Interviews

The Gig Economy with Kojo Baffoe on Kaya FM

Spillly kojo baffoe freelance

Last night, I had the opportunity to speak to the Kaya FM audience on the #LifewithKojoBaffoe show. The topic was centred around the current economic climate and how this is growing the small entrepreneurs and the freelance economy. 

With Kojo being a freelancer most of his life, the conversation was frank and honest pointing at the clear need that business skills are lacking in the independent professional space, something our What The Freelance book and course at Vega School is certainly helping with.

If you tuned it, great, if not - what our Facebook page for the next interview coming soon...

Spillly kojo baffoe freelance
Spillly kojo baffoe freelance
Spillly kojo baffoe freelance brent spilkin

8 Ways to Make Your New Staff Onboarding Process better.

Growing pains Business Coaching

Hiring is good–it means you’re growing. But when a company doubles or triples in size in a short timeframe, onboarding new hires can quickly derail the schedules of your managers and existing employees. How can you make sure you’re training hires to make the right decisions without slowing down the entire team?

 

1. Record your foundational materials and assign each employee a mentor.

The biggest thing is to record the foundational training that repeats for each new employee. There’s no reason to have your company’s trainer do live trainings one-on-one or even in small groups when a video can do just as well. Transcribe these video and audio recordings. Reading is still the fastest way to take in information, so organize your training library so that employees and contractors can go back through multiple times at their convenience. Repetition is the mother of all learning, but repetition has to be done right–otherwise, it’s a waste of your company’s resources.

Once the employee has gone through the foundational training material, assign them a mentor. They’ll address unique questions and give insights into the trainee’s specific role and how best to fill it.

2. Create a web-based one-stop shop for new hires.

A membership site is a great way to get new hires acclimated quickly. This should be a destination for new employees to find everything they need to know about working at your company, including standard operating procedures, what technology the company uses (e.g. performance tracking apps and communication tools), company values and even the most popular post-work hangouts among coworkers. You can also include quizzes for tracking progress.

The idea is to make the onboarding process as smooth as possible and set new employees up for success by giving them vital information before their start date. By the time they do get started, they should be able to hit the ground running.

3. Slow down and test before you hire.

Hiring is difficult. The best answer is to slow down. If you try to take on too many people too quickly, you will inevitably hire people who are not in sync with your organization’s mission and values. People are the life force of any organization, and if you make a mistake it can cost you far more than if you slow down the process to find the right people.

At my company, we rely on a best-in-class intern program that is operated in association with institutions such as the U.S. Military Academy at West Point. The interns have access to the executive team, the board and our partners. The program allows us to field test potential employees by offering each intern a real-world problem to solve.

4. Clearly articulate your vision on day one.

Be very explicit about your company’s vision, values and culture. By doing this you’ll know that new team members align with your vision, and they’ll be able to contribute more quickly. You need to give new employees a good foundation based on your vision and then empower them to make decisions about how to achieve that vision.

5. Train your employees to train others.

Time is the most important asset we have in our lives, and especially in the business world. Highly skilled employees can transfer their knowledge to new hires, expediting the process that it would normally take a new employee to get up to speed if they are only trained by management. Allowing new hires to “pick the brain” of senior employees is beneficial to both the employees and the company as a whole.

6. Hire multiple people at a time.

As an entrepreneur, there is nothing more important than your time. So whenever my company hires, we hire in multiples of at least two. By training multiples of the same position, you maximize your time and provide an environment that promotes sharing and learning together. We have found that these employees make a much quicker impact than hiring/training one at a time.

7. Don’t skimp on having a leader do some training too.

Your other team members can help a new hire get up to speed, especially with company culture and day-to-day basics. However, you or a manager should spend some time in the first week or two orientating the employee and drafting up the first order of business for the new hire.

While you don’t need to hand hold, it’s imperative that you invest a little time upfront to help them fit in. You’ll waste much more time and money with a high turnover rate, so it’s worth a little extra time at the beginning. In fact, many HR and retention research validates this point. After they’ve got some orientation, make sure to draft up some work they can get started on so they’re busy and feel like their work is meaningful.

8. Develop a comprehensive training program now.

Give every new employee a ramp-up period to get up to speed with your product, the market and the nuts and bolts of their specific role. You should also have comprehensive training materials ready for every employee you bring on. These materials should include information about the competition, functional learning and Q&A sessions with other relevant members of the team. Having a great training program also helps attract the best employees, as these are the ones who want to learn and grow along with your company.

 

This article originally appeared on http://www.inc.com/

The Law of Three: You should know this!

When you start the process of interviewing for new staff members, you should always refer back to the Law of 3:

Growing Pain Business Coaching
  • Interview at least three candidates for a job, comparing and contrasting their qualities and characteristics. Check their suitability against your stated requirements. You would be amazed at how often people forget to do this.

  • Interview the candidate you like three different times: the true person is revealed once you get beyond the initial interview.

  • Interview the person you like in three different places. Brian Tracy of the American Management Association says that people have a “chameleon complex.” They appear a certain way in your office in the first interview and then seem to act and react differently when you move them to different environments.

  • Have any candidate that impresses you interviewed by at least three other people on your team.

  • Check at least three references from the candidate. Ask specific questions around their strengths and weaknesses and whether the referee can tell you anything to help you make a better hiring decision. Ask them whether they would hire the person back. If the answer is not an unequivocal “yes,” be cautious.

  • Check references three deep. Ask the given reference for the names of other people the candidate has worked with and talk to those people, too. You may be surprised at what you learn.

Interviews are the start of the most important function in almost every business and should be taken seriously and never rushed.

Should you want more info on building a successful interview process, please contact me here

Get Shit Done.

I have heard it several times from numerous successful business owners and MD’s that they would unquestionably always hire Grit over skills and experience.


It was Justin Spratt who once told me that in his interview process he tries to establish a high GSD factor. Being a business coach I should know what a GSD factor is but decided to eventually ask. Justin laughed and said its a “Get Shit Done” factor.


To establish a “GSD factor” you need to ask questions that are several questions deep. Personality index tests can also assist in this process but often it’s in the interview where you can best tell the personality and culture you are looking for and if the candidate has the GSD you need.


It often starts with questions that are about their person lives and hobbies.

  1. Are they obsessed with something?
  2. What lengths were taken to complete a “pet project” or to acquire something they desperately wanted?
  3. Do they start and stick to good habits?
  4. Do they push themselves at places like gym?
  5. What do they do that is consistent over a long period of time?
  6. What experiences have they overcome that shows mental toughness?
  7. Do they call one friend every day to catch up?
  8. Is there Consistency of Interests?
  9. Do they often set a goal but later choose to pursue a different one?
  10. Do New ideas and new projects sometimes distract them from previous ones?
  11. Do they become interested in new pursuits every few months?
  12. Do their interests change from year to year?
  13. Have they been obsessed with a certain idea or project for a short time but later lost interest?
  14. Do they have difficulty maintaining focus on projects that take more than a few months to complete?
  15. Have they achieved a goal that took years of work?
  16. Have they overcome setbacks to conquer an important challenge?
  17. Do they finish whatever they begin? Example?
  18. Look for sayings like “Setbacks don’t discourage me, I am a hard worker, and I am diligent.”
  19. Do they cultivate growth and keep learning?
  20. Do they improve their skills on a micro level?
  21. Do they ask for support? Examples?
  22. Do they have a clear meaning and purpose of life?

You want to see what character traits a person has and if they are the type of person who has the grit and drive to complete tasks almost at any cost.


Skills and experience are always essential to a good hire but throwing in a high GSD factor makes the candidate the right person for the job.