Yigal Adato: 00:02 Hey everyone, my name is Yigal Adato and this is the Pawn Leaders Podcast, a podcast thathelp you make more money, stress less, and live an epic life all while working at the pawnshop. Hey pawn family, welcome back to another great episode of the Pawn Leaders Podcast, thank you so much for joining us. And on this episode I have somebody who I think is going to serve you so well in the Pawn Leaders Podcast Community. I ask questions about what is the biggest struggle that you’re having, and one of the biggest struggles is hiring good talent to work in your stores. So my guest, Scott Wintrip, is the author of high velocity hiring, how to hire top talent in an instant. Named a must read book by SHRM’s HR magazine. Over the past 19 years, Scott has led the Wintrip consulting group, a global consultancy. There is something more than 22,000 organizations build talent rich companies, that’s incredible Scott, that have eliminated their hiring delays forever. For five consecutive years, staffing industry analysis, Crain communications company awarded Scott a place on the staffing 100, listed on the world’s 100 most influential leaders. He’s also a member of the million dollar consultant hall of fame. It was inducting to the staffing 100 hall of fame. Scott, welcome to the episode.
Scott Wintrip: 01:25 Yigal thank you so much. I’ve been so excited to have this conversation with you.
Yigal Adato: 01:29 I found a friend of ours who’s been on the show before, Antoine Dupont, who’s in a community of Irish rod public speaking. Hold up your book and saying, you know how he’s so excited to read this book about hiring and I thought to myself. This is a big issue pawnbrokers are having today. Hiring good talent, holding onto good talent and so I thought this is a perfect, you’re the perfect person to be in the podcast. So thank you again.
Scott Wintrip: 01:54 My pleasure. I’m excited to service community of yours.
Yigal Adato: 01:57 Awesome. So let’s talk about a little bit of your history. How did you get into consulting in the hiring and culture arena?
Scott Wintrip: 02:06 Oh, it was all part of the lifelong plan, I planned this from the very, okay, that’s bull. So look, here’s how it started in college, I was a music major and I’m sure you immediately see the connection between music and hiring.
Yigal Adato: 02:20 Oh yeah. It’s so, so pretty, yeah.
Scott Wintrip: 02:24 So a friend of mine which show up at happy hour on Fridays, lush with cash and we would go to this place in Kent, Ohio, I went to Kent State University, it was called the loft. And we went there because it was cheap beer and cheese pizza, five bucks for each. And this dude was always buying cause we had no money. And so I asked him, I said, where did you get this money? He says, Oh, I’ve got this great job through a temp agency and they pay me every single week and all we gotta do is put stuff in boxes. I’m like, dude, I can do that. So I show up at this temp agency and I didn’t get the job because if you want job, I realize it wasn’t what I thought it was going to be. But they planted the seed. The woman behind the desk, she said to me in her manly voice, she said, hey honey, have you ever thought about a job and this industry? And I looked at her and I went industry? You know, putting people in jobs, pimping people out for work. That’s what I thought at the time I was a college [Incomprehensible]. That’s an industry? I didn’t know that, I left. I wasn’t real happy as a music major I was supposed to be in a practice room 4 hours a day as you can kind of tell them a little social so I don’t do alone that well. And I just thought this is such a cool profession, and it planted a seed. And not long after that I joined my first employment firm helping people find work cause I thought it was noble. It just like, a friend of mine is a pawnbroker and he believes that this profession is very noble in the population it serves. And I think it’s true. It serves a need within a niche. That’s the same thing that hiring is, I serve a need within a niche. So I had a career in that and I finally realized that I need to take my expertise to a broader audience and not only need to serve these employment agencies, but I need to serve companies as well because I figured out a way to hire and fill jobs the moment they open. So, you know, it was serendipity, I never planned on being the guy that changes hiring, but that’s who I’ve become. And it was quite by accident because I pioneered a way for a big, big problem that you are already talked about and that is finding people, but it also takes way too long to fill jobs. And that’s what I do in my consultancy today. So it was a happy accident.
Yigal Adato: 04:33 Awesome. So you went from the temp agency to essentially creating this way of people hiring faster and filling the positions. Let’s talk about the pawncommunity. I was in the industry for 16 years. A lot of the pawn brokers aren’t paying as much as a silicone valley job. Right? And it’s hard to keep employees because sometimes team members don’t see this as a career. You know, a lot of people these days don’t say hi, I want to be a pawnbroker the rest of my life. So turnover, you have some of the bigger companies who do very, very well. So what are some strategies that you have in the book that you are high velocity hiring to bring on capable employees to do a great job?
