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Really understand the job duties: WHAT is being done that we need someone to do? Or, what WAS being done, but now we need to change those duties and profile to be hired? (We will get to the HOW the duties should be handled and the WHY later).
This part is not difficult, but it does take a different kind of focus from everyday thinking about a “job”: Actually analyzing what DUTIES will be performed, daily, weekly, occasionally and once in a while.
Are these individual contribution duties or are they performed with other workers? Are other workers dependent on this function? Is this function (duties) dependent on other work being done/ other people?
1) First Define the GOAL of the job and the WHY. This could be quantity, quality, adherence to a standard, or what problems/ issues are to be solved in doing the job. Goals can also be EXPECTATIONS of performance that are measurable. This also is part of providing realistic expectations for a new hire during the interview and onboarding processes. It will also become a foundation in performance reviews, promotions, raises and terminations. It sets the tone for:
2) You or a small group, preferably with people who are now doing or have done the job, should look for finite/ definable things a person will be doing in the job. Not a group of duties. Doing this may seem exasperating. The list can seem to be pages. Lift a box. Put it on a cart. Match invoices with payments. Answer the phone by three rings, are examples of what seem to be singular duties. Once this is done, you only need to edit the job description once a year.
3) Are these duties dependent upon others to do something first? Are others dependent upon these duties? Define that. This shows the sequence to doing the job.
4) As you define the singular duties, assign each a % of the work day the person in the function will spend doing those things.
5) Then analyze WHAT SKILLS are necessary to do those duties. “Experience” is NOT a skill. The easy way to go off-base is to say: “experience in… and then list all the duties of the job. No one fits that.
6) Then ask WHY those SKILLS are necessary. Can these be learned or taught? By whom, how long would the training take? What FUNDAMENTAL skills would be necessary to learn these new skills?
7) Align ALL the duties from most to least time spent doing, in order. Or, align them as to importance in meeting expectations of the function.
8) Now the HOW: To do the best job possible, to have the right outcomes/ results for each duty (and the entire job) HOW should a person “do it right”? Correctly, accurately, to achieve the goal of the job? As you are answering the HOW, ask WHY it should be done that way. The “How” will then hit the “WHY”.
9) Next, what will your organization teach the person to do/ how to do/ why to do? This is not simply outlining “orientation” for a new person (“there’s your job, now do it”) it is assuring an understanding and focus for the new hire (or promoted hire).
10) WHO will do the teaching? (Is that person competent?) How long will the training take? What exactly will be taught? How will you know it is being learned?
11) Write a job description that makes sense to someone NOT familiar with the job. List all the duties, teamwork or collaboration involved, this position’s place in the entire sequence of jobs before and after it. List %’s of time spent doing.
12) Then analyze the ACTUAL SKILLS needed to perform the duties. ABILITY TO DO X. Not experience. When you have isolated the skills necessary, make certain those skills are absolutely necessary. Then decide what would be GREAT to have. This will come in very handy when you create a “Profile” to be hired.
13) Skills: NOW you have come to: “What could a person have done (not counting the specific job) to accumulate those skills?” The answer is NOT NECESSARILY: “have experience in those exact duties”. Although that may be the way to go… if you can afford to pay the right person AND your organization is capable of attracting and KEEPING that person. So, other than direct experience, what could a person have done, or what kind of education (another matter altogether) could have provided that person with the necessary skills … to do (X)?
14) Now, put all this together by answering: A person who has done what (X) will have the skills to handle this job. Again, “experience” in exact job duties may not be the answer.
Next: Creating a “Person Profile” to go along with your job description. This will include WHY a person qualified will want to do this job, in YOUR organization.
This process will reduce turnover by hiring good people who fit, and are interested in the work itself.
Compare this to the typical “Temp agency” who will hear “I need a machine operator” and send you the 30 people at the bottom of their drawer who won’t know a darn thing about the job or your company.
Our system has been learned through experience in Retainer Search ($200K+) and corporate Human Resource attempts at writing and correcting job manuals. Add many more defining questions and you will have an idea of our ISO-based quality assurance platform.
You DO NOT have to be a client of Champion to have a senior executive from Champion come out and teach you how this (and more) is done.
Stabilize a more productive workforce. You can. Champion can. Working together. Even in todays economy with good people hard to find, and a lack of personal accountability being at the worst in 50 years. No marketing and sales baloney; Champion uses an ISO-based quality system to direct and track our collaborative efforts to accomplish your workforce goalswhether you are hiring one or 250 people. It is NOT easy. But it can reduce your costs, increase your customer satisfaction and increase your bottom line. It will reduce hiring anxiety, increase productivity and increase your ability to retain the people you want. HOW? Ill take a behind the scenes complex system (Hiring With Purpose ) and make it simple: Most of the hard work is done by Champions collaborative professional staff in multiple offices with a combined expertise of over 300 years. You will never see this. Only the results: * Understanding each position thoroughly and the success requirements that go with it. We dont
Champion does a job that no other employment service does. We take both sides of the equation, the hiring employer and the hourly candidate, and evaluate their practical standpoint and psychological standpoint. Basically, we want to find out what is going to attract the right employee to the right employer. The key is making sure, especially with hourly hiring, to find a hard-worker who fits well with the company. To do so, Champion has devised a Bill of Rights for our clients to live by while they search for the right employees. Champions Bill of Rights Dont lie to your candidates, ever. Not under any circumstance whether it be in the interview, on the first day on the job, or any time on the job. People can usually tell when they are being lied to, though they may not say it. Someone who is lied to will definitely not give you their best. Take the time to train your employees, so they know they are doing the job right and take pride in it. Assign your hourly employee to someone
Champion Personnel Systems has 55 years of experience in staffing services and with over 12,000 of our customers hiring client through us. We have placed over 100,000 people in direct hire and filled over four million temporary assignments or temporary to permanent jobs. So, we can say pretty confidently that we know what we are doing! What really sets us apart from the competition though is that we have a system. Whereas, most employment services do not have a system. Instead, they take a job and the people, and then they try to throw them together just to get billing. This approach to our industry doesnt focus on the needs of the customers or their candidates, just the staffing agencies greed. Knowing this, we made a decision a long time ago to be a staffing and consulting service instead of a typical employment agency, where they dont truly serve their clients and their customers. Our many years of experience allow us to better aid you. We are able to reduce hiring issues for our
Doesnt anyone want to work anymore? (A common cry heard round the C-Suite.) The fact is: No, not really. At least it doesnt seem like it. And yes, there are many who still do. The tight candidate market is to blame for the apparent availability of lesser-motivated people. Tie the politics of socialist leanings into that, and the word EARN has been eroded from our popular vocabulary. No political or social evangelist even comes close to talking about EARNING or living to be ACCOUNTABLE. So where are the good ones? Come along for our ride and well show you how to dig under the rocks and what to do once you have found them: Where are the good ones? They are right in front of you. In front of us. Champion specializes in shop floor, distribution, office and technical talent acquisition. We interview more people in one week than the typical HR Pro interviews in a year. We get our best candidates from personal referrals. Good people tend to know or hang with, other good people.
