A 5-Step Values-Based Systemic Solution to the “I Can’t Find Good Help” Conundrum

Unemployment is at all-time highs, yet it can still be hard to find good help. The struggle is real. Hiring the wrong people is expensive and impacts the very core of your business. But finding the right employees is more about you, then it is about them. I know it’s easier and feels a lot better to gripe about your help, but it’s ultimately unproductive. Your inability to find good people rests on you.

As a systems designer, I naturally go to the systems involved in hiring. But before I do, let’s look at the heart of your business. 

  1. Are you clear about your vision for the business? 
  2. Can you tie your personal values to your company’s culture? 
  3. Do you demonstrate your company values in how you lead your business? 

These questions help guide you to developing a values-based hiring system.

With your company’s values, vision firmly in mind, use the following 5 step guide.

5-Step Values-Based Systemic Solution

For Open Positions (eventually for all positions)

Write the key outcome or the results this open position is to achieve.

  • What purpose does this position serve?
  • Why do you have this role in your company?
  • Who benefits from the results this position achieves? How?
  • What do you want to happen with this position (outcome) and why?

Write down the tasks of the position.

  • Create a list to include everything the person fulfilling the role of this position will be responsible for doing.
  • For each task, write the desired end result. This will be the objective of each task. The tasks will be systems/processes and the objective will be the system objective. Best case scenario you will have written step by step processes for every task with objectives clearly stated before you make the hire and the documented systems will be used in training.
  • Establish whether this position is a Technician or a Manager. (Remember technicians do tactical tasks and managers do a combination of technical and strategic tasks.)

Create an ideal candidate profile.

  • Required skills – Education, certifications, training, specific skills
  • Experience – what previous job roles do you prefer. What would best prepare someone for this position? Would you consider someone who had a position of more accountability or is this a role best suited for people who want to move up? What are your expectations for people in this role in terms of advancement within your company?
  • What are the three most important values this person must embody? How will you tell if they do? What other personal qualities should they have?

To help ensure a good fit all three need to be carefully considered. Credentials and experience don’t ensure that a person will work well within the culture of your company. Personal qualities are important to cipher for a fit to the cultural structure. A good fit within your company structure will help the person deliver the results your looking to obtain from the position.

Write a great job posting.

  • Introduce your company. Talk about who your company really is in the market. What stage of growth you are as a company. What values your company demonstrates in how you treat your customers. Talk about the way you treat each other within the company and how you strive to represent yourselves in the community at large.
  • Explain what you’re looking for in terms of character and values, instead of qualities, like detail-oriented, good communicator, takes ownership, etc.. 
  • Clarify what type of person your will develop and flourish in the company’s culture. 
  • Be sure to end with specific instructions on how to apply. Make your selections for interviews only among those who followed the directions.

Do a personality-focused interview.

  • Ask questions that will allow the candidate to talk about their values and how they might fit into your company’s culture. Ask about how they have handled situations in previous work experiences. 
  • Interview the best candidates more than once.
  • Do team interviews, not one on one.
  • Evaluate each candidate right after you’ve seen them not after you’ve seen multiple candidates.

EMyth article “Hiring and keeping rockstar employees” by Kirstin Fulton used as a source

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