2. Step 1: Recruiting and On-boarding
Attracting Applicants
■ Job Boards - Easy to do; attracts a large number of candidates; good turn-a-round time.
– Tip – Have clear, easy to understand job descriptions. Short and simple descriptions
increase likelihood of candidates actually reading them. Keep the description relevant to
the position.
■ In-person – Go to a local school or event and recruit on site.
– Tip – Make sure you get their contact information to follow up. Follow up within 48 hours!
Be proactive and try to engage people in your booth to sell the job opportunities.
■ Friend of Friend – Encourage current and former employees to bring their friends in.
– Tip - Hardworking and talented people tend to associate with other hardworking and
talented people.Take advantage of your best peoples network!
3. Step 1: Recruiting and On-boarding
Attracting Applicants
■ Social Media – Even if you are not actively recruiting, use social media to keep our brand
relevant.
– Tip – Find ways to encourage your team to share Home City IceJobs video’s and postings
via Facebook, Instagram,Snapchat &Twitter. Staying relevant is key!
■ Add our corporate videos to job postings. Allow candidates to see the culture of the company.
– Tip – Displaying our company culture is essential in attracting the right candidates.
■ There are plenty of other ways to attract talent – it is very important to learn what works well
for you and in your area. It will differ.
■ Some of the BEST recruiting happens with retaining current employees. Ensuring that we are
providing a great place to work encourages employees to stay with us, which is lessens our
needs to start over.
4. Step 1: Recruiting and On-boarding
Interviewing / Screening
■ Have an interview guide with consistent questions that you ask everyone.Write down notes.
– These notes should be kept for 1 year.
■ The first two questions to any potential candidate should be:
– Question 1: (Describe the scheduling requirements).Are you able to work the required
schedule?
– Question 2: (Describe the duties of the job) Can you perform the essential job functions?
■ If they answer “no” to either question, you should not proceed with the interview.
■ Other questions you may want to ask:
– Do you have a CDL / Are you willing to get your CDL?
– Do you have route delivery experience?
5. Step 1: Recruiting and On-boarding
Interviewing / Screening
■ A good interview technique is to ask questions about the candidates previous behaviors and
not hypothetical future behaviors.The “tell me a time when” approach.
■ Example 1:
– OK Question – Do you enjoy independent work?
■ They will know that the correct answer will be “yes”, regardless if it is actually true.
– BetterQuestion –Tell me about a job where you worked independently.What did you like or
dislike about it?
■ We are more likely to learn the candidates true feelings about independent work if they have
to provide an actual experience.
■ Example 2:
– Ok Question – Are you a coachable person?
– BetterQuestion –Tell me about the best manager you ever had, what made them the best?
■ If they struggle to provide any positive experiences with a manager, that may indicate they
struggle taking direction.
6. Step 1: Recruiting and On-boarding
Interviewing / Screening
■ Look for engaged and friendly people!
– Most people put their best foot forward in an interview
– You will be expected to manage this person, make sure you have high expectations!
■ Finding the right team the first time is worth the effort!
– Use apps.homecityice.com sortie planning tool to ensure you are prepared for upcoming hiring
needs
– Don’t allow recruiting to sneak up on you – this leads to higher the first person you see and not
necessarily the best person
– Hiring a “problem worker” creates headaches for the manager and other team members
■ We want people that display the following characteristics:
– Positive
– Independent
– Dependable
– Coachable
– Hard-working
7. Step 1: Recruiting and On-boarding
ResponseTime
■ Getting in touch with candidates within 48 hours of them applying isCRUCIAL
to our recruiting success.
■ This shows the candidate that we are organized and responsive.
■ If candidates are applying to our job we should assume they are applying to
other jobs. Being the first to contact and schedule and interview is imperative.
8. Step 1: Recruiting and On-boarding
Social Media
■ Reviewing an applicants social media is legal, however, it is assumed you are
now aware of that persons protected characteristics such as race, color, national
origin, religion, sex, age or disability.
■ If you use social media, make sure you review their page after meeting them
face to face, check every applicant and not just some, and check them at the
same point in the process. Consistency is the key.
9. Step 1: Recruiting and On-boarding
The FirstWeek
■ Having a structured training process is key.
■ Have someone ready to greet the new employee on their first day.
■ It is helpful to send and highly encouraged to send the new hire a “what to
expect” document before their first day.
■ A good (or bad) on-boarding experience can determine an employees outlook
on the company.
10. Step 2: Set Clear ExpectationsWithYour
Team
■ Make sure that your team understands what is expected from them.
■ Give them SMART goals.
– Specific, Measurable, Attainable, Relevant, andTime-bound.
■ It is your job to review their progress and give them direct feedback on what they are
doing well and areas they could improve upon.
■ Reviewing their progress should completed early and often initially, then you can
adjust the frequency as you deem necessary.
11. Step 2: Set Clear Expectations
Accountability
■ Setting expectations is the first step, however, it is an unproductive exercise if employees
are not held accountable for their performance.
■ This includes praising employees who exceed expectations. We want to celebrate
employees who go above and beyond.
■ If an employee is struggling, it is the managers job to determine ways to help them
improve.Typically, this means providing the employee with tips and suggestions on how
they can improve.
– In some cases, the manager may determine it is in the teams best interest to
terminate the employment if it is apparent that the employee is unwilling or unable
to preform the job.
12. Step 3: ManagingYourTeam Recognizing
High Performers
■ Recognizing your high performers is imperative
■ Have a direct conversations with them. Inform them they are performing well and you are
building a development plan to ensure they are being challenged.
