After twenty-six years of conducting employee interviews, you could say I’m almost starting to get the hang of it. So here are five things I look for when I hire people to work in my business:
1. Look for people who understand and share my business philosophy and my core beliefs.
I always start here. I once heard it said that if you ever truly want to know a business owner, just visit his/her business when he/she is not there. You should feel their beliefs and vision in everything you see, hear, or touch. Therefore, when interviewing potential employees, I look for people who understand and will execute my core beliefs, people who can translate those beliefs to any customer or visitor who walks in. If your business has more than one location, you must remember, your employees are your voice when you are not on the floor. That means they must be able to convey your beliefs and policies clearly and deliver that message in a concise way to your customers.
2. Look for character, and I trust the smart youth of today.
I am a big fan of smart young people, so I look for youthful candidates who want to work in music retail. But since our model is more diversified than just music retail, I try to find smart young people who can grasp marketing, communication, accountability, responsibility, and candidates who are engaged in their own personal development potential. It is important to let them know that after their time with us, they will leave with more education than when they started. Our business is a source for music education, business education, and music product knowledge; hopefully, they will take advantage of all these resources, even help run shows in our listening room, so they can speak personally to the customers about how many benefits our business offers to any and all people who enter our doors.
3. Look to get a second opinion.
Most business owners have a good sense of acumen, but we are not infallible. In basketball when the referee has called a foul on you, you are expected to raise your hand. I have learned to accept the humbling fact that in the game of business, I have my hand up a lot; therefore, I always seek the opinion of my management staff as well as listen to the feedback from all store employees. They praise honestly and critique carefully, so I have found trusting their input serves both to balance as well as reinforce my personal business judgment.
It is also a known truth that both potential employees and current employees may act differently when you are not around, so trusted eyes, ears, and opinions help keep our staff on a good track.
4. Look to see if my potential employee is curious to learn and personally motivated to deliver.
The music retail business is a diverse and challenging business. Most candidates who come to us seeking employment have an expertise of some type in the music field. Some play multiple instruments, and some sing, but a quality I look for in all is a general curiosity about self-improvement.
When interviewing younger employees, I guide them to understand that they may come under age-scrutiny. I remind them that whatever they exude is returned to them. For example, when answering the phone, if they sound bored, the response of the person on the other end of the phone will be bland. When speaking directly to a customer, if their eye contact or posture is poor, they should expect the same type of banal feedback from the customer.
At the store, we use an “always remember” phrase… “Always remember, Moms sign the checks with their noses.” The key is to inspire them with a clean environment, and inspire all customers with enthusiasm. Show your interest in them, and show them that you are curious about serving their needs.
5. Look for new hires to understand that timing is everything.
When working with a group of new hires, it is critical to stress the importance of a simple phone call. In answering the phone they should embrace the understanding that it could be a customer, a new lesson inquiry, or a vice president of a major company, but as an employee, they must know it’s always someone very important.
Once I was explaining that as an employee when you answer the phone, you have six seconds to win that person’s trust. When someone calls or walks into the store, you simply never know who that someone is or what influence he or she may have. No more than thirty seconds after my discussion, Jason Gano, the VP of Marshall walked in the door to drop off a box of swag for the kids in our Rock Camp concert. We laughed about his impeccable timing. It was his display of class for making the personal swag drop that reinforced everything I had just said. Jason went out of his way to personalize the experience for his customer, and as we walked out to his car, I said, “I appreciate your giving me a teaching tool for new hires; it is one that I can now use for the rest of my business career.”
A final thought.
I have hired well, and I have hired poorly; I am a musician who has become a decent businessman. But just like with my musical craft, I try to admit and to learn from my mistakes. Hiring is both a head and gut process. Due diligence is easy, instinct is hard, but caring while you conduct the interview process is critical. I have never delegated that responsibility. I want each employee to know he or she can reach out to the owner.
Menzie Pittman is the founder and owner of Contemporary Music Center. Since 1989, he remains CMC’s only director of education. Contemporary Music Center has two locations in Virginia – one in Chantilly and one in Haymarket. CMC has won NAMM’s Top 100 Award five consecutive years since 2011. Menzie is a frequent speaker at NAMM’s Idea Center on music education and has been invited to speak at the Whitman School of Business, Syracuse University in N.Y. He serves on the steering committee for the Support-Music Coalition and also serves on the Hylton Center’s Education Committee. Menzie was appointed to NAMM’s Board of Directors and served from 2012-2015.
