Retail Observer

RETAILOBSERVER.COM DECEMBER 2022 48 Alan Wolf Member Services A lthough we're all facing a tight labor market where good jobs go begging, don't be too quick to pull the trigger on the first candidate who walks through your door. That was a key takeaway from a recent BrandSource Town Hall hosted by Daniel Abramson, managing lead of HRSource, the buying co-op's recruitment and retainment program for independent dealers. During the packed gathering, the HR expert reminded BrandSource members that customers want a great in-store experience and prefer to buy from people they like. What's more, great service builds customer loyalty and generates referral business, at no extra cost. Conversely, the biggest deal breakers for consumers are poor service, which causes half of all customers to leave, and lack of personal attention, which accounts for another 20% of attrition. (In contrast, only 15% of customers walk out due to product quality or pricing.) Compounding the problem is the advent of social media, where a bad review on Google or Yelp can result in lost business opportunities. But the impact of a bad hire can be felt within your company as well, where the ramifications could include lower staff morale and motivation and extra costs to re-train a replacement. To avoid the pitfalls of a poor hire, Abramson offered a host of recommendations, number one being to "Never hire after the first interview." Other hiring blunders include lowering your standards while under pressure to fill a vacancy; failure to conduct a drug test, personality survey and background check (including social media posts); and hiring on skills alone rather than personality. As Abramson explained, customers want to be "wowed," and "wowing" in a service-based business is only 20% technique but 80% attitude, which is something that can't be taught. Qualities to look for in an "A-player" candidate include resiliency, high energy, the ability to multi-task and handle intense work, and the more ambiguous emanation of "a good vibe." As for the interview process itself, Abramson suggests a three-step procedure, beginning with an initial 10-minute telephone interview. If all goes well, follow that up with a 45-minute face-to-face meeting, to be followed by a second 30-minute in-person sit-down, this time with a manager or top company performer to get a second opinion. Also during the interview process, be sure to ask the "come clean" question, which is, "Is there anything you'd like to share with me now, before we begin our due diligence and outside reference checks?" So congratulations, you've hired a rock star! But that's only half the battle; now you must work at keeping him or her on board. Unfortunately, the days of tying one's career to a single company have gone the way of the gold retirement watch, and today's grads will change jobs five times before they turn 30, Abramson said. In order to retain your new hire, try to address the five main reasons employees leave, or CLAMS: challenge, location, advancement, money and security. Abramson's advice: Review your pay structure, consider annual retention bonuses, conduct "stay" interviews, check employee comments on company review site Glassdoor, and institute a referral program that rewards employees for recommending candidates who stay beyond a set period. Happy hiring! RO Alan Wolf is Senior Communications Specialist at AVB BrandSource, the nation's leading merchandising and marketing co-op for independent appliance, home furnishings and consumer tech dealers. HRSOURCE: BAD HIRES CAN BREAK YOUR BUSINESS BrandSource's HR expert points out the pitfalls of recruitment HRSOURCE'S DANIEL ABRAMSON: Your hires should demonstrate resiliency, high energy and the ability to handle intense work

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