In thinking about the ins and outs of hiring, it sometimes comes down to having a good feeling about someone. And while HR and other exec folk have been burned by relying on the “gut” to decide between two or more candidates, it’s a time-honored practice.
Maybe not for long, however. We’re probably not far removed from companies taking the AI route to objectively determine hires and removing personal bias completely from the equation. But what about from the other side of the interview table? Will prospective employees start leveraging AI tools to help them more clearly assess which positions may align with their skills, personality and temperament? Are we already there?
Hopefully, we don’t completely rule out the human factor. For job seekers, a certain employer may emit a je ne sais quoi vibe that feels familiar, warm and welcoming. That can be easy to pick up on during a brief tour of the company, especially for those firms where corporate culture is hard-wired into their identity—plastered all over the walls.
As we put the wraps on this month’s State of the Industry report on hiring and retention, we asked our dealer panel to look beyond compensation and benefits to convey the other attributes that make their dealership an attractive career vehicle.
Professional Development
As we’ve seen, money is not the primary motivating factor for job seekers, though it ranks up there in the list of advantages that weigh in a company’s favor. In Las Vegas, home of the casinos and a place where valets can bring in six figures, the Benjamins are there but the job satisfaction level can quickly plummet, notes Rosa Solares, AIS director of culture and talent management. Providing that professional development can help distinguish the career-minded from the check cashers.
“Our managers have a huge responsibility on their shoulders,” she noted. “In order for people to feel like they’re contributing to the organization, we need great managers that are going to coach and develop our team members. The last few years, we’ve focused on ensuring managers are equipped for coaching, developing and really understanding their people and what they want for the long term.”
Larry Weiss knows that the office technology dealer space isn’t glamorous, popular or up and coming, which can theoretically limit your pool of candidates. That’s particularly true when seeking hires in the New York City—the excitement capital of the world—which is the case with his Atlantic Tomorrow’s Office. But what his dealership does have, the president notes, is a great assortment of products and services, and that variety can be attractive to a salesperson.
“If we’re fortunate to attract applicants, we have the ability to provide exciting products to sell,” he said. “Print may have lost its luster for some people. But when you’re talking about cybersecurity, managed services and workflow solutions accompanied by AI, those offerings prevent us from being pigeon-holed. If we’re able to attract young people, it’s because of the broadness of the products and the scope of services that we offer.”
Upward Mobility
Many dealers like to position employment with their company as a platform for professional growth and career advancement. Cynthia Bennett, vice president of acquisition for Impact Networking, credits the company’s award-winning training programs designed to empower employees with the skills and knowledge that can help fast-track mobility within the company.
“We are proud that approximately 90% of our management team has been promoted from within,” she said. “This reflects our dedication to rapid career advancement and providing our employees with opportunities to grow and take on leadership roles.”
While the phrase “open-door policy” has become a trite platitude, those firms that truly buy into collaborating with employees on their ideas and feedback will quickly become apparent. In an age when the notion of ‘being heard’ is taking root, the lack of free-flowing exchanges can be a deal-breaker.
“We believe that every voice matters and that a collaborative, transparent work environment leads to innovation and continuous improvement,” Bennett added. “We are proud to have employees who love coming to work, are empowered and excited about the work they are doing and know the role they play in our company’s success. By combining robust development programs, clear career paths and an inclusive culture, we ensure that our team members feel valued, motivated and empowered to succeed.”
The value of autonomy cannot be stressed enough, as some people thrive more when they feel like they have a stake in the company. According to Deb Dellaposta, president of Doing Better Business in Altoona, Pennsylvania, team members are empowered to make decisions that are in the best interests of clients.
“We do not micromanage but offer ongoing mentorship to assist in their development,” Dellaposta said. “We are very supportive of growth via education and innovation. We have a no-fear culture where mistakes are just part of the learning process.”
