_:n39e236c349e341599e09536a74a2c591xb0
<http://schema.org/articleBody>
"\n\n    \n    \n    \n    \n      \n    \n      An extract taken from The Happy Index: Lessons in Upside-Down Management by James Timpson. \nIn this article we will discover management strategies from the CEO of Timpson, with a specific spotlight on how to hire the right people for the job.\n    \n\n      \n      \n      \n      \n    \n\n      ASSEMBLE A HIGH-PERFORMING SUPER TEAM AND YOU WILL NEVER HAVE TO WORRY\n    \n\n      \n      \n      \n      \n    \n    \n      Welcome to Lesson One, where we will look at the secrets behind assembling a high-performing Super Team. We will look at the differences in recruitment, from more nuanced personal approaches to science-based models that all aim to recruit exceptional individuals and cultivate an environment that will allow every team member to thrive. A happy team is a high-performing team.\nThe task of assembling a Super Team is a multifaceted one, necessitating a thoughtful approach that goes beyond the confines of conventional recruitment methods. In the following lesson, we will explore Timpson’s unique methodology – a methodology that marries the selection of exceptional talent with a profound commitment to the wellbeing of each team member.\nI will keep saying it until I am blue in the face: at the heart of every successful venture lies a remarkable, happy team. Far beyond strategies and bottom lines, it’s the collective spirit, expertize, and dedication of individuals that propel businesses to greatness. Looking forward to going to work every day should be a normal way of life.\nRecruitment, often seen as a never-ending puzzle for businesses, should focus on personality, not qualifications. We’ll look at the intricacies of a more personal, face-to-face approach, understanding how unconventional methods can unearth exceptional talent that traditional hiring practices might overlook, and I will show you how to apply our very own, tailor-made ‘Cobbler Algorithm’ to your business.\nHiring the right people and building your business from there is just the beginning to an organization’s success, and things have moved on a fair bit since my great-great-grandfather set up our company in 1865. In order to be the best, we need to find the best people, but we also need to look to non-traditional hiring pools to secure those individuals; it’s about tapping into a pool of dedicated, hardworking individuals who can reshape the future of your organization, not judging them because of x, y, and z. Relying on a computer to select your people isn’t, in our view, a wise approach.\nLet’s bring that Super Team together.\n    \n\n      \n      \n      \n      \n    \n\n      WRITING THE PERFECT CV\n    \n\n      \n      \n      \n      \n    \n    \n      Now, before we start talking about the best ways to hire people I’d like you to perform a quick exercise. Using either the blank page here or a piece of paper that you have to hand, I’d like you to spend 60 seconds writing down the most crucial aspects of a CV that you think a hiring manager needs to see, ahead of offering you a time for a job interview.\nBefore you begin though, really think about what you need to add to the page to give yourself the best shot.\nMy CV\n\nGreat, now that you've done that, turn over the page to see what we, at Timpson, are looking for when we're offering interviews to potential candidates.\nThe most important details to have on your CV:\n\nYour name\nYour contact details\n\nThat’s right! It’s just your name and your contact details. I can imagine that some of you might feel a bit cheated here and, if that’s the case, I apologize. But what I want you to know about our company is that we don’t care about your previous experience, the skills you’ve acquired along the way, what your past says about you, or any qualifications that you might have picked up over the years. A university degree is a great achievement, but it’s irrelevant when it comes to what we are looking for.\nIf you’re interested in working for us, the only things we need to know about you are your name and how best to contact you. Everything else is about you and the personality that you have, which leads me on nicely to…\n    \n\n      \n      \n      \n      \n    \n\n      HOW DO YOU RECRUIT THE MOST TALENTED PEOPLE?\n    \n\n      \n      \n      \n      \n    \n    \n      The pursuit of employment puts job seekers in their most vulnerable state; a feeling that is often exacerbated by automated recruitment systems, clunky online applications, and the discouraging silence from companies that opt not to respond. This disjointed experience tarnishes employers’ reputations, prompting a need for a more considerate and personal approach to recruitment. A feasible alternative exists – one that fosters positive impressions even if faced with a rejection. While the allure of technology to filter applications is clear, a more laborious yet rewarding path lies in ignoring what’s written in a CV and speaking to people face-to-face, to judge if their personality is one that will thrive in our culture. This way we also find candidates from diverse backgrounds, irrespective of the perceived blemishes in their lives. The qualities that truly distinguish exceptional candidates are not spotless academic results, nor perfect references, but rather the intangibles of personality and vitality. If you leave it to a computer to filter the applications, you will end up interviewing the same kind of people over and over again.