Valuetainment - 7 Keys To Hiring Rockstars as an Entrepreneur

00:00:00.000 You know, in every company, you're one great executive away from taking your company to the

00:00:03.520 next level. The right business partner, the right hire, the right C-suite, the right manager. However,

00:00:08.000 most people think it's just hiring them that's the biggest process. No. Did you know 83% of HR

00:00:14.700 managers find retaining employees more challenging than hiring them? So good for you. You just hired

00:00:21.460 an incredible person for your company. Now what do you do with it? Today, I'm going to talk to

00:00:25.460 about the seven-step process we go through when we attract, recruit, and retain new employees.

00:00:40.060 If you have value out of this video, give it a thumbs up and subscribe to the channel. So look,

00:00:43.280 if you're an executive C-suite CEO founder, you know how frustrating it is to recruit talent and retain

00:00:48.420 them. It's very, very hard. And you also know what it is when you do recruit the right person,

00:00:52.160 how incredible it is for your company, where your company grows 88% because you brought a leader

00:00:56.940 that knows how to do something. They got a specialized skill that you simply don't have.

00:01:00.240 Now, to go through that process, there are certain things you have to be asking about. Step number one

00:01:04.480 is attracting. You want to attract. Then it's recruit. Then it's engage. Then it's retain. Then

00:01:09.700 it's build and develop. Then it's lead. Then it's duplicate. But let's go back to the top. Attract and

00:01:14.200 recruit. So what is attracting? You either have a social media presence where some people may say,

00:01:18.720 man, I want to work for that guy. I want to go work with that person. I'd love to work with

00:01:21.800 Elon. I'd love to work with this person. I just like this person's style. I want to be part of

00:01:25.080 that person's company. Great. Or your company is in so many stories, industry experts are writing

00:01:30.540 about you to say, this company is growing leaps and bounds. They're doing this, this, this. Man,

00:01:34.160 I want to be part of a company like that. I want to be part of an emerging company like that. So

00:01:37.360 somehow, someway, either the company story or your personal story is attracting attention to come

00:01:43.040 to you. Now, when I was smaller and I'm talking to a bunch of recruiting firms or industry experts

00:01:47.980 or influencers within my industry, guess what I'm doing to all of them? I'm selling every one of

00:01:52.880 them the dream and the future where we're going as a company. Why? If I sell them the dream, I'm at an

00:01:57.800 industry event called Nalba. We meet a guy whose name is David. We sell him. By the way, no one at

00:02:04.640 this point is kind of following. We're not public. We have a small little platform, but I'm selling

00:02:09.080 where we're going one day. And this guy's listening to me. He goes sell somebody else where we're going.

00:02:14.060 That person calls us, gets on a call with Tom. A few months later, we raised $10 million from them

00:02:19.520 and all these investors came in. Why? Because we sold the dream and the future to somebody else who

00:02:24.360 sold that to somebody else. So it's not just selling to the people you're hiring. You got to sell

00:02:28.320 everybody while your company is special and you're going places. That's number one. Number two,

00:02:32.360 recruiting. When you're sitting with the person, when you're smaller, you're selling the future concept

00:02:37.080 where the company is going. You have to ask a lot of questions. You have to get to know the person.

00:02:40.800 There's a stat over here that talks about how many people make a decision on being part of a company

00:02:45.280 simply based on their experience. Courier Plug says one in every two applicants has had negative

00:02:49.860 experience while applying for a job as of 2023. And 75% of job seekers in 2022, according to Courier Plug,

00:02:58.080 stated that a positive candidate experience made them accept a job offer. Meaning when you're

00:03:02.840 recruiting them, whether you're going to hire this person or not, is it a good experience? Do they walk

00:03:06.780 away saying, I really like the culture. I really like the way they treated me. I really like the way

00:03:10.640 they handled it. I really like the fact that they asked me questions. What questions do you have

00:03:13.820 for us? What questions do you have for what we're doing with the company? And it was such a welcoming

00:03:17.400 environment. They're like, man, I don't know if I'm going to be here or not, but I love the fact

00:03:20.240 that they approach it this way. So everybody, whether you hire them or not, you want to give