Champion has dealt with over 12,000 Northeast Ohio organizations over the last 55 years. We analyze each workplace. We have purposely met with over 500 owners/ executives/ HR professionals to discover what the best do to create and maintain great workplaces/ great places to work. We even wrote a book about it: The Great Workplace 2.0, with 15,000 copies in circulation. And we have produced a precise list of the efforts the best organizations make to energize their profits by Hiring with Purpose. You will find some of this at your next luncheon seminar or by asking your temp agency why you have turnover that is irritating. But you will not find the knowledge we have accumulated and will share with you here. We are not just a temp agency. We do what we do to help you grow, produce a profit and to retain a staff that you can be proud of. A short list of the secrets we have discovered: 1) Have a core list of Organizational Values: What do you stand for? What do you really do, how
What to expect: Together, our Purpose is to create a durable commitment to the organization and the work itself for the Worker. To Connect, Engage and Collaborate with the worker and our clients. Our Purpose is to reduce hiring issues. Increase your workforce productivity. And increase retention. We are NOT an Employment Agency, even though we are here to fill your job/career/opportunity openings. We dont slam bodies at jobs/ you: We interview each potential worker IN person. This is done by at least one experienced professional. In many cases it can be 3-4 Champion staff. We look for skills, character, culture match and intentions. We have been thoroughly trained in behavioral evaluations and all the things relentless recruiters find to eliminate the paycheck people from sincere job/ career-seekers. Champion has a thought-through platform, Hiring With Purpose designed to reduce hiring issues, increase productivity, increase retention and positively impact your bottom line. It
Before hiring understand the worker mentality: Im an Hourly Worker. Want me to be productive and stick around? Im just like you: I want to make it to tomorrow and have that day be a little better than today. I want to survive, maybe even thrive. HELP me do that. Dont lie to me. Not in the interview, not the first day on the job, never. I am street smart and can tell a lie or liar a mile away. I may not tell you that I know you are telling me something that isnt true or is skewed to fool me, Ill just give you less than my best, and leave when I can. I dont need a job where I get lied to and where people think that it makes them smart. Take the time to train me. You said you would. It is one of the reason I decided to work for you. SHOW me how to be good, not just go through the motions. Train me to be safe. Ill get it. Then once I have shown I can do that job and be productive, train me to do more. Assign me to someone who is a real person, a person who cares. Industrial companies have
125 people. 2 shifts plus off shifts. 3 years ago they had 200+% turnover. The facility was far from hitting their needed numbers. We began staffing their facility about two years ago. In a meeting today with this client we were told they are now (have been for a while) hitting their numbers. Management has now received metrics bonuses for a year. There are no openings to take care of. Out of their entire staff only a few (of their own hires, not ours) are on the bubble. Happy HR Director, Happy Operations Manager. Happy Director. Happy divisional President. Happy Champion. All because we said we would resolve their issues.
Secrets to Hiring and Retention: Secrets? There are none. Thats simply to get you to read this. Or so say the marketing people. But Ill bet you will learn something. Right now, you have your own way of hiring. Probably 85% of your system is good. This will make it better. Executive Summary: Understand the actual job you are trying to fill, not just the HR manual job description. Understand the actual DUTIES of the work. AGREE to the skills necessary to do the duties. What can and should be trained? Answer this question as though your perfect candidate is sitting across the desk from you, right now: (from THEIR point of view, not yours): WHY would a highly qualified person want to work for YOUR company, in this position? Plan to onboard potential workforce members properly. Analyze and identify a reasonable profile of the person to be hired. This should describe the skills, talents, abilities and the types of quot;experiencequot; that could/ will fit. It should also describe
Creating a durable commitment to the organization and the work itself. Immersion focuses on your most costly and potentially your highest payback investment: Your People. Now, and in the future. Immersion of new hires is not a human resources fad. It is a proven business strategy that saves money, increases productivity and can generate a more profitable culture. The Immersion process creates a COMMON FUTURE and COMMON PURPOSE for all participants by aligning Expectations, Values, Purpose for the customer, Mission and Goals to the participants talents and aspirations. It engages intellect and emotions. Immersion is not a quick fix for organizational issues. It does not come in a box, nor can it be learned at a luncheon seminar. It is a professional tool that needs to be custom fit to your organization and your desired future. Champion uses the term Immersion in place of Onboarding. It better describes the desired results. The basics of Immersing a new hire(or re-immersing an existing