\nWithin the recruitment landscape, intricate algorithms have emerged, ostensibly designed to filter through applications and identify suitable matches, all without recruiters ever laying eyes on the applicants themselves. Requirements such as a 2.1 degree rather than a 1st, a Duke of Edinburgh Gold Award, and an A* in Maths A Level become the deciding factors that lead to an interview. Candidate names are fed into the system, initiating a cycle of communication, interviews and, ultimately, the selection of one or two almost indistinguishable candidates.\nArctic Shores, a trailblazing recruitment technology business, is at the forefront of innovation, applying ‘gamified psychometrics’ grounded in cognitive neuroscience to uncover top-tier talent. While this approach lies beyond familiar terrain and raises concerns for individuals who might not thrive in such an environment, its potential impact is undeniable. Their approach involves evaluating candidates’ skills through online games, transforming the recruitment process into an engaging, dare I say, ‘enjoyable’ journey. However, in stark contrast to this trajectory stands the ethos at Timpson, a beacon of distinct practice. Here, a curriculum vitae serves just two functions: it reveals the applicant’s name and phone number. These are the only details you need.\nA notable aspect of Timpson’s recruitment method is that many recruits never submit a traditional CV at all. Instead, they come recommended to us by friends or family members attuned to the company’s desired personality traits and job requirements. Over a quarter of our company joined us this way. The approach, coupled with a £250 bonus incentive, ensures a steady stream of potential candidates. We do use online job boards like everyone else to advertise our vacancies, but we find that it’s better to look elsewhere to find the best people.\nThe subsequent phase of recruiting great people involves what we internally refer to as the Cobbler Algorithm, which translates into having meaningful conversations performed over phone calls or through a face-to-face meeting.\nA determining factor in the selection for Timpson is an applicant’s personality. Skills like key cutting and shoe repair can be taught, but moulding one’s personality remains beyond the realm of training. We could teach you to repair a watch in a week, but we couldn’t train you to be someone you aren’t. This is the same for any job requiring hands-on knowledge. Consequently, the focus in our screening of candidates’ suitability shifts towards identifying happy, energetic, funny, and idiosyncratic individuals; traits that directly correlate with future success within the company.\nThis initial assessment is performed during a brief 15-minute conversation, a foundational filter that determines those candidates worthy of progressing to the next stage: a paid trial day. This trial serves as a mutual exploration of compatibility. In this phase, the evaluation of an applicant’s personality fit relies on an intuitive, gut-based rating, which might be simplistic, but has proven effective. I’m often amazed that candidates coming to the office for an interview don’t realize that the most important test is how they interact with Paul and Lauren on reception, before we’ve even met them. I’m a believer that people who are chatty and friendly to strangers make the best colleagues.\nThe scale of personality assessment at Timpson ranges from 1 to 10, with scores of 9 or 10 indicating a strong match. It’s easy to spot someone who is a 5 out of 10 or less, as well as the 9s and 10s, but there is a common problem we have to battle against. The danger zone is when you believe someone is within the zone of 6s, 7s, and 8s. While these candidates meet the minimum criteria, they do not align with the elevated standards upheld by Timpson. They are simply not good enough to work alongside our amazing colleagues. Interestingly, the investment required to train and integrate a new colleague, whether exceptional or subpar, is almost exactly the same, which means we only want to spend time selecting the best from the pool.