00:03:24.240 everybody a great experience. But when you are recruiting, asking the right questions, selling the

00:03:28.400 company the proper way, how they can potentially fit, knowing the position you're hiring for is so

00:03:33.060 specific upfront that you're not interviewing with people where you're wasting their time,

00:03:37.440 nor your time. Sometimes people wing interviewing anybody and everybody. Cause it's just like, Hey,

00:03:41.980 get somebody in the office. I don't care who it is. It's also not the right solution. The more

00:03:45.400 clear you are upfront of who you need next, the more you can do qualified interviews and the more

00:03:50.500 your team can do qualified interviews. So you're saving yourself money and time. You know what the

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00:05:01.920 specific to your needs. Number three is engaging. So now you got somebody you attracted, you recruited

00:05:08.220 them, they said yes. How do you engage this individual? What do you do to engage this individual?

00:05:12.400 Well, engaging starts right off the bat pre them getting started. So for example, if my starting date

00:05:18.580 is two weeks from now and I've accepted the offer, start engaging them then. So hey, here's what we do

00:05:23.640 over here. Here's some of the things I want you to think about. Watch this video, read this article,

00:05:27.340 go through this process with this. I want to introduce you to Larry who does this in this

00:05:30.600 department. I want to introduce you to Jack that the engagement are like, oh wow, these guys on top

00:05:34.400 of it. Don't wait those two weeks on the first days like, well, I haven't heard from you guys. I'm here.

00:05:38.360 Engage them right off the bat. So here's the other thing about engaging as well. So once they come in,

00:05:42.140 let's just say today's the day they're coming in for day one, they're going to be meeting with HR.

00:05:45.140 Great. Do all the things that you need to do with HR, filling out all the information,

00:05:48.440 application, everything that's been done, right? Walk them through, introduce them to people. Okay.

00:05:52.460 Sometimes people are like, okay, here's your laptop. Here's your desk. Here's your key card.

00:05:55.840 Go over there. Do your work. That's John, your manager. Good luck. Sayonara. We'll talk to you

00:05:59.840 again if I run into the office. If you have any problems, come see me. What a weak way of doing

00:06:03.160 it, right? Versus let me take you around and show you the office. Here's this department. By the way,

00:06:07.440 everybody say hello to Johnny. Johnny's background's from such and such. He's going to be working with Larry.

00:06:11.600 This is what he's going to be doing. We're excited to be here. By the way, Johnny. So somebody may ask,

00:06:14.680 so what school do you want to start? No way, me too. Now there's a relationship. Next department,

00:06:18.880 next department. Wow, this is a pretty interesting environment. I like being here, right?

00:06:22.460 Then you take them and you introduce them to whoever the managers that they're going to be

00:06:25.980 working with. At that point, they've already met the manager due to the interview process. But

00:06:29.120 sometimes managers are like, well, onboarding is on HR. I don't need to do it. And sometimes HR is

00:06:34.520 like, no, onboarding is on the manager. You do it. No, onboarding is on both. It's a collaborative

00:06:38.920 effort on the manager as well as the onboarder HR to work collectively together. So now you go and

00:06:44.960 he starts working with Johnny. There's got to be constant check-in from HR. Everything good?

00:06:48.880 How are you doing? How are things? Lunch for the first week, have lunch with a couple other people,

00:06:53.220 maybe encourage the manager to take the new employee out and have lunch with them, get to

00:06:56.420 know them. What do you like? Building some kind of a relationship. Hey, great job. This worked out

00:06:59.660 very well. Talk to John. He's pretty excited about what's going to be happening. There's constant

00:07:03.520 engaging going on. Sometimes people only do it for one day and doesn't happen again. Some people are

00:07:08.060 good for a week. Some people are good for a month and then they forget about it. Engaging is a constant

00:07:12.200 thing that's taking place. And by the way, majority of the leaks in retaining happens on how well of a

00:07:17.260 job you do, onboarding and engaging the individual coming on board to the company. By the way, our

00:07:21.260 culture within the company, everybody's required to read a book, right? For longest time, people

00:07:25.780 were coming in, surprised. Now you're a full-time employee. We're reading a book of the month. Wait

00:07:29.540 a minute. Nobody told me this. Up front in the interview process, you can engage them and tell

00:07:33.940 them, hey, do you like reading business books? I don't mind doing that. It's a culture of ours.