■ When you talk with them, find out what they are looking for out of there career.This will
help you determine the best ways to motivate them.
– You should speak with your zone manager and the HR manager about your high
potentials and their career goals.
■ High Potentials are employees that demonstrate high performance and the capacity for
additional responsibility.
13. Step 3: Managing your team
Poor Performers
■ If an employee begins having issues with performance, attendance, following
policies, etc. it is the managers responsibility to address these concerns directly
with the employee.
■ The first responsibility of the manager is to inform the employee of the issue
– This would be an appropriate time to also give them any coaching on how to
improve, what your expectations are and how/when you will measure if the
issue has been corrected.
– Have clear performance standards & consequences that are consistent
and communicated to everyone.
14. Step 3: Managing your team
Performance Management Cont.
■ If HCI standards are not being met we should document and attempt to coach the employees
to improve performance.
■ Document can be writing yourself an e-mail indicating the performance conversation
happened, notes, formal write ups, etc.
■ An example: On 8/1/2017 I had a conversation withJohn Smith about his attendance issues. He
was told any unexcused attendance issues will not be tolerated and we will re-evaluate how
things are going in 30 days if not sooner.
■ Another example: On 8/1/2017 I informed Jane Smith that I am ending her employment effective
immediately due to performance issues that she was unable to correct after repeated attempts to
coach her.
■ There may be times when performance management is not the best course of action and
separating the employee is.
■ The most important thing is consistency with discipline.
15. Step 3: Managing your team
Terminating Employment
– If an employee is not living up to the HCI standard after being given clear expectationsAND an
opportunity to succeed, it may be time to terminate their employment.
■ If an employee is new and immediately struggles with attendance, performance or attitude you may
want to go straight to terminating their employment.This is a judgement call for the manager.
■ More tenured employees who have demonstrated the ability to be successful may require a longer
performance management process.
– Correcting poor performers is imperative. Allowing someone to be below our standards will
negatively effect productive team members. It is also a negative reflection of the manager.
– If an employee is unwilling or unable to correct poor performance than separating
them is in the everyone's best interest.
16. Step 4: Understanding Employment Law
Basics
Employment atWill
■ Employment with Home City Ice is on an at-will basis. Employment at-will
means that either the employee or the Company may end the employment
relationship at any time, with or without cause, and with or without advance
notice, for any reason not prohibited by law.
– This holds employers accountable to provide a great work environment (safe,
competitive pay, strong culture) because employees are not obligated to stay.
– This also holds employees accountable to be productive workers because the
company is under no obligations to keep them employed.
17. Step 4: Understanding Employment Law
Basics
Employment atWill
■ A few reasons that would prohibit you from separating an employee are:
– Discrimination – you can not make decisions (hiring, promotions, pay, positions,
etc.) based on an employees race, gender, national origin, disability, military
status, religion, genetic information, or age.
– Retaliation - It is illegal for employers to fire employees for asserting their rights
under the state and federal antidiscrimination laws
■ This includes someone reporting OSHA violations, NLRB claims, EEO claims, ADA
claims
■ If you have questions about terminating someone's employment, please reach
out to the HR Manager.
18. Step 4: Understanding Employment Law
Basics
Recognizing Discrimination
■ DisparateTreatment: discrimination occurs when an applicant or employee is treated
differently because of his or her membership in a protected class.
– Ex: A manager who automatically rejects Mexican-American applicants on the grounds
that they may be an illegal alien.
– Only considering those applicants for certain positions.
■ Disparate Impact: results when a neutral policy has a discriminatory effect.Typically is not
intentionally discriminatory.
– Ex: An organization requires a high school degree for a janitorial position.
■ Unnecessary education requirements may impact certain minority groups looking for work.
19. Step 4: Understanding Employment Law
Basics
Recruiting
■ The wording of a job posting, be it in a newspaper or a job portal, needs to be carefully
framed.
– Minimum qualifications should truly be minimum qualifications
– Keep interview questions relevant to the job your hiring for
■ Interview questions should be carefully crafted and consistent.
– We should not inquire about children, age, or anything that could be interpreted as being
discriminatory.Again, our questions should relate to the ability to do the job and finding
friendly and engaged people.
■ If someone volunteers that information, that is fine.
– We should document our interviews and hold on to them for a minimum of 1 year.
– A scripted interview guide should be considered; at a minimum, use consistent questions
and document.
20. Step 4: Understanding Employment Law
Basics
Communications
■ Be aware of what you put into written communication. E-mails, text and
other forms of digital communications never go away, even with a delete
button.
■ These communications lack context and can often create issues down the line.
■ There are circumstances when these communications are legally required to be
surrendered.
■ Understand that being a supervisor changes the dynamic of the
communication.YOUARE HELDTO A HIGHER STANDARD.
21. Step 4: Understanding Employment Law
Basics
Communications
■ Written and digital communication can also be helpful
■ If you are having issues with an employee, an e-mail to yourself or Human
Resources is a great way to document and track issues.
■ The best way to discuss sensitive matters is by speaking directly with that
person or picking up the phone and having a conversation.
– This allows context and avoids misinterpretations
22. Remember…
■ Employees choose to work for Home City Ice.They can leave at any point. Help create
an environment that people want to work in.
■ Once someone chooses to work at Home City Ice, we should aspire to make their
experience so great that they will want to stay with or come back to work with us.
■ The best way to recruit is by having a great culture at the plant where people want to
work.
– This leads to returners & referrels
