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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.
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 the 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.