\nInspired by a 2007 visit to the Southwest Airlines offices in Love, Texas, the seeds of Timpson’s transformative recruitment method were sown. The visit illuminated the significance of building a robust team before embarking on the journey ahead. In the context of an airline, a right number of people, including pilots, crew, and ground personnel, is essential for take-off – an absent crew member causes the entire operation to fail. To counter this challenge, Southwest employed a straightforward tool: a waiting list of great people who are perfect to join when a role becomes available, so they didn’t have to worry about gaps in their people line up. They have a great phrase at Southwest … ‘we’re only making money when the wheels are up’. They know to get the planes in the air they need a complete team of great people who are trained in what they’re doing. Any gaps mean the planes can’t fly, so always have a line-up of great people on the bench.\nThis simple yet ingenious concept now lies at the core of Timpson’s recruitment strategy. The company focuses on identifying exceptional candidates brimming with personality who are willing to wait until a suitable vacancy arises. By sidestepping the pressure to hastily fill positions, this approach prevents the compromise of hiring mediocre candidates, and instead nurtures a pool of highly talented individuals eager to join the team. When you’re desperate, you lower the bar.\nHowever, the most challenging aspect of the recruitment role remains delivering the news of unsuccessful applications. Engaging in such conversations requires a unique brand of empathy – one that acknowledges the candidate’s vulnerability and respects their investment in the process. Instead of resorting to automated, impersonal emails, Timpson advocates for compassionate responses, coupled with constructive career advice. This approach recognizes the long-term implications of rejection; today’s applicants could very well be tomorrow’s customers. Therefore, every interaction with an applicant becomes an opportunity to demonstrate our internal commitment to humanity and respect.\nReflecting on my own experiences with job rejections following my graduation from university in the mid-nineties, I remember how these interactions influenced my perception of the various companies I had applied to work for. The memories of well-handled rejections linger, shaping my spending choices, while the poorly managed ones are best forgotten. This dynamic underscores the symbiotic relationship between recruitment, customer relations, and the inherent humanity within each interaction, setting the stage for a more equitable and compassionate employment landscape. It’s hard for a computer to manage this with kindness.\n    \n\n      \n      \n      \n      \n    \n\n      The Cobbler Algorithm and Personality Criteria\n    \n\n      \n      \n      \n      \n    \n\n\n\n    Score Qualities Table\n    \n\n\n\n    \n        \n            Score\n            Qualities\n        \n        \n            10\n            Energetic and exceptional, they leave a lasting impact and are open to change.\n        \n        \n            9\n            Outstanding and enthusiastic, with room for improvement but reliable and open to growth.\n        \n        \n            6–8\n            Decent but average, they tick a lot of the boxes but may lack long-term commitment. Their best isn’t good enough for our amazing colleagues to work alongside them. When you’re desperate to recruit they seem better than they really are.\n        \n        \n            5\n            Average, necessitating substantial HR management and unlikely to excel.\n        \n        \n            3–4\n            Below average, challenging to work with, and likely to be unreliable and perform poorly, posing HR issues down the line.\n        \n        \n            1–2\n            An HR Director’s nightmare, to be avoided at all costs.\n        \n    \n\n\n\n\n    \n      It’s essential to understand that even in the best organizations, some employees might at some point exhibit negative traits due to external pressures in their life.\n    \n\n      \n      \n      \n      \n    \n\n      OUR EASY METHOD FOR UNDERSTANDING CANDIDATES\n    \n\n      \n      \n      \n      \n    \n    \n      In my journey as a business leader, I’ve come to deeply appreciate the immense value of hiring a diverse range of people. The true strength of a team lies in its diversity, not only in terms of race, gender, or background but also in the skills and qualities that each individual brings to the table. At Timpson, when we embark on the hiring process, we don’t just focus on qualifications and experience; we also consider the characters listed in our Mr. Men-inspired table (below) as a framework for evaluating candidates.\nThe decision to prioritize diversity in our hiring practices is rooted in the belief that all individuals’ unique perspectives and skills are like pieces of a puzzle that need to fit together to make the right picture. When you assemble a team, it’s like creating a complex jigsaw, and every piece plays a crucial role in forming the complete picture. Just like how our Cobbler Algorithm allows us to assess candidates on a 1–10 scale based on their personality and suitability for the job, these characters, inspired by the well-loved children’s book series Mr. Men, adds an additional layer to our evaluation process.