How to Overcome the Biggest Problem for Portable Restroom Business Owners

Over time, the old cliché about putting customers first has proven to be only half right. In today’s business environment, including in the portable toilet industry, employers understand better than previous generations that equal to attracting and keeping good customers, is the need to attract and keep good employees. In fact, there’s little hope for growth in having either one without the other. So, the imperatives are to hire the right people and then do what it takes to keep them satisfied with their employment at your company.
It so happens that the most difficult and persistent problem for business owners throughout the portable toilet rental industry is, by virtually all accounts, building a reliable team of field service employees. Here are tips on the most effective ways to attract and keep the caliber of employees you need:

Know Who You Need to Attract, and Clearly Convey That In Your Offer.
Laboriously going through a pile of job applications, interviewing, screening, hiring, training, and establishing a new employee’s file of documents consumes a lot of precious time. So, naturally, you want to minimize the number of times you need to repeat that process in the course of a year or a decade. The first thing you’ll need to do to accomplish that is to decide what kind of person you want to attract to apply for the position.
That doesn’t mean just identifying the basic skills the worker should have. It means also determining what kind of preferences and personality the person should have in order to fit into, and be happy in your organization’s workplace atmosphere and company culture.
Then write a clear job description. State your requirements for previous experience and/or other qualifications. But, don’t just stop there. If you want to hire people who work best on their own, hate the production line grind and want a future with good pay and the respect and autonomy they deserve, say that on your job ad.
Don’t hide the less enjoyable requirements of the job from prospects. Keep in mind that job seekers are focused, just as you are, on finding a good fit where they can perform well and be happy. So, give them enough information in the initial interview to help them make the right decision about going further in applying. That will save them and you valuable time, whether they decide to pursue employment with your company, or not.

Search for Your Ideal Applicants Where They Are.
Post your employment ads only in the kinds of places where individuals who fit the description of your ideal candidate are likely to see them. There are multitudes of Help Wanted sites that job seekers can access to find openings. Think about where might be the most productive place to post your ad for the specific type of worker you’re looking to hire.
Where do the types of applicants that you want to attract look for jobs? Job opening websites, industry magazines, unemployment office, bulletin boards at their local grocery store, bowling alley, YMCA, bar and grill, club? Ask your current employees and all applicants you meet where they heard about your job opening. Also ask them for suggestions on other places where they’ve noticed job ads, or think are good locations for your ads.
If you need a commercially licensed driver, you may try local Help Wanted sections of newspapers, or post the opening with Manpower, Job Corp, or on local trade school job boards, or websites like Monster or Indeed. For an administrative office employee, you might be better off trying a local temporary office staffing agency that specializes in temp-to-perm placement, or place your ad on Indeed. If you’re looking for a management or sales employee, you might consider posting the opening on LinkedIn or contacting an executive search firm that specializes in placement of personnel in the range of qualifications, salary and agency fees that fits your firm’s needs.
Based on your budget for job ads, you may be able to multiply your search efforts by posting in multiple venues. Do some research, to find out how much various sites and publications charge for ad space and how much employment agencies charge for temp placement fees and for contract buy-outs for conversion to permanent hires.

Reflect the Kind of Employees You Want to Attract.
Today’s job candidates are well aware of their options. While you’re interviewing them, they’re interviewing you. They’re searching for a place to work where they feel like they’ll fit with the people as well as the job tasks. Therefore, it’s essential to take the same approach to meeting and talking with job candidates that you take when you meet anyone else for the first time in any professional or personal context. You need to let them know that you share basic common interests with them and that you’re like them in important ways that can permit the necessary workplace bonding.
Nature dictates that we will attract whomever we attract based on who and what we seem like to them and how that impression makes them feel. So, to attract the kind of person you want amenable, reliable, energetic, skilled, sound in judgment, career-oriented toward your organization then show those qualities in yourself to your candidates.
If your track record reflects that you tend to attract a lot of people who are wrong for your company, then take a hard look at what you’re exemplifying that is causing that. Make some basic changes to the way you think about and talk about and physically present yourself and your business operations.

Build Your Local Employer Brand.
In the new world of socially networked employees, smart employers are more sensitive to the care that must be taken to preserve their businesses’ reputations, not only among prospective customers, but also among potential job candidates. We’ve already established that employees are as important to a business as its customers are. You can’t do much to keep either one unless you maintain a sound reputation with the other. That’s a business survival fundamental, but some employers are still inclined to focus on external relations and ignore the basic need to build their internal brand.
You’ve probably taken the necessary measures to secure your business’s reputation with your customers. But, are you doing enough to build that critical internal half of the image on which your long-term success depends? That half is the result of how you treat your employees and the workplace environment you create. Many employers have not intuitively caught on to the need to care enough about what employees want from, or think about their place of employment. But, we’re in an era where the impacts of not doing so can be more severe than in the past, due to the ease and rapidity of information sharing among workers across communities and industries.
Network platforms provide involuntary workplace transparency, such as dedicated employer review sites like Glassdoor, Vault, Jobcase as well as general social media outlets. These days, prospective employment candidates read reviews online and shared stories of their friends’ and professional acquaintances’ workplace experiences. They use those accounts to inform their opinions about which companies are good and bad employers.
So, think about your business’s internal reputation. What do people who work for you think of you? How does working for you make them feel? Manage your company’s reputation by making changes as necessary to improve your reputation as a boss with your staff. Routinely check with your staff members to gain understanding of their employee experience. Be sure to perform an exit interview for every employee who leaves the company. They offer a treasure trove of information along this line.

Following the above tips will improve the quality of your attempts to attract and keep the best people to help you work toward your company’s goals. Don’t make the self-defeating mistake of thinking you can simply skip this work because you’re in a rush to get a job opening filled. Do your foundational work in preparation for recruiting, and develop ways to increase employee engagement and satisfaction. (Know the difference between those two.) This approach will increase your odds of ending up with the right person for the position and keeping that individual on the job for as long as possible.

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