Rink

may/june 2007 R I N K M A G A Z I N E 39 • Second interview with a different member of the management staff. • Third interview (panel — depending on position) with various members of the staff to help gain a sense, whether the candidate will fit in with the culture. Outline Well-Defined Job Descriptions & Expectations: • Clearly identify to candidates what the job entails and a guideline of what needs to be done. • Make sure they know how to prepare themselves for work. • Report to work on time, dressed neatly in proper uniform. • Be ready to perform (let their personality shine). • Be knowledgeable of facility activities (inform them of where/how they find this information out). • What tools they will need to do the job efficiently and successfully. • Provide thorough on-the-job training. • Keep the lines of communication open and flowing at all times. Follow Up: • Meet with each new hire after they've completed their orientation period and seek their feedback. • Continually access new hire process for effectiveness and efficiency. • Discipline your management team to follow a consistent hiring process (only adding depth to higher-level positions). After all, in the service world, the staff is the "face of your business." Everything they do and say is a reflection of the arena. Therefore, it is important they pay attention to the smallest details each and every time and always direct their focus on the customer's needs. ★ Jennifer Johnson is the Human Resources Manager for Suburban Sports Group in Farmington Hills, MI and holds a Masters in Human Resources & Organizational Development from Eastern Michigan University. Suburban operates five facilities in Michigan and can be found online at suburbansportsgroup.com

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