\nEach character in the table below embodies a distinct set of qualities, and we look for elements of these traits in candidates to ensure we have a well-rounded and dynamic team.\n    \n\n      \n      \n      \n      \n    \n\n      Candidate Evaluation Framework\n    \n\n      \n      \n      \n      \n    \n\n\n\n    Character Key Traits Table\n    \n\n\n\n    \n        \n            Character\n            Key Traits\n        \n        \n            Mr Keen\n            Trustworthy, Customer-Centric, Collaborative, Service-Oriented, Adaptable\n        \n        \n            Mr Reliable\n            Dependable, Diligent, Caring, Loyal, Honest\n        \n        \n            Mrs Determined\n            Resilient, Goal-Oriented, Problem-Solver, Confident, Persistent\n        \n        \n            Ms Meticulous\n            Detail-Oriented, Organized, Analytical, Thorough\n        \n        \n            Mr Hard-working\n            Diligent, Committed, Persevering, Conscientious, Results-Oriented\n        \n        \n            Miss Helpful\n            Supportive, Kind, Collaborative, Empathetic, Customer-Focused\n        \n        \n            Mrs Conscientious\n            Detail-Oriented, Methodical, Reliable, Ethical, Organized\n        \n        \n            Mr Successful\n            Achievement-Oriented, Ambitious, Results-Driven, Visionary, Decisive\n        \n        \n            Mrs Ambitious\n            Aspiring, Goal-Oriented, Driven, Determined, Visionary\n        \n    \n\n\n\n    \n      When hiring, it’s crucial to identify and address negative traits to ensure the right fit for the organization. Candidates displaying negative characteristics like those listed below might not be the best fit. Interviewers should be wary of these traits, in combination with the Cobbler Algorithm, to not only evaluate positive qualities but also flag any undesirable behaviours like those listed here.\n    \n\n\n\n    Negative Character Traits Table\n    \n\n\n\n    \n        \n            Character\n            Key Traits\n        \n        \n            Mr Scruffy\n            Unkempt, Unreliable, Disorganized\n        \n        \n            Ms Late\n            Punctually Challenged, Unreliable\n        \n        \n            Mr Is-it-Five-o’Clock?\n            Clock-watcher, Unmotivated, Unengaged\n        \n        \n            Mr Rude\n            Disrespectful, Inconsiderate, Impolite\n        \n        \n            Mr Careless\n            Negligent, Inattentive, Haphazard\n        \n        \n            Miss Don’t Care\n            Apathetic, Disinterested, Unmotivated\n        \n        \n            Mr Grumpy\n            Irritable, Negative, Unpleasant\n        \n        \n            Mr Dull\n            Boring, Uninspiring, Unmotivated\n        \n        \n            Mrs Slow\n            Inefficient, Lackadaisical, Lethargic\n        \n        \n            Mr Scrounger\n            Lazy, Opportunistic, Unreliable\n        \n        \n            Mr Dishonest\n            Untrustworthy, Deceptive, Unreliable\n        \n        \n            Miss Fib\n            Dishonest, Unreliable, Untrustworthy\n        \n    \n\n\n\n\n    \n      Sometimes, you might have hired someone who was brilliant on the day but then, after a while, they might suddenly start displaying traits and characteristics from the negative traits table. However, if this happens it’s essential to understand that even in the best organizations, some employees might at some point exhibit negative traits due to external pressures in their life. Instead of dismissing them outright, it’s more beneficial to address these issues delicately, and with an openness that allows them to feel comfortable talking about stressors in their lives outside of work. Managers should remind these employees of their valuable skills, and give them opportunities to improve. Everyone can have off days, or phases where they exhibit less-than-ideal qualities. By offering support and guidance, you might help them rediscover their positive traits, and regain their enthusiasm and motivation once again.\nOur overall approach is not to stigmatize any colleagues but, instead, give them the help they need to grow and thrive within the business. By maintaining an understanding and supportive environment, companies can address and overcome negative traits, fostering personal and professional development among their team members.\nBy evaluating candidates based on the characteristics listed here, we are able to build a team that is not just diverse in terms of skills but also in terms of their personal attributes. We understand that it’s the blend of qualities and experiences that create a dynamic Super Team, not how many qualifications a person has.