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post 1

The most important attribute a candidate should have is the ability to to do the job, so my hiring process would start with an assessment of the requirements of each position and the skills and knowledge a candidate should have to fulfill the role successfully. For my organization relationships are paramount, so I would include interview questions that give me insight into how potential employees handle stressful situations and people. I believe employees with a degree of personal investment/belief in the organization's mission will handle every partner interaction better, especially the difficult ones, so my final hiring decisions would put a lot of weight on whether the candidate was just looking for a job, or looking for a job that let them have a positive impact on the world.

I want to build a culture of service that is founded on people. My ideal culture would give employees a sense of belonging to a community where they are treated fairly and do not have to struggle to support themselves BECAUSE they have chosen to dedicate their working hours towards reducing the amount of waste in our society. I would accomplish this by keeping wages competitive and making efforts to minimize turnover (such as factoring in starting wages for new employees in similar positions into pay raise considerations. Since the team will be small, I would also work to develop relationships between all of them, regardless of department, by dedicating some time towards both structured and unstructured team building every month. Finally, and perhaps most important, I would encourage open and honest communication between employees, and offer both formal and informal feedback on a regular basis. Feedback might be the most important part of this whole strategy, because while not everyone wants to be best friends with their coworkers, pretty much everybody wants to feel seen, recognized, and supported in their work.

My business relies heavily on scaling through networking for success. The objective we are trying to accomplish is currently a bit of a fringe idea in the construction industry, so we need to recognize that our first goal is not just securing partners, but ensuring that they see us as a resource that makes them better at their jobs. Trust and familiarity are invaluable when talking about influencing people, so leadership transitions in my organization should, whenever possible, come from within. New leaders will need more than knowledge of the job to be successful--they need to be able to maintain and build the relationships we have already developed. When it comes to that, there is no substitute for putting the time in.

post 2

Discuss your hiring and interviewing strategies. How will you ensure that you recruit and hire the right employees? Be specific.

Our hiring and interview strategy would focus on experience and willingness to learn. This would be accomplished by checking references, reviewing the potential employees resume and having a questioner focused on their position that would establish their knowledge on the position. On the service side helpers or techs may be taken out on jobs to establish their knowledge and work ethic.

Describe the ideal organizational culture for your business. Once your staff is in place, what measures will you take to instill the culture you described?

Our ideal organizational culture will be focused being a supportive, friendly atmosphere that encourages personal growth. As a company we want our employees to feel comfortable enough to express concerns and their opinions. This will be accomplished with team meetings and asking randomly for their thoughts etc. Our company will also focus highly on growth, this will be accomplished with trainings and promotions. By investing in our employees with trainings the company will only become stronger this also gives our employees a chance to earn more certifications furthering their career in the HVAC industry.

In your business, what does it mean to plan for the future? What steps will you take to grow the business and ensure a smooth leadership transition over time?

At Retro Rankin we plan for the future by making sure that there is not only one person who can do the job. Everyone will be trained on all aspects of their department to ensure that no matter what happens the business does not have to be stalled due to lack of experience. Once it becomes time to step away for whatever reason we find it important to make sure that the new leaders of the company will have plenty of time to " run alone" with support, to ensure they have the ability to do so and if there are any questions or confusion as owners, we plan to be available to fix issues and answer those questions. At some point being a mentor is the ultimate goal.