“We have our supervisors do the hiring for their own team of technicians. We laid out how they are supposed to recruit candidates and how to conduct the interview,” Regina explained.
“So, how do they do?” I asked.
“Not very well. I don’t think they like to recruit new players, so they get one technician short, then another. Now, they are willing to settle for any candidate that can fog a mirror. They don’t have enough people and more service calls than they can handle. The supervisor ends up on-site doing technician work.”
“Does the supervisor have a manager?”
“Yes, the supervisor has a regional manager. Each regional manager covers seven or eight supervisors,” Regina replied.
“And does the regional manager get involved in the hiring process?”
“They are supposed to give guidance and direction to the supervisor, help them out. But, you know, people get busy. I don’t think much of that is happening.”
“Why not?” I asked.
“It’s like the regional manager doesn’t want the responsibility if the supervisor makes a bad hire. If their fingerprints aren’t on process, they can’t be held accountable.”
“But, you said, part of the role of the regional manager was to give guidance and direction to the supervisor?” I pressed.
“You know how it goes. I think it rarely happens.”
“It rarely happens because you haven’t made it necessary. In life, people only do two things. They do the easy thing and they do those things that are necessary. Hiring is not easy. Your regional manager is allowing your hiring supervisor to twist in the wind, without guidance and direction. Your regional manager gets away with it because you haven’t made it necessary for them to be involved.” I stopped.
Regina’s eyes opened wide, so I continued. “Your regional manager is the quarterback of your recruiting process. It’s the regional manager who should be driving the candidate sourcing. It’s the regional manager who manages the screening process and puts people into the qualified candidate pool. The hiring supervisor gets to make the final selection, but from a qualified talent pool created by the regional manager.”
“But they don’t have time to do that,” Regina defended. “They have more important things to do as a regional manager. I can’t have them get bogged down in the hiring process. I mean, they can give guidance, but it sounds like you want them much more involved.”
“What more important thing does your regional manager have to do, than to build the infrastructure of your technician teams? In fact, the reason they are so busy, with management issues and motivation issues, is they did a lousy job of this in the first place. You do this job well, your life as a manager will be wonderful. You do this job poorly, and your life as a manager will be miserable and for a very long time.” -Tom