Who do you want on the bus?

Labor is the big difference-maker these days. Successfully recruiting and retaining top performers and then blending their skills into great teams is a competitive difference for outstanding facilities and the superintendents who guide them.

It’s a maxim that Jim Collins, one of the world’s foremost business management consultants, preached in his mega bestseller “Good to Great: Why Some Companies Make the Leap ... and Others Don’t.” Collins said, “If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.”

Thousands of business leaders have followed Collins’s three simple truths when it comes to identifying the right people and putting them in positions to succeed.

And you can too.

1. Evaluating people

We often hear that someone “has a nose for talent.” And sometimes that’s an accurate appraisal. But successful talent acquisition demands more than a discerning sense of smell, and it starts with vision: You need to know what you’re looking for. Reliance on a pre-determined set of needs and selection criteria is a common trait of top recruiters.

To enhance your recruitment results:

• Establish search criteria based on your needs.
• Search for a good “fit” of personality and skills into your existing team.
• State clearly what you want and expect from the recruit (and remember that they’re sizing you up too).

2. Hiring and staffing skills

Armed with a needs-based list of criteria required of the job, seek out candidates who have a proven record of meeting similar needs in their previous positions. Think like a football coach or baseball manager who is drafting or trading for players with specific skill sets. Look for knowledge and expertise first. Also consider backgrounds and personality types to encourage a good blend of people, because camaraderie is essential. And while surface characteristics can be attractive, discipline yourself to stay focused on your needs to find the candidate who is the perfect fit.

If your hiring track record is spotty, review your process and the sources on which you rely for leads. Maybe you’re fishing in the wrong pond, or your pond is too small. Don’t be hesitant to expand your traditional search parameters.

3. Motivating others

Once you’ve assembled what you consider your dream team, make every effort to keep them together by keeping them motivated. Focus on three keys:

• Internal team leadership: In the U.S. military, sergeants and petty officers are the backbone of team leadership. They are the ones who seem to get things done. Organize your team to ensure that the mid-level managers and squad leaders fully know your objectives and understand the quality and standards to which you aspire for your course. Ensure that your squad leaders foster team spirit and a tireless pursuit of a job well done.
• Training: The best in every endeavor train rigorously and with great intent. Your staff members want to know that you value and respect them enough to invest in their training to make them more valuable employees. Why would someone wish to leave your team if they are regularly learning and becoming more knowledgeable and more valuable?
• Team: Retention is a function of several factors, none of which is greater than the sense and spirit of team. In a tight labor market, where some facilities find themselves in a bidding war for top talent, successful employers and managers improve retention by showing respect in their day-to-day interactions with staff, constantly teaching and training, and openly recognizing desirable performance and behavior.

In a tough labor market, it’s critical that we build great teams. There are many factors that drive success in attracting and keeping a great team, all of which begin with a disciplined, purpose-driven approach to evaluating, hiring and motivating.

Once you get the right people on your bus and get them in the seats best suited for them and your needs, you’re going to be in for one smooth ride.