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Electrical Apparatus, Feb 2005

Electrical Manager

A potpourri of news and features, selected and edited for maintenance and service managers

Hiring quality people isn't unlike fishing for bass amid a lake full of bottom dwellers. Your success depends in large part upon a well-conceived plan for the process. Just ask Lisa Lineal, the owner of Trumbull, Conn.-based Lineal Recruiting Services, which for 24 years has specialized in placing people in the electrical industry.

The challenge of locating quality in these times arises from two factors. Traditional training grounds have for the most part disappeared at companies such as GE and Westinghouse. Furthermore, the military, a long-term supplier of talent for the industry, has longer commitments for its qualified personnel. Lineal, therefore, outlined a series of steps that are critical for locating and hiring quality talent

"First, you ask, 'What do we really need?'" Lineal said.

The subsequent steps are: getting approval to hire; preparing a job description; and determining how to find a candidate.

"A lot of times, if people don't hear it on the television, radio, or at the bowling alley, they won't hear it at all," Lineal said. "Unless you grew up around the business, you probably don't know it exists."

Lineal gets better responses through print advertising than she does on the Web. She recommends using employee referral programs, stemming from the fact that skilled help is so hard to find and there is less of it. She likewise emphasizes the importance of preparation for the interview-more specifically, devising a standard list of interviewing questions, particularly those of a technical assessment type.

"A lot of times, the candidate walks in the door, and the guy [employer] tries to sell him on the company rather than asking questions," Lineal warned. "They should ask open-ended questions."

Prior to meeting in person, however, a telephone interview is essential. If the interview goes well, then Lineal recommends meeting the candidate in person. When arrangements are made to meet in person, the interviewer should provide an itinerary for the interviewee as well.

"The fewer surprises and the more respect, the better the deals turn out," Lineal said.

As the process progresses, the employer needs to check references. It is best to contact direct supervisors. Then, finally, an offer is made.

"I always try to get a letter in writing to my people," Lineal said. "Everything is clear and spelled out. There are no surprises at the end."

Once a good catch is made, the challenge becomes retaining people. The employer will want to keep good people. Lineal's secret for doing so is simple enough.

"People are happy when they get positive reinforcement and when they feel appreciated," Lineal concluded.-JH

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