"Hire Slow, Fire Fast"
In the early days, prior to implementing this policy, it was very
common for one of the New York Kids Club managers to become very
enamored with a candidate on an interview. I warn fellow employers and
business owners to be wary of falling in love with interviewees right
from the get-go. It's almost impossible to forge a lasting
relationship with a stranger who sits in your office and "talks the
talk" for under fifteen minutes.
There was once a time when I had found myself with several
newly-hired people in my company who underperformed and eventually,
unfortunately, had to be let go. It's not a nice job to fire someone
(especially during these economic times), so the best way to guard
against having to fire is to be more cautious whom you hire.
The New York Kids Club has a very stringent interview process:
1)
Candidate submits a resume. We call them back. If we reach their
voicemail and it's one of those funky, college outgoing messages,
hip-hop music blaring and a "YO, you've reached so-and-so" voiceover --
we hang up and we don't call back. If a candidate immediately asks
what the pay is--not interested. YES--we pay more than Starbucks but
NO--we aren't Starbucks. If s/he doesn't remember "The New York Kids
Club" because s/he has sent out so many resumes--not interested. If
they ask us to call them back at another time--well, you know the
drill.
2) Interview. The candidate is brought in and interviewed. The
details of the job are explained. We lay everything out on the table
-- from the pay to the hours to the responsibilities -- so there are no
surprises. The candidate interviews with managers on various levels.
3) Shadow Day. S/he is brought in for several hours to watch, from
the sidelines, the classes s/he would be expected to teach. Unpaid,
one hour to three.
4) Interview Pay. The opportunity to work
hands-on in the classes for us to assess potential. Does s/he
understand how to relate to children? Can s/he speak effectively to
parents, be articulate and respectful? Can s/he jump right in?
5) Meeting with the Founder (that's me). I meet with the
candidate, only once. I should make it clear that I'm not at all
impressed with fancy degrees or famous alma maters. I don't like to
ask candidates about their previous jobs. I am more interested knowing
what brought them to New York, whether they come from near or far.
Passion, Personality, Potential. The Three Ps. That's all that
matters to me.
6) Training Period. Two weeks. Reports are issued from his/her
superiors regarding progress. A more experienced team member is
assigned to the role of 'leader' who is responsible for mentoring the
new trainee.
7) By mid-way through our "semester," we will know whether the new
team member will receive either a raise or the axe. However, we do
issue reports to make people aware of their progress or lack thereof.
Again, no surprises. We want to give people every opportunity to
improve.
If they DON'T, we are left with no choice and I have to say it:
"I'm sorry, (NAME), but we have to part ways." Despite the "firing
fast" half of our policy, I admit that we really don't fire THAT fast.
We certainly don't delay if we feel it's inevitable, but we are far
from ruthless about it.
Oh, except in one case. In one case, I absolutely fire fast.
Any
negative sentiment about the company or fellow team members quickly
gets reported to me. That's an immediate fire, approximately one hour
after it is reported to me. If it's noon, s/he has five ours left with
the company. If it's five p.m., then we're done. Goodbye.
I won't stand for negative sentiments, nor will I allow for the
cultivation of negativity amongst team members. People are free to say
anything they wish, but they are not permitted to bring down those
around them. I have an open-door policy for people to express their
concerns directly. But I invite people to stand up and ask their
questions. I promise each employee that we will put our money where
our mouth is. But they have to do the same. Don't whisper in the back
row. We can still hear you!
I fire the fastest for a bad attitude. But I believe that it's a
fair balance, because I also reward the fastest for a good one.
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