00:07:37.040 Every month we read a book here at the company. And matter of fact, before we even get started

00:07:41.020 for the next step in the interview, I'd like you to read this book to understand what our company

00:07:44.920 stands for. You want me to read a book before the next interview? Yes. If the person doesn't read

00:07:48.500 it, that's their way of saying, I just don't fit the culture and I'm not going to engage with you.

00:07:52.600 They're giving you a hint up front. They're not going to be somebody that's going to fit within

00:07:56.200 your culture. But too often, people are so quick to hire just anybody to bring them in, not knowing

00:08:00.840 this person's not going to fit in the culture. So the more you engage, the more you can filter them

00:08:04.860 whether they're going to be a fit for you or not and whether you're going to be a fit for them or not.

00:08:08.660 Both matter. Number four. So now retaining talent. Remember earlier when they said 83% of HR managers

00:08:14.060 believe it's harder to retain than it is to recruit. Now we're talking about the problem

00:08:17.260 here, retention. Retention has to do with relationship, constant engagement, but also

00:08:20.960 at the same time, setting clear expectation of what you want from them and what the future could

00:08:25.900 look like for them. So if you do this, one day you could be XYZ within the company. Because when you

00:08:30.620 think about stats, I'll give you some more data here when it comes down to this. 49% of employees say

00:08:35.780 their promotion and career routes are clear. Only 49% as of 2020. Most people are not clear. What am I

00:08:41.820 going to do here? And that happens by you engaging them and saying, so where do you see yourself being

00:08:45.220 a year, three years, five years from now? They'll openly talk to you about it. And then from there,

00:08:48.660 you can, if it's part of the culture, you can say, here's what could happen if you work on these

00:08:52.360 following areas. On top of that, employees receiving recognition are nearly twice as likely

00:08:57.900 to trust their HR department as of 2022. Recognition is a very big part of retention. Sometimes you forget

00:09:04.940 about it. And by the way, on the same scale, the article here on Tiny Pulse talks about how on a scale of

00:09:10.300 one to 10, small companies were rated over five points by their employees when it comes to giving

00:09:14.680 recognition. Smaller companies are typically better at recognizing their people than bigger companies.

00:09:19.640 Sometimes bigger companies get lost in translation. People don't find you anymore. You're just an

00:09:23.420 employee number sitting behind a cubicle. In a smaller company, they're a little bit more about

00:09:27.060 recognizing and then eventually they get a little bit too comfortable in that area. So retaining your

00:09:31.720 talent, constant relationship, clear route of what could happen with them, checking on them,

00:09:36.060 engaging with them, going through that process to retain them. And if you do that, you have a higher

00:09:40.820 chance of keeping these folks. But number five continues with the retaining concept, which is

00:09:44.780 building and developing your new recruit. So what is building and developing your new recruit? Here's

00:09:49.100 some more data for you. This year, 59% of HR leaders will prioritize upskilling and reskilling.

00:09:55.820 What does that mean? Due to AI and how quickly things are moving, you have to also set your people up for

00:10:01.220 success. Now, look, it's not fully going to be on you. Some people just simply are not going to fit your

00:10:05.180 company. Some people are just not going to have the right attitude. When I talk about within our

00:10:08.840 company, when somebody comes in and says, I'm going to let this guy go, I gauge them based on

00:10:12.280 four different things. One, how's their attitude? Solid. How's their effort? Do they work hard?

