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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.
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