The numerous announcements of new jobs coming to our region will force us to rethink how we hire. In the past, we had plenty of applicants, so we beefed up job requirements to select perhaps better people. Times are changing. Whatever happens politically, the investment already announced is not going away, so we need to prepare to keep hiring the right personnel. Human Resources should follow the law, but executives will have to calibrate how their personnel are hired.
I remember getting calls at South Texas College from industry leaders who couldn't find enough qualified personnel. My question was, "How much are you paying?" Usually it was less than what someone would earn at a call center. I still remember the chaos call centers brought to the area because they paid more than the usual jobs. Imagine what data centers will do. So why can't employers get the right person to apply for the job being advertised? Let's concentrate on four suggestions.
1. Hire for skills, not job titles.
Part of the problem is that our job requirements have too much fluff and not enough of the skills the position needs. Replace vague phrases with observable ones: "strong communicator" becomes "explains safety procedures to new crew members in English and Spanish." Separate what someone must know on day one from what they can learn on the job.
In my days, I hired based on skills. When one candidate for our business computer program came to see me, I asked him, "What can you do?" He described his skills, so I took him to a computer classroom and asked him to put various computer components together. If the computer worked, he might teach our business computer classes. Skills don't necessarily require a college degree, but most positions require knowledge beyond high school, and many of those skills can be obtained at a community college.
2. Make candidates demonstrate what they know.
Don't hire based only on the résumé or past job titles. Ask candidates to perform tasks based on the actual job requirements and demonstrate the knowledge they would bring. At most community colleges, a small committee analyzes what each candidate knows and has them present it. That also shows how well they can speak in front of people. Ask them to follow the supervisor to see what is happening in the office or production area. The supervisor can ask questions to see whether they understand what's in front of them. Keep it fair: make sure every task is job-related, use the same task and scoring for everyone, allow reasonable accommodations, and pay candidates for any working interview or hands-on work.
3. Test the fit through a staffing agency.
Even when you feel sure about a candidate, why not bring the person in through a staffing agency to see if it works? Hiring is usually a long-term commitment for the employer, so take your time and do it right. It is more work this way, but it is a lot more work if you choose the wrong person, because a bad hire is costly to fix and can lead to legal trouble. A staffing agency trial doesn't remove your responsibility to treat people fairly, so treat agency workers as you would any other member of your team.
4. Look beyond your usual networks.
Don't rely on the same referral pool. Recruit through staffing agencies, community colleges, training providers, and community organizations. Count experience from any setting, including all volunteer activities with nonprofits, where people often build real skills in organizing, leading teams, and serving the public, as well as military service, a family business, or a training program. Ask about the skills they used, not about the cause they served.
Hiring in the new environment, with huge companies coming to our region, will be a challenge. Check your pay against the market too, because the best hiring process won't help if the wage isn't competitive. It is important that your hiring process reflect the needs of your organization. Human Resources and your legal counsel should review any new hiring process to make sure it is fair and consistent. Research the regional trends and align with them.
Editor's Note: The above commentary was penned by Mario Reyna, executive director of The Prosperity Task Force. The commentary appears in the RGG Business Joournal with the permission of the author.