\nWhen we hire a diverse range of individuals with different strengths and qualities, we are able to create an environment of true innovation and collaboration. It’s about constructing a team that can effectively tackle challenges from various angles, see opportunities that others may miss, and work together harmoniously. In a world that’s constantly evolving, this diversity ensures our adaptability and resilience to face whatever may be around the corner.\nUltimately, hiring based on both qualifications and character allows us to create a workplace that reflects the rich tapestry of human abilities and experiences. It’s this approach that has helped us not only survive but thrive, providing our customers with exceptional service, and our team with a fulfilling work environment. At Timpson, we understand that it’s our people who make the difference, and embracing their diverse qualities is what propels us forward.\n    \n\n      \n      \n      \n      \n    \n\n      A FRESH START: THE BENEFITS OF EMPLOYING EX-OFFENDERS\n    \n\n      \n      \n      \n      \n    \n    \n      During my childhood, my mum Alex, a foster carer, would take us to HMP Styal, a women’s prison near Manchester. I would sit in the car, gazing through the window at the towering fence, while she brought the babies she cared for inside to visit their incarcerated mothers.\nTravelling to prisons has become a regular fixture in my schedule. Most weeks I visit prison wings, talking with inmates and seeking out vibrant personalities to join our retail business. Initially, I had the privilege of handpicking exceptional candidates without much competition. However, other employers have recognized the potential of this approach in unearthing talent and granting individuals a second chance at life. Companies that once shied away from association with ex-offenders now welcome them with open arms. By embracing prison leavers, companies widen their chances of finding great people. Just recently, our recruitment team arrived at a prison only to discover that Greggs the bakery chain had been there recruiting the week before, and hired all the best people. Good on them!\nI am driven by wanting to run a highly profitable business, and I know the only way I can do this is to have the best people. It’s the same in most walks of life; the team that wins the football tournament is likely to also have the best players. This is why over 10 per cent of my colleagues come directly from prison. We find that ‘returning citizens’ are often the most dedicated, honest, and hardworking colleagues we can find – many of them are still incarcerated, but they participate on day release, working in our shops and supporting us from the office. This week, I encountered a colleague who, before incarceration, had been a finance director, another who had been a lawyer, and Janice, who managed a large call centre.\nReoffending remains a significant issue within our society. More than 24 per cent of those leaving prison return within a year, and the reasons behind this are not difficult to discern. Prisons house individuals who have failed society, yet they are often individuals who society itself has failed. A roof over their heads, someone who looks out for them, and employment upon release will significantly alter their trajectory, reducing the likelihood of returning to prison. Timpson, along with a rapidly increasing group of other employers, contributes by providing the crucial employment component.\nRecruiting from prison presents several challenges, including the institutional culture focused on caring for vulnerable individuals and preventing escape. A prison is not the best place to get job ready and find the right role on release. They need help. Additionally, prison governors aren’t inherently entrepreneurial, and their connections to local businesses that could employ ex-offenders are limited. Recognizing this, I persuaded a previous Secretary of State in the Justice Department, Dominic Raab, to allow me to establish Employment Advisory Boards in each of the 93 release prisons. These boards comprise of entrepreneurs leading a group of local employers, working alongside the prison governor to help connect great candidates with open-minded employers. It sounds simple, but prisons are far from straightforward.\nBeing an entrepreneur myself, I understand that we often deviate from standard protocols and struggle with managing intricate details. Therefore, I devised three clear goals for the boards to focus on. Firstly, I aimed to cultivate a long-term employment culture within prisons. It should be a shared objective of both inmates and staff to assist those leaving prison in finding jobs. The transient nature of prison governors, similar to that of Premier League managers, often hinders the establishment of a consistent culture across their jail. To address this, the boards aim to promote a consistent message across the prison that they are there to help people find work and reintegrate back into society over the long term. If the culture isn’t there, it won’t work.