The most important decision a manager makes every day is who allows in the door to help him take care of his customer. The presentation focuses on the keys to hire the right people so you can build a front-line workforce that will help you build your bottom line.

1. HIRE TOUGH,
Manage EasyPRESENTED BY
MEL KLEIMAN,
CERTIFIED SPEAKING PROFESSIONAL & PRESIDENT

2. Key Ideas
 If I give you $100 and you give me $100,
what do we each have?
 If I give you an idea and you give me an
idea, then what do we each have?

3. Key Objectives
“If you keep doing what you’re doing,
you’ll keep getting what you got.”
In your workbook, make a list of the
specific questions you have
and/or the topics you would like to see
addressed…

4. You Can‟t Get There from Here,
Unless You Know Where Here Is…
1. On a scale of 1 – 10 (where 10 is the highest) , how do
you rate your company on:
Recruiting? _____ Selection? _____ Retention? _____
2. How do you rate your location, store, or
site?
Recruiting? _____ Selection? _____ Retention? _____
3. How do you rate yourself?
Recruiting? _____ Selection? _____ Retention? _____
4. What makes you these numbers?
5. What do you need to do to raise the bar?

5. First, Ask Yourself:
1. Could we do this job differently or without
hiring a new employee?
2. Do we really make hiring A-Players a #1
priority and what happens if we don’t?
3. Why would an A-Player want to work for us?
4. Why would an A-Player want to work for this
manager?
5. How will we know we have the right person?
6. What will we do to ensure this person’s
success?

6. 10 Reasons…
If you don’t have a list,
where will the applicant get the list?
 What are the top 10 reasons people
should want to work for you?
 What are the top 10 reasons your
customers want to buy from you?

7. Return on Investment
3 Poor Employees = 1 Average Employee
3 Average Employees = 1 Good Employee
3 Good Employees = 1 Great Employee
 −The Container Store
 What is the cost if we don’t fill this position?
 What is the cost if we fill the position with the
wrong person?
 What is the cost/benefit if we fill this position
with a good employee?
 What is the cost/benefit if we fill this position
with an A-Player?

8. Start with the End in Mind
“It’s not what you have, it’s what you do
with what you have.”
 ACHIEVEMENTS
 SKILLS
 PERSONALITY
 ATTITUDE
 CAPACITIES

9. What Is The Most Important
Quality an Employee Can Have?
 49% POSITIVE ATTITUDE
 20% Honesty/Integrity
 6% Communications Skills
 6% Ambition
 6% Dependability
 6% Friendly/Amiable
 7% Other

10. Why Do You Usually Fire
Employees?
 32% Absenteeism/Tardiness
 22% Other Reasons
 19% Bad Attitude/Work Ethic
 18% Dishonesty/Misconduct
 9% Inability to Do The Job

11. What Does Success Look Like?
 What did this employee do in order
to earn this award?
Employee of the Year
This award is presented to recognize
these outstanding achievements:

12. A Selection System Will:
“The system always gives you 100% of what the
system is designed to give you.” − Dr. W. Edwards Deming
 Identify the best potential employees
 Tell you why an applicant will be a good
employee
 Eliminate unqualified applicants quickly
 Make the job hard to get
 Test for what you need
 Provide more and better information
 Save time, money, and aggravation
 Reduce legal exposure
 Verify that what you see is what you get
 Increase retention & productivity

13. “Ninety-four percent of all failures are
due to systems, not people.”
-Dr. W. Edwards Deming
 What does a great applicant have to do to get
the job?
 What does a great employee do on the job?

14. Once We Know Who
We Are Trying to Attract...
Where do these people:
 Congregate?
 Socialize & entertain?
 Work?
 Play?
 Belong?
 Shop?
 Live?
 Participate in the community?