Scott Wintrip: 05:21 I think the best strategy that I can share with people is you make history repeat itself. I bet most people listening to this, if they’d been pawnbroker for any period of time longer than a year, they’ve probably come across people who have been better employees than others. There’s things about those employees that we can have repeat themselves. That’s the history. So here’s the key, if the brokers listening to this look for the recurring patterns, they will make better hires, not only will make better hires, when it comes to people who do quality work, but they will find people who want to work within the industry because those are the patterns as well. And by the way, I resonate with this, people who are in staffing and recruiting the agency side of the business, virtually none of them grow up saying, I want to be a recruiter someday, it just doesn’t happen. You know, it’s, you and I were talking before the podcast, there are certain industries that have a perception issue and recruiting does, recruiting has a terrible reputation. 70% of hiring managers and HR folks often see agencies and recruiters where I grew up in the business as a necessary evil. These are people who, they’re stealing people from one company and putting them into another. That’s not a highly respected profession. And I think a number of industries are in clearly misunderstood. So, and I think pawn is one of them, I have a dear friend who’s a pawnbroker, we’ve talked about this in detail. So, we have to find people who are willing to join an industry that might have a bit of a reputation that’s probably not well deserved and have a good work ethic. So where do we find that? As I said before, we look for the recurring patterns. So, if people just have a grid and the grid has a couple of sections to them one is the recurring patterns, a behaviors that showed up among the successful people and also the recurring skills, the recurring personality traits, and you just look for those patterns among the successful hires. Then you also look for the patterns of negative traits and behaviors among the people who failed in the job. You just have those two sections and you look for those good traits and the people you potentially hire and you avoid the bad traits. We not only find people who have the skills that we’re looking for, we’ll also find the personality types of people who are suited for the business and I’d be in any industry including pawn. So, the recurring pattern is a success, the recurring patterns, the negative traits, and we avoid those. I call those deal makers and deal breakers. If we just look for those two things among all the people that have worked for us and we look for those recurring patterns, we now go in and we’re hiring with our heads not our hearts. And that’s important because just like dating, hiring is not an emotional decision. We’ve got to get our parts out of this. We’ve got ti hire with our heads, we’ve got to hire based on factual evidence, proof that people can do the job versus you know in interview it’s kind of like a date people make promises, oh I do good work, I can do that, I can do this. You know, we need to look for proof, not promises. And we do that by looking for those recurring patterns.
Yigal Adato: 08:41 Gotcha. So, I’m thinking about the other people who listen to the podcast and a lot of them are single store owners. They are actually on the line doing the work and losing a team member is tough. And so they have to go back, they have to put out the ads themselves while they’re working. They’re stressed out about the hours not being filled, the store not being staffed correctly. What do you recommend when it comes to that when it’s, shoot, I lost an employee. I don’t have a lot of time to see you and figure this out. What do they do? I mean they’re worried, they’re stressed. The customers aren’t being served. Should they have a lineup of leads for staffing coming in? Should they just do that once they lose an employee? How does that work?
Scott Wintrip: 09:26 So, the answer with yes, you asked me an or question and I’m going to give you a yes because it’s about the secret. And so let’s create a distinction between the old way of hiring and the new way of hiring. It’s just like the old way of buying things and the new way of buying things. You know, the old way of buying things is we place an order and we wait for it to show up and it can take days or weeks. Now with services like prime now we can get a delivery within two hours or we can drive down to the local pawnshop. We can buy something right then and there. So we’re used to now getting things in an instant. So the old way of doing things doesn’t work anymore. It’s just like the old way of hiring. The old way of hiring is you keep a job open until the right person shows up. And when you do that as an owner of a pawnshop, you’re doing three jobs at once and you know this one you’re doing your day job, running the store, you’re covering that open job, that’s the second position and you’re conducting hours of interviews to fill that open position 3 freaking jobs at once. No wonder pawnbrokers are stressed out. So you actually said it Yigal. So we actually, we’d line up talented people and then we wait for the right jobs to open, that’s the new way of hiring. So we cultivate top talent and we wait for the right jobs to open. So there’s a two step process for those who have an open job right now. You’ve got to fill that open jobs. So you follow that deal maker, deal breaker process to fill that job. Now you want to cultivate talent. It’s not that you know you’re looking to fire this person or add somebody better. Must they’re really, they stink. You made this thinky hire. It’s about life happens. That person’s spouse make a job in another city. They may need a leave of absence for whatever reason or they may end up sucking as an employee and you need to replace them. If every pawnbroker watching and listening to this simply lined up one or two people who are always ready to hire. This changes the game. You go from days or weeks or months to fill a job to you pick up the phone, you call those one or two people when they show up tomorrow. And one thing I should mention this as aside, I almost always get pushed back or a question people saying well, who in the world is going to be willing to do that when it comes to a job candidate who’s going to be willing to wait for a job to open up? And the answer is lots of people, smart talented people give themselves options. They know that the job they have today could go away tomorrow. So they believe in lining up options for themselves. So just like you’re lining up options for yourself to hire, you’re giving other people options is their irons in the fire, so to speak. And the smartest candidates are willing to do that. We do this now we fill job that my book is how to hire top talent in an instant high velocity hiring, how to hire top talent in an instant. This is how you do it. You don’t wait until the job opens, you line up people for that job opens and then you can fill it in that instant.