\nSecondly, the boards focus on preparing prisoners for employment. This entails helping them create polished CVs, assisting with job applications, and arranging interviews.\nAlthough seemingly uncomplicated, these tasks can be complex within a prison environment, from opening Employment Hubs to arranging Recruitment Open Days.\nLastly, the boards aim to forge connections between prisons and local employers seeking enthusiastic and talented individuals. This enables the placement of prison leavers into full-time employment. Currently, over 90 prisons boast established boards, and the hope is that this effort will translate into a higher rate of prison leavers finding employment. Since we started in 2021, the number of people leaving prison and finding work has doubled to over 30 per cent. There is still a long way to go, but we’ve made a good start.\nThe success of these boards lies in the synergy of passionate employers, like those found at Greggs and Cook, coming together with prison staff. When top-tier businesses such as Murphy Construction and Lotus Cars champion the recruitment and support of prison leavers, they not only uplift society but also tackle their own recruitment challenges. By hiring individuals with diverse backgrounds and experiences, these companies enrich the communities in which they operate.\nAt Timpson, our success in recruiting and supporting ex-offenders hinges on a unique ingredient: supportive colleagues. I have initiated difficult conversations, such as ‘I’ve met a remarkable woman in prison. She has served a lengthy sentence, lacks prior employment experience, but I believe she could excel as a cobbler. Will you take her under your wing and help her rebuild her life?’ The kindness and understanding of my colleagues proved instrumental in the success of this initiative. While it might be unconventional for CEOs to publicly acknowledge employing hundreds of ex-offenders (especially if you’re employing reformed burglars to cut keys), I wish more leaders would take this leap. A visit to a prison could unveil individuals who mirror themselves – ambitious, hardworking, and eager to make their families proud.\nEmploying ex-offenders can yield dividends far beyond the realm of business. It offers a fresh start for individuals who have faced societal failure and empowers them to rebuild their lives. It demonstrates a commitment to diversity, inclusion, and the betterment of communities. Moreover, it underscores that potential lies within every individual, regardless of their past mistakes. Timpson’s approach exemplifies how recruiting the right individuals is essential for not only business success but also creating a meaningful impact on society at large. By hiring the best – those with exceptional personalities and the potential for greatness – companies pave the way for a more equitable, compassionate, and brighter future.\n    \n\n      \n      \n      \n      \n    \n\n      A TIDY WORKPLACE MEANS AN EFFICIENT TEAM\n    \n\n      \n      \n      \n      \n    \n    \n      In the pursuit of building a thriving business, there’s a critical factor that often goes unnoticed – the state of your surroundings. A tidy and organized workplace isn’t just a superficial aspect; it’s the foundation of efficiency, productivity, and customer satisfaction. Think of it as the bread and butter of your business success. The connection between pride in presentation and customer loyalty is inseparable. While it might not be the most glamorous facet of running a company, neglecting it can lead to the gradual crumbling of your business. Customers don’t like to spend money with a business that doesn’t care about standards.\nPerfection might be elusive, but my obsession with maintaining clean and organized shops, warehouses and offices compels me to raise my voice when we falter. The sentiment I hold is clear: we might not be flawless, but cleanliness and orderliness deserve unwavering attention.\nI understand the hesitance many businesses have towards investing in maintenance. It’s true, new machines and exciting marketing plans tend to steal the spotlight, and reducing maintenance budgets can seem appealing, directly contributing to the bottom line, but it’s a dangerous game to play. In fact, I’ve never known a successful business that has poor standards.