make a list of the characteristics and qualifications of past successful hires and to bring in similar candidates.
Once the field has been narrowed down, it’s time to get to know the candidates on a more personal level. Ducci, Roman and Welch share their tips for executing a successful interview.
7. Conduct a phone interview ahead of time.
If you can’t decide whether or not to bring someone in, a phone interview can be helpful. Part of Roman’s new approach to hiring includes phone interviews for all of his candidates. Roman is so confident in his screening process, that he feels an effective job posting and phone interview can determine the right fit. So, once they’re brought in, they’re coming in to get an offer.
This may not work for everyone, but a phone call can be an effective way to get the standard questions out of the way and help weed out anyone that doesn’t seem like a good fit.
8. Get to the root of who they are.
Any candidate that’s done any research will know the standard questions and have a rehearsed answer. Get to know them on a personal level and find out who they actually are, not the person that they’re presenting themselves as in an interview.
“You’re just swapping war stories,” Roman says of his approach to getting to know the person.
He suggests asking questions like these:
- “What’s a really difficult car you’ve worked on?”
- “What kind of cars do you like working on?”
- “What kind of cars do you hate working on?”
Questions like these will usually give more context as to how a candidate would handle a certain situation, as well as whether or not they’re a good fit for the shop.
“If someone gets frustrated with older vehicles and that’s all you get, that’s not a good fit,” Roman says.
Roman asks these types of questions on the phone to weed out these candidates.
Ducci says you should ask about previous experience and what they liked or didn’t like about a job because that can be very telling about whether or not they’ll be a good fit.
9. Make them a part of the process.
Don’t just fire off a list of questions, Welch says.
“Make them feel like they’re part of the team,” Welch says. “Allow them to ask a couple of questions. Why are they interested in the job? You can understand what makes them tick.”
You can also set yourself up for success later on by asking questions about what drives them and how they prefer feedback, Welch says.
“A lot of techs want it straight to the point,” Welch says. “When you bring them in, have those conversations right off the bat and understand how they want to be managed.”
10. Structure the interview based on the position.
Every person is different, and the amount of interviews and how those interviews are conducted is up to the shop owner, but it’s important to make sure you’re doing it in the most effective way for that position. Technicians, for example, Welch says, need to have certain abilities, so having them come in for a working interview would be beneficial. This may not be the case for a service writer.
For more information on interviewing, check out these past Ratchet+Wrench articles:
Technician interview tips: ratchetandwrench.com/techinterviewtips
Making a surefire hire: ratchetandwrench.com/asurefirehire
4 Thing to Watch for During an Interview: ratchetandwrench.com/interviewredflags
Step 3: The Offer
Congratulations! You’ve decided on a new hire. But the hard work isn’t over. Once you’ve decided on a person, it’s important to make sure that person is interested in working for you and comes onboard and you avoid “ghosting,” as Roman calls it.
If the person you’ve decided on is working somewhere else, the general rule is to give two-weeks notice. Roman says this time period can be enough to lose the candidate. One of two things usually happens, he explains. The first is that the person seeking a job is looking for a new position because they are upset at their current employee. In this case, the current employer usually realizes what they have and bends over backwards to get them back, which can result in them staying. The second situation is where a job seeker is using other job offers as leverage for a pay increase at their current position.
“The minute they accept the job, you start eliminating the possibility of ghosting,” Roman says.
Here’s a look at how to avoid ghosting and successfully bring a new hire on board.
11. Make the offer quickly.
Once you’ve made the decision, offer the position. Don’t wait. Roman sets up his hiring process so when the candidate comes in, he already has a job offer for him or her, which is a point of differentiation and helps him stand out amongst the competition. Remember, you don’t hold all of the power—a quality candidate does, Roman says. Don’t wait for someone else to snatch them.
12. Set them up for what will happen.
As mentioned above, many will happily accept a new position, only to be coerced back into their old position, which is comfortable. Others may be scared to leave and never actually put in their notice. Roman helps his hires through this by letting them know exactly what to expect.
Roman says that he tells them that when they put in their notice, they may be asked to leave on the spot. Let them know that’s fine, he says. They can start working immediately and he lets them know that he will help them transport all of their tools and equipment.
13. Offer incentives.
Roman offers a cash bonus—which comes out of his own pocket—for a candidate that shows up on hir or her first day. He lets he or she know that they can start immediately and that he’ll help with anything they may need to make the transition from their old position to their new one as seamless as possible.
14. Follow up daily.
If your new hire needs to stay at his or her job for two weeks, check in with them every single day, Roman says. Text, email or call and ask them how their day went.
“If you stop having contact with that tech—they’re going to ghost you,” Roman says. “When the toolbox is inside your shop, that’s when you can calm down.”
For more information on offering a position, check out these past Ratchet+Wrench articles:
Writing an offer letter: ratchetandwrench.com/theofferletter
Setting expectations with an employee contract: ratchetandwrench.com/employeecontracts
Get your new hire on board: ratchetandwrench.com/onboardeffectively
Step 4: Onboarding
“Most shops don’t have any onboarding structure whatsoever,” David Roman, owner of Done with Care Auto Repair in Merriam, Kan., says.
This is a mistake. Onboarding helps bring employees into the culture and will set them up for future success. Roman estimates that it takes roughly two years for an employee to become proficient, and proper onboarding can help speed up or slow that process down.
“Make a conscious effort to make them feel a part of the team,” Roman says. Roman, along with author of “Almost HIred: What’s Really Standing Between You and the Job You Want,” Jackie Ducci and CEO of the hiring platform Tall, Casey Welch, share their tips for effective onboarding.
Be organized.
The first day shouldn’t be thrown together, it should be well-thought out before the employee walks through the door, Ducci says. There should be someone assigned to walk the new hire around and introduce them to everyone to make them feel welcome, there should be time set aside to do paperwork and the new hire should also get a chance to have time with their direct supervisor to get acquainted, Ducci says.
It doesn’t need to get overwhelming, Roman says. Just create a structure. Even if it’s just three things that you need to accomplish on day one.
Don’t assume they know.
Every company has procedures, but those procedures aren’t universally known. Simple processes, like where to put keys to vehicles, need to be explained to the new hire, Roman says. If you don’t do that, they may do it the way they’ve always done it and make you frustrated, when, in reality, it was on you to explain that system.
Create a plan.
It’s more than the first day, there should be a plan for the new hire’s first year, Roman says. There should be check-ins at 30, 45, 90 days and periodically after that.
Hiring Podcasts
On your next drive home, listen to one of these podcast for tips on hiring
Innovate: How to Navigate the Tech Shortage: ratchetandwrench.com/navigatethetechshortage
Grow: Recruiting the Best: ratchetandwrench.com/recruitingthebest
How I Did It: Attracted the Next Generation: ratchetandwrench.com/attractthenextgeneration
Tips for attracting GenZ candidates: ratchetandwrench.com/attractgenZ