00:10:16.260 Absolutely. What's their character like? Totally trust this guy. Great attitude. What's their specialized

00:10:19.900 skill? Pat, they don't have a specialized skill. Well, why don't we help them reskill and upskill? 0.99

00:10:23.580 Why don't we put them in a position to get a specialized skill and invest the tenant? Because it's very hard

00:10:28.380 to find great attitude, great effort in somebody with solid character. Let's invest into the last one,

00:10:32.860 right? But if your attitude is bad, if your effort's not good, if you're constantly making

00:10:37.380 promises you don't keep, it doesn't matter how much we invest into specialized skill, the three is going

00:10:41.320 to be an issue for us long-term anyways. I'm assuming the people that have the following three, let's

00:10:45.700 invest into them. Let's build them. Let's develop them. Let's put them in certain training programs

00:10:49.820 to get better. Sometimes even within a company, there's opportunities internally for managers to work

00:10:54.900 with certain people to develop them to the next level. You could say, these seven people in these

00:10:59.460 seven different departments. I think these guys have what it takes to be a manager, but let me work

00:11:03.000 on them. So we'll have a meeting with them on a weekly basis for conflict resolutions, whatever

00:11:06.840 may be. But that's the concept of building and developing. Six is now leading them. So how do

00:11:11.780 you lead them? Because at the end of the day, folks are also wanting to stay with a company when they

00:11:15.880 can look at somebody and say, this guy's leading me. We're going places. I'm going to follow this guy.

00:11:19.500 He's my lead, right? They got to look at you that way as well. So whether you're the C-suite

00:11:23.780 executive and you got people reporting to, whether you're a VP, whether you're a director,

00:11:27.300 whether you're the founder, you got to lead your core group because they're watching what you're

00:11:30.680 going to be doing. So according to Gartner, leader and manager effectiveness is the top priority of

00:11:36.840 60% of HR leaders this 2023. Why? Because better leaders retain more people. Better managers

00:11:45.240 engage with people more. Weak leaders, weak managers don't. There's this concept about,

00:11:50.320 you know how some people say, well, what's leadership? Well, setting a personal example. It's not enough.

00:11:54.400 What else is it? One is your personal example. The other one is getting people to do things they

00:11:58.780 typically wouldn't do on their own. That's the effectiveness of a great leader. So maybe in a

00:12:02.680 company, sometimes like we've had challenges where middle management was weak and then we need to

00:12:06.320 invest in middle management. We don't have that. And that's the day-to-day stuff. That causes a lot

00:12:10.080 of problems, but you'll be able to look at it to say our weakness with management and leadership is

00:12:14.260 here. Maybe it's with me. Maybe it's with you, but you can gauge that and invest it to that because

00:12:18.740 you got better leaders and managers, retention and engagement automatically goes up. And last but not least,

00:12:23.460 if you commit to this and you go through this process and you work with your C-suite executives,

00:12:28.580 you work with your middle management, you teach your VPs, your directors about this is the approach

00:12:32.960 we're going to be taking. And I'm doing a short video here. I can do hours on this topic here that

00:12:36.620 we're talking about. Eventually this becomes a culture within your company. Once it becomes a

00:12:40.580 culture within your company, now what are you doing? Now you're duplicating. What happens when

00:12:43.700 you're duplicating? It's contagious. So now everyone's speaking the same language. So let's just say

00:12:47.240 three managers are buddies. They're watching a game or they're going to lunch together. So man,

00:12:50.860 I got to tell you, I'm having a hard time with Julio. What's going on? He just got started two

00:12:54.060 weeks ago, man. The other two are like, how much are you engaging with them? Have you sat there and

00:12:58.240 paint a picture on what could look like in the future? When's the last time you took him out

00:13:00.740 to lunch? And he's like, I haven't. Why don't you do that? Talk to him. Do you recognize him? What

00:13:04.860 have you? I haven't done any of that stuff. Oh my God. That's, that's the problem. Why don't you do

00:13:08.620 that with Julio? You know what? That's exactly what I'm going to do. Come back. Hey, Julio, can we go have a

00:13:12.200 cup of coffee together? Boom. Hey, so tell me about yourself. Julio was like, man, this was so great. Thank you for that.

00:13:16.520 Absolutely. Boom. Next thing comes up, attitude up. What happened? The other two are now duplicating

00:13:20.640 because it's becoming a culture. Make sense? So I can go on and on more about this stuff. This is

00:13:24.740 something I'm going to be talking about more at the vault conference, but here's what I'll tell you.