\nOver the past decade, identifying retail businesses on a downward spiral wasn’t a complex task. A simple stroll through their shops revealed the truth – those with waning standards were often heading for a Company Voluntary Arrangement (CVA). Dingy sales floors with flickering lightbulbs, wobbly trolleys, gum-stained floors, and unkempt graphics created an unappealing shopping experience, signalling deeper issues at play. I have an untested theory. The more posters a shop has in the window the worse it’s doing. When businesses are desperate for sales they flood the place with deals and special offers. These often detract from the core business and give an impression that you’re desperate. In my book, clutter is as bad as litter on the floor and weeds in the car park. Instead of paying for posters in the windows, invest in spotless shops and happy colleagues.\nIn times of financial constraints, letting go of the cleaner might seem like a rational decision, but within my realm, cleaners are indispensable colleagues. They establish the foundation upon which all other performances are staged. My admiration extends to companies that hold high standards, with Disney taking the spotlight. To provide their guests with a ‘magical experience’, every cast member, from parking attendants to the CEO, takes on the role of a litter picker. A bin appears every 30 paces, toilets receive a fresh coat of paint every six weeks, and growing a beard is allowed only within the confines of a holiday break. Disney recognizes that exceptional service hinges on extraordinary standards.\nAt Grosvenor, the private landowner, all colleagues in their job description have ‘litter picker’ as a core responsibility. Wherever they are on their estates around the world, picking up litter is as important as collecting the rent. It’s important that everyone in an organization is responsible for high standards.\nJohn Robinson, a good friend of mine, manages his family’s upscale jewellery business, David M Robinson. Founded by his father, David, who began his journey in Liverpool as an apprentice at the age of 15, the business is a testament to the allure of beautifully designed jewellery displayed in immaculate shops. While the company has expanded to encompass four locations, the journey hasn’t been as straightforward as placing stock in the window.\nPartnered with prestigious Swiss watch brands, including Rolex and Patek Philippe, the business upholds impeccable retail standards and colleague knowledge, through regular mystery shopping. Rolex, for instance, scrutinises 73 distinct observations, each a crucial component to maintaining their brand integrity and relationships. This encompasses precise display standards, and even mandates the inclusion of a handwritten thank-you letter following a sale. Maintaining such meticulous standards requires commitment, and John’s dedication, along with that of his team, earns the trust of these prestigious brands.\nIn our own enterprise, we’ve developed three straightforward techniques to uphold exceptional standards. Unlike mere checklists, these techniques are rooted in a cultural approach. The journey commences with capturing photographs that exemplify a shop’s best appearance. These images are showcased on a board in the stockroom, serving as a reminder that greatness is achievable. If it was pristine once, it can be so again – there’s no room for ambiguity regarding how the shop should appear.\nThe subsequent step involves supporting colleagues when standards slip. Recognizing that maintaining a high level of appearance necessitates investment, we ensure funds are allocated towards paint, new carpets, and replacing worn shop fittings. To aid their personal presentation, we provide a ‘no excuse box’, equipped with two spare ties, a badge, a deodorant can, three aprons, and even a hairbrush, and razor. There should never be a reason to let standards slip.\nYet the pinnacle of our standards initiative is the eagerly anticipated ‘Perfect Day’. Borrowed from Asda over a decade ago, this concept now serves as the cornerstone of our campaign to uphold high standards across our businesses. We understand that expecting unwavering perfection throughout the year might be unreasonable, but we believe that every shop, warehouse, and office can achieve perfection on a designated day annually.\nThe preparations for ‘Perfect Day’ at the office, for example, commence a month prior, as skips line up outside our office, ready to receive old documents, clutter, and outdated furniture. The buzz of excitement permeates the office on the big day, with colleagues donning their best attire – some even in black tie – to impress the judges. Points are awarded for cleanliness, and the showcasing of non-work talents. The finance team recreated a Downton Abbey scene, the buying team harmonised to ‘Perfect’ by Fairground Attraction, and trays of baked goods circulated in several departments to influence the judges’ decisions.\nNot every business will go to such lengths, and I acknowledge that our approach might appear eccentric. However, for those genuinely committed to nurturing a remarkable business, stringent standards are non-negotiable. It’s no coincidence that the Navy coined the phrase, ‘a clean ship is a happy ship’.