Yigal Adato: 12:29 Awesome. So what comes to mind when you were saying that is just like marketing is an ongoing process. Hiring needs to be an ongoing process. It’s not something that you just kind of, oh I need to hire. That’s what I’m going to do today. It’s you know, you consistently finding top talent and when the job opens up that’s when you call those people as opposed to jumping the gun and hiring so quickly that you get the wrong candidate. Excuse me. That correct?
Scott Wintrip: 12:55 And I’ll jump in for a second though. What you said is so important. It is a process and when you do the process in the old way it takes twice as long. Why does it take twice as long? Well you’re doing three jobs at once and you’re distracted and you have all this going on. And so like driving while under the influence of drugs and alcohol, bad idea. Hiring under the influence of overwhelming responsibility is also a bad idea. So we have these distracted pawnbrokers and distracted business owners making hires. And one of the reasons they don’t work out sometimes is they hire while distracted versus if I can do it on my own terms, if I can invest 30 to 60 minutes a week, looking at resumes, posting jobs, having conversations with people ahead of time, I’m not stressed out. I don’t have to hire anybody today. I can do this on my own terms. It takes half the amount of time to do it that way, we’ve measured it and I do it from a place of being present and not stressed out. And I’m doing it on my terms. So you said the most important word here is this is a process and that’s what I did in my book cause I outlined this process and you mentioned the number, we’ve rolled this out at 22,000 organizations now of all sizes. And while all kinds of companies benefit from this, I actually think the small businesses in particular benefited the most because when an open job occurs in a small business, you feel it more because everybody’s dealing with so many different hats and responsibilities.
Yigal Adato: 14:25 It’s especially true when you have one of your managers leave for some reason or somebody who’s such an important part of the team. A lot of times the owners think, God, what am I going to do? I can’t go on vacation now. I can’t get anything done because it takes so long to train pawnbroker. But if you’re hiring top talent who are great managers and you just have to show them the pawn way, it will be a lot easier.
Scott Wintrip: 14:53 I would agree with that is and you take me back to the profile again is this is where we can again look for the recurring patterns so we can look for the patterns among the people who have been good retail associates who are behind the counter working in pawn, who then in the teachable people who I can give a career path to be a manager. What were those recurring patterns among those people, those unteachable skills. And one of the things that I’ll need to teach those individuals if I have all of that in mind when I roll out the idea of the pawn way of doing things and I showed them that there’s a career path here and I find those people, I’m potentially hiring an employee for life. I’m giving them a career path. You know, in a world where, especially in corporate America. Nothing against Corporate America, I do a lot of work there. Corporate America is one of these places where things are constantly changing and you never know who’s going to gobble up whom. My friend who’s the pawnbroker has been a pawnbroker for decades. His store has always been the same size. He has weathered all of the economic storms. He has been one of the consistent players in the market place when everything else around him, when it comes to the signs on the banks and the corporations and their branding, all of that’s changed. He’s maintained the same. So I’m saying this because I think that small businesses and that includes pawnshops have a distinct competitive advantage where they can sell a career path to people. And it’s just about getting the right people in the door. So that’s why I go back to that hiring profile. We lined up the right people based on previous evidence and offer them that career path. We not only make better hires, but we actually cut down on our hiring as well because we’ve chosen the right people who are going to become those managers and the people that we grew over time. And now if I’ve done that, if one of my managers leaves and I’ve hired an associate who can become a manager and I’ve been grooming them for that, once again, I fill that manager job in an instant.