15. Out-of-the-Box Thinking
– Past Employees
– Referrals from Current
Employees
– Alternate Newspaper
Sections
– The Internet & Your
Website
– Community Involvement &
Networking
– Event Marketing
– Signs Where They
Congregate
– Direct Mail
“The best you can hire can’t be any better than
the best of those who apply.”
─ Point-of-Sale
─ Temporaries
─ School Sporting Events
─ Intern Program
─ Referrals from
Applicants, Customers &
Vendors
─ Realtors/Welcome Wagon
─ Bag Stuffers
─ On the Back of Cash
Register Tapes

16. Automation
Automation
Automation
 24-Hour Job Hotline
 Your Website
 The Internet/Job Boards
 Interactive Voice Response
 Kiosks
“Any task that is redundant and repetitive
needs to be automated.”
Lex Wexman, Chairman of the Board, The Limited

17. Automation
Automation
Automation
 Ask yourself:
– When do you accept applications?
– When do you conduct interviews?
– Is it easy for people who are already
working to apply?
 Take applications 24-hours a day:
– Your telephone answering machine
– Automated job hotline with prescreening
interview & report functions
– The Internet

18. If They Don‟t Wanna Work for
You, Nobody‟s Gonna Stop „Em!
Help Wanted is not a good reason
for anyone to apply.
In order to attract the quantity and quality of
people you need:
 Have a great headline
 Tell them what they will achieve on this job to be
successful
 Tell them why they want to work for you
 Indicate the general location of the job so people
unwilling to make the trip screen themselves out
 Specify when and how to apply (make it easy)
 Discourage drug abusers. Always include a line
like: “Must be drug free.”

19. Employee Selection
It doesn’t matter how good the applicant
is…
 How good is the interviewer at determining
how good the applicant will be on the job?

20. Selection System Tools
If you want a winning team, you need these
tools on your side…
 Pre-Screen
 Testing
 Employment Application
 Reference Verification
 Release Forms
 Structured Interview
 Interview Rating Form

21. Everything Is a Test

22. Positioning
Tell them what is going to happen and what
you want them to do:
 Tell them briefly about the company and the
job
 Position them to tell you the truth
 Gather information
 Answer their questions

23. Achievement-Based Interviews
& Evidence-Based Selection
We hire people with
great interviewing skills —
instead of the people who
will be great on the job..


24. Achievement-Based Interviews
The five most important questions:
 Tell me about the first job you ever had.
 Tell me about the achievements in your life you
are most proud of and the obstacles or problems
you had to overcome.
 Tell me about your last performance appraisal.
 On a scale of 1-10, how would you rank yourself
as a _____________. Why did you give yourself
that number?
 What one question would you like to ask me?
Of all the questions you could have asked,
why did you choose that one?

25. Evidence-Based Selection
"All we want are the facts, ma'am."
−Sgt. Joe Friday, Dragnet
 Start from the beginning
 Identify past achievements
 Look for facts, not fiction
 Validate the findings (with the applicant
and with everybody who knows
anything about the applicant)

26. Employee Retention
“The easiest way to increase retention is to
hire crummy people − they never leave!”

27. The 6 R‟s & 1 F of Retention
1. Rules
2. Respect
3. Relationships
4. Responsibility
5. Rewards
6. Recognition
7. Fun

28. The Five Firsts of Retention
1. First Hour
2. First Day
3. First Week
4. First Paycheck
5. First Anniversary

29. Key Motivators
Rank the following from 1 (most important) to 4
(least important) as your personal motivators:
#_____ Money
#_____ Recognition
#_____ Interesting Work
#_____ Work/Life Balance

30. Why Customers Quit
 1% Die
 3% Move away
 5% Develop other friendships
 9% Competitive reasons
 14% Product dissatisfaction
 68% Because of an employee’s attitude of
indifference toward the customer

31. The Six Keys to Employee
Retention
1. Hire Tough
2. Learn to Fail Fast
3. Orientation
4. Employees First, Customers Second
5. The 6 R’s and 1 F of Retention
6. Don’t Treat People Equally, Treat Them
Fairly

32. “You can dream, create, design, and build
the most wonderful place in the world,
but it takes people to make your
dream a reality.”
–– Walt Disney

33. About Mel Kleiman, President
of Humetrics
 Author of 5 books including the bestselling
Hire Tough, Manage Easy
 Pragmatic businessman
 Consultant and speaker
 Certified Speaking Professional
Humetrics specializes in frontline workers
and the people who manage them by
providing employment assessments,
consulting services, training programs,
and speaking presentations
(713) 771-4401 mkleiman@humetrics.com www.Humetrics.com