Cameron Herold shows CEOs why waiting until you need someone to hire costs millions. Start recruiting nine months early: map your org structure 12, 9, 6, and 3 months ahead, then work backward to today. At 1-800-GOT-JUNK, this approach let them hire 800 franchisees in a month.
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One of the core concepts that companies tend to fail on is they're very reactionary when it comes to interviewing and hiring, and it's costing your company millions of dollars. It's a mistake that I can actually help you understand how to get ahead of that curve. So I'll walk you through that in this video is how to not make that mistake and how to not cost your company money. The reason it's costing you money is you often need to have that person starting and they end up starting 3 or 4 months later than you would have liked them to. So let me walk you through the process of making sure that you do what I call hiring ahead of the curve so that you have the people in place to help you scale the company when you need them. It all comes down to forecasting and reverse engineering your goals. So your role as the COO or CEO of the organization is to think about what are the people needs that I have for my company 12 months from now? What's my org chart look like 12 months from now? What are the core roles I need to hire for 12 months from now, 9 months from now, 6 months from now, and 3 months from now. In fact, not only do I need to hire them, what months do I want the core people to be starting in those roles? And then how do I reverse engineer that back to today where I'm going to start the recruiting and interviewing process? So let me give you some of the steps that have to happen that you have to reverse engineer to make sure that you have enough time in the process. So let's say as an example, I was hiring a director of operations, right? A project manager, a good operations manager, somebody to come into the organization who can get us a bunch of stuff off our plate and help us scale the organization. And I know that I want that person to start January 1st. If I want them to start January 1st, I actually probably want them to be up and running and fully trained by January 1st, which means they probably need to have started their job November 1st. To really have 2 good months of onboarding training and at minimum kind of get up to speed, probably more like 3 months, but let's just say it's 2 months that they need to actually be starting their role. So now you're November 1st, they need to start. Well, if they're going to be starting their role, they have to quit their prior job because you don't want to hire somebody who's unemployed. You want to poach them from a good company. Well, if they're already working somewhere, they probably want to give 2 weeks notice and they probably want to have a couple week offer time for some vacation before they start this new job. So they have to quit their old job by October 1st. Well, if they're quitting by October 1st, you actually have to do the reference checks, the job offer, the second interviews, the video interviews, the group interviews, the one-on-one interviews, screening all of the resumes. You might have 4 to 5 months, maybe 6 months of the recruiting, interviewing, and hiring process. Before they're even able to actually give notice. So that person that you want to be starting their job January 1st, you probably have to start the recruiting process for those people by April 1st, which is 9 months ahead of the curve. So the reason that you're hiring people so late is you're probably deciding one month, geez, I really need somebody to start next month. You should have known that 8 months ago. If you're the COO or second in command to the CEO of a company doing minimum $2 million in revenue, Come check us out at cooalliance.com and welcome home. Plan out ahead of the curve, understand what your org chart looks like 2 years out, 12 months out, and then start reverse engineering by month when those key people are going to be starting and reverse engineer your hiring plan to understand when you need to start the recruiting so that you have enough resumes, you have enough people to put through group interviews, you have enough people to do in-depth one-on-one and second interviews, and you give all the stages of the process enough time so that the person has time to quit, start, get trained, get on board, and really be able to hit the ground running the day that you need them to. That's the process that we use to scale not only 1-800-GOT-JUNK, but College Pro Painters, where we only had 4 months to hire 800 franchisees and train them all. And then in 1 month, we had to train 800 franchisees how to hire and train 8,000 students to start painting houses. When you're hiring 8,000 people and training them in one month, you become operationally world-class at the recruiting, interviewing, and onboarding process.