Yigal Adato: 17:00 And I think one other thing that I’d like to add to that is the preconceived notion of the pawnshop. If pawnbrokers are out in the community, they’re giving back, adding to the identity within the community, right? And putting positive notions to it, then it’s going to open pawnbrokers up for better talent if right. I mean if you just put an ad that says looking for a pawnshop and you’re a horrible pawnbroker in the community no one wants to come work for you. But if you are-
Scott Wintrip: 17:34 Sorry, you’re making me excited. You want to finish that? Cause I think I might blow everybody’s mind by taking it a step further.
Yigal Adato: 17:44 So I just wanted to say that, you know and I say this in the podcast many times you have to be a positive influence in the community and in the industry in order to get great hires coming in through the door, great talent wanting to walk through your shop. And we’ve had some incredible pawnbrokers on this show who have 12 stores and 15 stores and 8 stores who have incredible talent because they are those people in the community. Now please blow our minds Scott.
Scott Wintrip: 18:15 Yeah, sorry. I don’t mean, my Mama taught me better than that. Just one of my favorite parts about this system. And it goes hand in hand with what you said is if you want to recruit good people, you have to run the business. And you have to serve your community and you have to be good in the community. So I suspect, well, I’m betting most if not all of the people who listened to this podcast are those people. Because you only want to get better at what you do if you’re already good at what you do is my experience. So podcasts like this one tend to draw high caliber people. So we’ve got the right people here. So if you’re running a good business and you’re active in the community, one of the best things you can do to make sure you make the right hire, but also attract good people and help them get rid of preconceived notions is conducted different kind of interview and it’s called an experiential interview. So, the problem with a typical interview, a traditional interview as candidates are on their best behavior, they do what I call the tell, sell and swell. They tell you what they think you want to hear cause they’re trying to win the job. They’re selling the very best parts of their background and their trying to swell your ego. Just like a dating. If you think about it, that’s what goes on in dating the tell, sell and swell. Here’s the problem, it’s not that people were being deceptive when they do that. It is normal that people put them their best selves forward. The problem is this interferes with making the good fit because we’re not seeing the whole person. So I look for proof, not promises. Proof is when somebody shows you they can do the job. So that’s where an experiential interview comes in and if the listeners and watchers write down three words, see, hear, experience. That’s how you conduct an experiential interview. You see the candidate in action doing sample work. You get to hear how that person will fit in around customers and colleagues. And you experienced the quality of his or her skills. So you literally have the person try on the job. Now this isn’t work for compensation. We can simulate customer interactions. We can do this outside of regular hours and we can have somebody played the role of customer, could be an employee or it could be a friend and you have a scenario would this potential hire has to interrelate with that prospective customer. So you get to try them on because they can’t fake your skills. They either have them or not, but now they get to try on the job. They get to see what it’s like to be behind the counter. They get to have a normal interaction that you set up in this simulation. And some retailers in particular will actually pay candidates to come in and work for a couple hours. You can choose to do that. So it’s real life. And look, if you’re running an ethical pawnshop that is doing good work for your customers and doing good by the community, that candidates kind of see that. So that’s how I got really excited is, you know, seeing is believing and Yigal when you talked about being out on the community, you’re allowing people to see you so they can believe you’re a good person and doing good work. It’s the same thing at hiring. Seeing is believing, when there’s a candidate who might have worked in other parts of retail so they have that transferable skill you might be looking for, they’ve handle cash before they’d done customer interaction, but they’re a little gun shy about pawn and then they come in and they see the value that’s provided. They see how this store serves the community and so many different ways from being becoming a bank for people who can’t get to a bank or won’t do business with a regular bank or buying and selling of goods. They see this and they experienced this and the people who are passionate about that, they’ve got a firsthand experience. So that’s why I got excited seeing is believing and proved as price. This is what I say all the time. So when you’re dating each other in that way, it’s no different than dating your future spouse. You get a real experience of that person. You’re going to get a real experience of this person and they get to experience the job. And if they say yes, it’s based on true firsthand knowledge, not talking about the job of what it might be like.
Yigal Adato: 22:40 Yeah, I agree with you. Last week actually in the mastermind, the Pawn Leaders Mastermind, we had a big conversation about hiring and one of the members suggested to another member, you said, you know what? Don’t do a 30 minute interview, do a three hour interview, where 30 minutes is question and answer and looking at the resume and the other two and a half hours is paid them to be out on the floor and see how amicable they’re to the clients, how they work with other people. Are they going to try to help? Are they going to try to make a sale? How do they speak with the clients? And that’s how you see if they’re working or not. And with that said, Scott, I would love for you to come into the mastermind group for a guest appearance at some point.
