It is no exaggeration to say that the criteria you set will determine the growth of your business because these criteria have a great impact on the turnover rate.
In my case, I select employees based on the criteria of “having the same sense of values.”
This is true not only for employees but also for customers. It is someone who already understands our values and someone who is willing to hop on our ship.
Employees, in particular, have a longer and deeper relationship with us than our customers, so we do not hire anyone we feel is “different,” no matter how good they are.
Identify the unchangeable values of the person.
I personally believe that there are two types of values: those that change and those that do not change.
You can find out by asking the question, “What kind of thoughts and choices have you made to come before me? “How did you come to be here?
When you listen to a person’s past story, you will always find a consistent answer. This consistency is the core of the values that will remain unchanged and difficult to change in the future.
When the consistency of the other person and the way we want to work matches, in most cases the person will not leave the company and will work for a long time. We don’t have to convince them to keep hiring them.
Since there are many points of agreement, there is no need to persuade them in the first place. Such an environment creates a corporate culture with a low turnover rate and fosters a sense of stability in the business.
Therefore, I believe that what is important is the rate of agreement on values.
Of course, there is nothing wrong with having capable people. However, in some cases, the too-high ability can destroy a company from its foundation, so I personally think it is necessary to design an organization with a full understanding of the risks involved.
Hiring talented people does not necessarily mean the growth of the company
There are many people who say, “Hire excellent people,” but depending on the business model, I believe it is a double-edged sword.
The reason is that talented people (who have guts, determination, and strong willpower) are likely to go independent at any moment. When you meet them at an interview, you tend to be swayed by their presentation skills and think, “If I hire her, she’ll be an instant asset.”
And what happens after that? The usual pattern is that they make a lot of sales as an immediate asset and then go out on their own with customers and staff.
I’ve seen a lot of such businesses.
An organization that does not easily collapse is nurtured by hiring standards
With this background, in the organization I manage, we do not select people based on ability alone.
Our primary selection criteria are the consistency of values. We select people based on the degree to which their consistency matches the values of our company.
After that, we determine if the candidate has the abilities we are looking for, and if they are perfect, we hire them. If they do not, or if they are too capable, we reject them.
Through this process, we are strategically building an organization that will not easily collapse.
