STOP Hiring for Experience. START Hiring For This | 313

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Welcome back to the Business with Beers podcast. Daily episodes to help you try to get 1% better every single day when you're driving into work, building your business. This is for me 10 years ago when I just started and bought my first today. We do 50 million bucks a year in revenue and growing. And I'm trying to impact as many people as I can. So if you could share this podcast to anyone who you think would benefit, man, I'd appreciate it. So today I want to talk about hiring and specifically what you need to stop doing when looking at resumes and you need to start doing this. All right. Most people hire wrong. They hire based on someone's experience. They hire based on what they've done. They're gonna say, man, this guy spent 10 years doing this and five years doing that, and he's gonna be a great candidate because he's already trained, he knows exactly what to do. He's just plug and play. All right. I've made this mistake many times. Again, this podcast is, I think about myself years ago and the mistakes that I made. And this is a mistake that I made time and time again until it burned me so many times that I realized I was doing it wrong and that I needed another way to do it. I needed another way to look through these resumes and these people to find the diamonds. Because listen, there's a lot of great people out there. There's a lot of people who would love to work in your organization, who would thrive in it, and your business would thrive because now you have a bunch of people who fit really well and they're aligned. And this, like this world exists. I live in it today. And there's another world where, man, it sucks. Like people are fighting and quitting. You have people threatening you and threaten your employees, and they steal from you, and they customers aren't happy, and that world sucks, and I've been there too. And I can tell you that this process right here that I'm gonna talk about is one of the biggest dominoes that if you can get this to fall, then everything else becomes easier after this. Okay. So I want you to think about the last person that you fired. All right, let's call him I don't know, Jimmy. And Jimmy had a great resume. He had five years experience as an automotive store manager, whatever, ten years experience, doesn't matter, right? He was he was well experienced, he worked at all your competitors, he lived in the market, like great, super great, right? He knew every single thing about running a store. Think about why you fired him. Did you fire him because he didn't know how to write an estimate? Did you fire him because he didn't know uh uh bay management? Did you fire him because you know he warrantied something wrong or didn't understand what an alternator did versus a water pump? I'm guessing not. I'm guessing you fired him because he's a jerk, because his communication skills are really bad, because he had a huge ego and he only cared about himself, and that he cut corners whenever possible to take the easy road, that he had low accountability, he would say, Yeah, boss, I got this, and then totally forget about it. That he yelled at his people, that he had, or he had no, no, uh I can't I'm not he had no ability to get people to do the things. He was so passive. He was a rollover, he was a wet blanket, right? Like you are going to fire people not because of their experience or lack thereof, but you're gonna fire them because of their character flaws. You're gonna fire them because of who they are as a person does not match the culture of your organization. It's not related to skill, right? And so if that's the case and you agree and you're like, yeah, I feel that as well, then flip it on its side, right? Flip that upside down and say, okay, if I know I'm gonna hire fire people because of their character flaws, who they are as a person, then would it make a lot of sense if I hired for that as well and that I use the same filters as my main thing and experience as second or third? Right? Totally makes sense. I would bet if you thought about your best people and how you describe them, you would not describe them as, oh, you know, like Joey, like man, he knows every single serpentine belt and every single tire size and speed rating and this and that. You'd be like, no, he's a team player, man, he helps he helps everyone out. He's always friendly, he's always so positive, you know, he always does the things he says he's gonna do. He like, you know, he goes above and beyond, he stays late. Like, you are going to describe him as his character trick characteristics of a as a person, not his technical skills or knowledge. And so I want you to think through, and this is the the exercise is actually pretty simple. You just get a piece of paper out and uh on one side, just just just like like cut cut it in half and like write down the names of all the people that you fired recently or you're about to fire your C players, write the write the uh names of all your best people on the on the right side, and then just start on each one writing character traits of how you would describe that person. What you're gonna start to see is there's commonalities. Now, your of both sides, right? Of negative traits, and they're probably the inverse for the positive, but uh it's it's a good way to like see both sides of it. I would guess that when you did this exercise, you would see, for me, at least, some of the common traits are drive, right? I want people who are self-motivated, who want to win, that I don't need to cheerlead and be like, come on, guys, like let's get riled up today. Like, no, I want people that wake up every freaking day and just want to win. Because