Scott Wintrip: 23:20 That’d be awesome.
Yigal Adato: 23:21 Yeah. To talk with the guys.
Scott Wintrip: 23:23 So you’ve got people with common sense in your mastermind group and I know that sounds, I just said something so obvious. My experience is common sense isn’t all that common or it’s not applied in all situations. This is common sense and this is how I discovered experiential interview. I got so desperate interviewing a sales person 30 years ago that I finally, because I was getting it wrong half the time. And so I was like, what am I going to do? I got to try something different. So I had the salesman who sold telecom equipment and I was in this big office building and I knew a bunch of people. So I found three people he could sell to. Cause I thought, well, if I watch him in action, I’ll know for sure. And I did it. I followed him around. He sold, he loved it because he had three leads. And thank goodness I did because I didn’t hire him. He was one of the worst salespeople I’ve ever seen. But on the telephone Yigal, oh my gosh, this guy had all the right answers to all the right things. When he got in front of buyers, he interrupted them constantly, constantly. And so he was on his best behavior. This was my epiphany. It was finally, it’s like, why haven’t they done this before? This is common sense. And I just had to figure out from there how to apply it to all kinds of different roles. So Kudos to whoever said that they were spot on. And the only thing I would say is when you get really good at this, this maybe takes an hour, hour and a half for retail associate. It doesn’t take long when you can see somebody in action, they either fit the job and have the skills or they don’t, and you can see it for your own eyes.
Yigal Adato: 24:55 I love it man. So, you wrote a book on this and I do want to go over kind of the biggest mistakes that you see in the hiring process that doesn’t have to do with what we spoke about so far. What are, one or two of the biggest mistake that small businesses make when it comes to hiring?
Scott Wintrip: 25:14 So, yeah, there’s a bunch, I’ll tell you a couple that really come top on mind. So number one big, big, big mistake is that people blame the skill shortage, there’s not enough quality people to go around. And in researching my book, one of the things I discovered is those kind of negative mindsets keep you from changing things for the good. So, it’s often said that there are lots of jobs and not enough people to fill those jobs. When you focus on that, those numbers are deceiving. You know, you’re not trying to fill all of the jobs just your own. And when looked at in that perspective, there are always more people available than the number of jobs you have because you’re not filling all the jobs and that change in mindset helps people fix the broken hiring processes. And we looked at some research, there’s a researcher by the name of Doctor Barbara Fredrickson, and she’s an expert on the impact of emotions. And she found something very interesting. She found that positive emotions cause people to have more creative behavior, negative emotions actually interrupt their creativity. So that’s why blaming the skill shortage or any outside influence is such a problem. When you think the odds are stacked against you, your negative emotions kick in, and this is where you suddenly feel powerless and you think you can’t solve the problem. Of those 22,000 organizations I talked about almost all of them, their change from taking forever to fill jobs and not filling some to filling them in an instant. All we started with this mindset change. They stopped focusing on the fact that there are truly is more talent than there are jobs. They focused on the fact that they have just their jobs and there’s always more than enough people and now they focus on where to find them. They get creative. So that’s the first things we have to change counterproductive mindsets. The second thing, I would say is I think the mistake is that people try to make it more complicated than it really is. When I’ve [Incomprehensible] out this process that we talked about today, and it’s just as simple as we’ve talked about when it breaks and I have to go back and help people fix it, they’ve always made it more complicated and that’s kind of human nature. If you look at our tax code for example, it grows every year. Last time I checked it’s over 6 million words.
Yigal Adato: 27:40 Crazy.