00:13:28.180 Take the seven that we just covered. Attracting, recruiting, engaging, retaining, building and

00:13:34.300 developing, leading and duplicating and score yourself right next to it. Personally yourself,

00:13:39.460 attracting, man, we're a zero. Nobody knows about who we are. Great. Attracting, we're a seven. You know,

00:13:43.700 recruiting. I'm not the best recruiter out there. I got to become better at recruiting.

00:13:46.580 I never sell the dream. I just kind of talked to them logically and I talk salary. How boring is

00:13:50.380 that? Three, engaging. I don't even know what that means to engage. Four, retaining. Man, we don't do

00:13:54.660 any of that stuff. We expect people to do their work. And matter of fact, I'm even afraid of talking

00:13:58.060 to my employees. Building and developing, score yourself. And then based on that, come out with

00:14:02.380 a strategy. Do some research on yourself. Hire a consulting firm. Manect with someone. Download the

00:14:07.380 app Manect and go ask one of the CEOs and executives, how do I get better in this area? Well, whatever you do,

00:14:12.760 create a strategy on how to improve in these seven areas. Then go talk to your management

00:14:16.340 and your team about it and make progress and improvement based on that. You do that,

00:14:20.120 the right company that's recruiting the right people, retaining them, engaging them, developing

00:14:24.480 them, building them. Then you experience exponential growth. And when you have exponential growth,

00:14:28.460 pressure for you goes lower. Your pillow gets softer. Companies more profitable. People are

00:14:33.020 working better together. It's crystal clear. And at the end of the day, you and many other people

00:14:37.660 get recognized and rewarded handsomely if you get these seven things right. By the way, I've been in

00:14:42.320 business for 20 something years. I've been hiring, recruiting, firing, gone through the whole process.

00:14:45.800 I've lost great people. I've hired great people. I've fired any of that stuff that I've gone through.

00:14:50.440 This by far has been the biggest headache in any businesses I've ran. And a hundred percent of this

00:14:55.640 falls on one person, the leader, you, me, you and I commit to this. Everybody else will within the

00:15:00.700 organization. Then your company grows. Then you get to reinvest into your company, scale it at whatever

00:15:05.620 scale you want to go to. By the way, you know how many times in my career, I got stuck in a certain

00:15:09.420 challenge. I have with my company, with HR, we're recruiting, with ops, with whatever it is. And

00:15:13.080 for years, I kept making the same mistake. I wish I had a tool to get a hold of somebody that's been

00:15:17.920 through it to say, hey man, I'm going through this. Can you please help assist on me overcoming this

00:15:23.060 challenge? If I would have done that, I would have saved years of my life as well as money. That's why

00:15:27.300 we have the app called Manect. Many of you email me. You DM me on Instagram, Twitter, LinkedIn. I don't

00:15:31.940 get back to any one of them. I don't have the bandwidth to do it. But I get back to every single

00:15:35.780 message that's sent to me on Manect app. Manect is about, hey Pat, do you have a

00:15:39.400 minute to connect? I'm willing to pay for it. You respect my time, I'm going to respect the fact

00:15:43.400 that you're doing it and I'll respond back to you. Aside from me, there's a ton of executives,

00:15:47.400 CEOs, founders, people in different departments to ask any questions of. So if you've never

00:15:51.560 Manect with anybody, click on a link here, download the app Manect, and you can start Manecting with

00:15:55.480 me or anybody else that's on there. It's been downloaded already 200,000 times and people are

00:15:59.960 using it from 42 plus different countries. However, if you want to engage with Bay David Consulting

00:16:04.540 and you actually want to sit down, do a one hour, two hour strategy session, and you want to engage

00:16:08.600 with us, click on a link below in the description, go to beddavidconsulting.com, watch the five by

00:16:13.320 five video, and then based on that, if there's any area of those five that we can help you out with,

00:16:18.100 fill out the information below. One of our consultants will get back to you. Take care, everybody. Bye-bye,

00:16:22.380 bye-bye.

Valuetainment - February 12, 2024

7 Keys To Hiring Rockstars as an Entrepreneur

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