guess what? That's what I do. I wake up every single day and I want to win. Nobody has to motivate me. No one has to be like, all right, Brian, you gotta go and like get your team ready to go. Like, you better do it. Otherwise, you're not gonna make any money. No, like I want people who wake up and they freaking want to win. And if they don't want to be on a winning team, guess what? I don't want you on my team. Number two is like, I want people who are team players, right? I want people who want to be on a team. What does that mean? That means they have low ego in terms of like they are not thinking about themselves or not. They want they think about the team and what's best for everybody else. In my business, like in the auto repair at least, like we transfer people between locations. Somebody calls out, we might have to have a tech or an assistant manager or somebody go up to another store for a day and help out. Like that needs, we need that to happen, right? For synergies between the locations. They can't be like, oh no, you can't, I'm not sending anybody today. Like, good luck, man. And like, and what we're gonna lose, like companies are gonna lose money because like you don't want to help because like it's gonna hurt you. So team player, super important. We want people with integrity, high integrity. No amount of money is worth doing the wrong thing. All right. Automotive obviously has a bad reputation for lots of shysters out there. You know, for us, this is critical in your business, depending on what it is, integrity may not be like like it it kind of comes with it, right? Um, but for for us, given the industry, uh it it it no amount of money is doing is worth doing the wrong thing. And then accountability. Uh, you do the things you say you're gonna do. It's a big theme with me. It's one of my biggest like personal things, is like I want to surround my myself with a bunch of people who do it. And if you don't do those things, if you drop, if you're constantly dropping the ball, if you're constantly like being the victim mindset and blaming other people and all this stuff, guess what? Like, you can go work for one of our competitors because I don't want to tolerate that. And so, great. So you come up with your list. Now, the question is, then what do you do to manage this? Like, how do you determine what these traits, uh, if people have these or not? And it's not super easy, which is why most people don't do this. Um, but there are ways. The first way, use ChatGPT, Claude, whatever your favorite AI is, tell it, ask it for situational-based questions. So say, here are my four values drive, team, player, accountability, integrity. I want to help me write situational-based questions to determine if this person has these. So it could be about, you know, tell me about a time when blank, you know, you uh you were on a team and you felt that somebody wasn't pulling their weight. Like, what did you do? Tell me about a time where someone was taking a sh uh, you know, I don't know, a shortcut, like, what did you do? I don't know. Um, and I found that like the more that you ask follow-up questions, the more you get to the truth. So you'll say, Well, tell me more, tell me more. Why did that happen? How did you think? Then what did you do? And boom, and boom, boom, boom, and boom. And like, you just want to interview, interview, like ask deeper and deeper, deeper until you get to the point of like truth. Now, most people, if they're gonna like lie to you, or they don't really have it, it's gonna be like surface level, like they're gonna be able to answer the first like a question or two, and then it, you know, uh, it's gonna get vague. If someone has lots and lots of details that they can give you, then more likely telling the truth. So try that. Once you get a good set of questions, you want to save those into an interview sheet. So for me, I've got like, you know, phone interview screening, in-person interview screening, and then like if we do a second in-person, like we'd have deep, and e each one has deeper and deeper questions, and we want to make sure that like we're consistent, right? In in how we interview people, in the traits that we're looking for. Uh, so that's a big part of it. The second thing that we do is use a thing called predictive index. I'll do a whole nother podcast on that because it's like a whole thing, but basically it's a you know, we send them a personality test essentially, and it takes them like five minutes, super quick, and it it categorizes them one of I don't know, I think there's nine different like um personalities, and we have found our best store managers have a similar trait, our best techs have a similar trait uh in terms of like their profile. And so we are we are basically looking for people who have the highest level of match to the trait to the the profiles that we're looking for. Now, there are outliers like anything else. There are people who you know maybe are three out of five stars, but they crush it. Uh and the goal of this thing is just to help give you questions to dig further into the potential like misalignments between what the job requires and uh you know who they are as a person. So um a lot more on this. I'm gonna be doing a lot more episodes on this. Man, people, we're in the people business, we just happen to fix cars. So you're gonna hear lots and lots uh of more from me on this topic. So uh if you enjoyed this, please share it with somebody who uh is also hiring. If you if you own a franchise and you want to share it with other people in your network, uh that'd be that'd be awesome. Looking to grow this thing. Daily episodes coming out, so make sure you hit that subscribe button and uh I'll see you tomorrow morning. Cheers.