Build a Bench Before You Need It

Stop hiring from a position of desperation. I know, it’s much easier said than done, but there’s no time like the present to change the outcome. It’s not fun having to go through a pile of resumes from people you’ve never met, and trying to guess during a brief interview, whether they can run the press, or hold a key account together. Oh, and while this is going on, all the other jobs need to get done today as well.

Even though this process is expensive, slow, and puts you in the weakest possible negotiating position, it seems to happen every day in printing companies. So, let’s talk about a different way of doing this, one that doesn’t involve job boards or recruiters.

This is a Contact Sport

Developing a great network of people you would like to hire, should you have an opening, is hard work. It doesn’t happen in two weeks; it happens over time. These could be sales reps, account support folks, key machine operators, supervisors, and business leaders. Who’s out there that you’ve developed a rapport with and have concluded that should you have an opportunity, you would like to hire. And more importantly, should they ever stop being challenged in their current role, that they would call and give you first right of refusal for hiring them. Finding good people is a contact sport. You can certainly work the phones and email your contacts to identify those that you would like to hire. You should also work the conferences, the networking groups, your suppliers, and your customers to find out who is out there.

For example, what would happen if you asked one of your best clients “who are some of the best customer service folks that they’ve worked with?” Sure, they may be hesitant to tell you, but I know for sure they won’t tell you if you don’t ask. Your goal is not to start poaching folks from their company, your goal is to get to know these people and determine, whether you both would like to work together at some point in time in the future.

Say it Out Loud

This is a lot more than having a pleasant discussion and agreeing to stay in touch. You need to say it plainly, and simply. “If things ever change for you, I want to be the person you call before you call anyone else, and I’ll do the same for you.”

Earn the Right to Ask the Question

It may go without saying, but I’ll say it anyway. You must earn the right to ask these questions. And how do you do that? Start by having a sincere interest in the individual, learn what they’re trying to achieve in their career, their goals and how it’s going for them. That might be a good way to start. And if they are super happy with what they’re doing, you can still say the magic words, but don’t press it – they’re probably not interested.

Manage Your Efforts

You won’t have time to run your business and build these kinds of relationships with everyone in the marketplace. Manage your efforts, aim where it may pay off the best. On the production floor, it could be the key press or bindery operators. Could be a mailing supervisor or fulfillment and logistics lead. The obvious ones would be the salespeople and customer service reps who you your customers rave about. And please don’t forget your future department or business leaders.

These are roles where a bad hire, or a gap in your staffing becomes expensive and the good ones are nearly impossible to find a short notice.

Work the Room

Just like developing any good relationship requires, you’ve got to keep after it. No, this isn’t a phone call every other week but do check in a few times a year. Check in with them see how they’re doing, congratulate them when you see they got promoted or won award. None of this takes much time and it needs to stay authentic.

The Prize?

So, what do you win? A seat will open eventually, it always does. And when it happens to an owner with no bench, it’s a scramble, a stack of strange resumes, and anxious weeks of the work falling on whoever’s left in that department. With a bench, it’s one phone call to someone who already knows how you operate, already respects the way you run things, and already told you they want in: should there be an opportunity. It minimizes any of the guess work on fit and culture. Minimizes any gaps in production or on the account. It’s the call that you’ve both been expecting. Start today.

Mike Philie helps owners and CEOs in the Graphic communications industry validate what’s working, identify what needs to change, and create a practical path forward.

PhilieGroup | mphilie@philiegroup.com | Linkedin

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions. Artificial Intelligence may have been used in part to create or edit this content.