Scott Wintrip: 27:40 Yeah, I know. It’s more masterful complexity. Simple is sustainable, that’s one of my mantras. So if we have a simple process where it starts with, no, yes, let’s do a phone interview, but the phone interview people are going to do that tell, sell and swell. So I’m not going to truly evaluate their skills except for communication. I’m going to see how they interact with me. I’m going to see how well they come across over the phone because in a pawnshop that pawnshop is going to get phone calls and we need people who give good phone. So I will evaluate that. So if I like the communication skills then I’ll bring them in. I’ll think of the sample work or base the sample work on that hiring profile, that grid I talked about and I will set up a simple scenario. I watched them in action. If they have every one of those deal makers, those must haves and none other of those deal breakers I’ll hire that person. But when people make it complex, when they start, for example, negotiating with themselves where they look at it and you know the person has a complicated life and that’s one of the deal breakers on the list and they negotiate with themselves. Wow, I really like that. Those hires never work out. It’s just like in dating. Before I met my wife, I met a wonderful woman by the name of Molly and she had a deal breaker, it happened to be a complicated life and I negotiated that away for six months and it was not, it was a complex relationship. Her complicated lives started making mine complicated cause I want to negotiate away that one thing. Well, it’s one important thing. It’s the same thing here. If we follow this simple process and we don’t waiver from it, we’re going to make good hires every single time. So I would say those top two the other, those big ones is we’ve got to have a positive mindset that doesn’t blame outside influences. And we’ve got to trust the process. We’ve got to stick with this process and follow it through every single time we avoid those two mistakes hiring is simple and it’s fast and it’s effective every single time.
Yigal Adato: 29:41 I love it man. You’ve been an incredible guests on the podcast. I actually want to give away five of your books, high velocity hiring. So if you’re in the Pawn Leaders Podcast Community, when this episode drops, just say I want high velocity hiring in a comment and I’ll put you into like a little raffle to see if you win the book. Scott, it’s been amazing having you here. I want people to go check you out, scottwintrip.com and that will be at the show notes. Also your book is on Amazon, correct?
Scott Wintrip: 30:09 That is, yeah, sure.
Yigal Adato: 30:11 Go check at high velocity hiring on Amazon. Scott as you can tell in the last 25 minutes, he’s giving us so much value on how to hire and it’s one of the top issues that pawnbrokers are having today. So just like Scott said, if you’re listening to this podcast, you want to become better. You want your pawn shop to become better and this is the way to do it. Go out there and read, learn and improve. So, it’s been a pleasure Scott, for those of you listening, don’t forget to check out the Pawn Leaders Podcast Community on Facebook. And Scott, I look forward to having you in the mastermind group to give us a little more detail on how to do this.
Scott Wintrip: 30:50 Sounds good. I look forward to meeting your community, if there are anything like you and you’re passionate about this. I can’t wait. You’re, you’re doing such important work and the community is lucky to have you.
Yigal Adato: 31:00 Thank you. I really appreciate that Scott. Thank you so much. All right everyone, till the next episode, Take Care.
Scott Wintrip is the author of High Velocity Hiring: How to Hire Top Talent in an Instant, named the must-read book by SHRM’s HR Magazine. Over the past 19 years, Scott has led the Wintrip Consulting Group, a global consultancy that has helped more than 22,000 organizations build talent-rich companies that have eliminated their hiring delays forever. For five consecutive years, Staffing Industry Analysts, a Crain Communications company, awarded Scott a place on the “Staffing 100,” a list of the world’s 100 most influential leaders. He’s also a member of the Million Dollar Consultant Hall of Fame and was inducted into the Staffing 100 Hall of Fame.[02:13] Scott studied Music in college [03:02] He was unaware that putting people in jobs was an industry [04:04] Scott realized that apart from employment agencies, he had to serve companies [05:22] Making history repeat itself is the best strategy Scott would share with people [05:52] Recurring patterns make better hires [06:29] “70% of hiring managers and HR professionals often see agencies and recruiters as a necessary evil; people stealing persons from one company and putting them in another.” [06:56] Find people who are willing to join an industry with a reputation that is not well deserved [10:05] The old way of hiring no longer works [11:53] “Smart, talented people give themselves options. They know that the job they have today can go away tomorrow. So they believe in lining up options for themselves.” [13:16] Hiring under the influence of overwhelming responsibility is a bad idea [13:56] Scott identifies the recruiting process in his book High Velocity Hiring: How to Hire Top Talent in an Instant [14:10] Various types of companies benefit from his book. However, he believes that the smaller businesses benefit the most [15:02] Look for the recurring patterns among the people that matches their personality to their career [16:18] Scott thinks that small businesses have a competitive advantage that allows them to sell a career path to people [18:27] “If you want to recruit good people, you have to run a good business, and serve your community” [19:02] Conduct a different type of interview to ensure you make:
– the right hire
– attract good people
– eliminate preconceived notions[19:17] In the typical interview, candidates TELL, SELL and SWELL [19:56] Scott focuses on proof, not promises [20:08] How to conduct an experiential interview:
- See the candidate in action; doing sample work
- Hear how they will behave around customers and colleagues
- Experience the quality of his/her skills
- Blaming the skills shortage
- Making it more complicated than it is