\nAchieving the Perfect Day: Elevating Your Business Through Exceptional Recruitment\nThe parallels between achieving a ‘Perfect Day’ in our workplace and assembling a team of remarkable individuals are both striking and profound. Just as we meticulously prepare for that special day when our surroundings shine at their best, we must adopt a discerning approach to hiring exceptional talent. If you hire the best – those 9s and 10s – achieving a ‘Perfect Day’ becomes not just a goal, but an attainable reality. Just as we gather our colleagues, managers, team leaders, and floor managers to create an environment of excellence, so too does this elite team contribute to our overall success. Every interaction, every engagement, every transaction hopefully becomes a symphony of perfection, resonating through the company’s culture, and imprinting upon our customers’ experiences. By selecting the brightest stars in the recruitment stage, we lay the foundation for our ‘Perfect Day’, uniting every facet of the company in a shared commitment to exceptional standards.\n    \n\n      \n      \n      \n      \n    \n\n      WHAT HAPPENS IF IT ALL GOES WRONG?\n    \n\n      \n      \n      \n      \n    \n    \n      With leadership comes responsibility, and sometimes the job of the boss is to deliver bad news. No one wants to work for a company that’s doing badly, letting people go, and cutting costs across the board. Someone needs to make these decisions, and someone needs to communicate them. Both these responsibilities rest on the shoulders of leaders. Part of the deal in getting paid a lot, as the boss, is that you need to be brave and you need to be good at sometimes delivering bad news.\nWhen I first started as a head of department, I was faced with my first HR challenge. There was a colleague with a body odour problem. Everyone knew it was unacceptable, but no one wanted to raise it with them. The job rested with me, someone half their age, someone who’d never had to have that difficult conversation at work before, someone unsure of what to say. I was nervous and managed to put it off for a few weeks until I realized I’d run out of road. If I was going to be taken seriously as a leader, I had to get on with it. Running through every scenario in mind and thinking about what I was going to say, writing it down, preparing to tackle the situation head-on, I finally plucked up the courage to pop my head around the colleague’s door and said that famous line, ‘Can I have a word?’\nThe next five minutes I will never forget, because it taught me that having difficult conversations is far easier if you’re honest. I said that a number of colleagues had complained to me about his body odour and that he needed to sort it out, which, if required, we would help him to do. Eventually, after we coordinated his check up, it turned out that the colleague had a medical problem that he was unaware of. So, after he’d been taken to the doctors and was prescribed some medication to take, we never had an issue in the office again.\nThis situation could have been handled insensitively, and a different colleague might have seen this as a reason to leave, which is not what you want when you hire people based on their incredible personalities. Instead, we managed to sort out a medical issue and improve morale in the office.\nSometimes people’s behaviours are far more problematic, which means we will have to ask them to leave. It’s normally because they are either in the wrong job, or they have been dishonest. Both problems require a different approach.\nSometimes we recruit a colleague and realize that they just aren’t as good a fit as we hoped they’d be. We all try to make it work but sometimes you need to put your hand up and admit that we can do better. What we generally find is that if you aren’t happy with someone’s performance, they aren’t happy either. So, we have two ways of moving on. The colleague either is given more training and time, or we part as friends. I would much prefer colleagues to be happy somewhere else than miserable with us. If these conversations are handled kindly, and with facts not emotion, we normally get a result everyone is happy with.\nWhen we suspect someone hasn’t been playing by our simple rules, and financial fair play is questioned, we have a slightly different approach. To accuse someone of theft is a big deal, so you need to make sure you’re convinced, 100 per cent, that you’re right. The evidence needs to support your claim, and you need to be confident that you aren’t accusing someone of something that they haven’t done. No one wants to go home telling their loved ones that they’ve been fired, so we have a big responsibility to get it right.\nWhen it comes to the difficult conversation, we are crystal clear. This is our evidence, we believe we are right and, if we are proven right, the person under suspicion will lose their job. It’s an adult conversation that no one wants to have. This is the process, but it doesn’t mean you can’t be kind and compassionate. Our HR team have numerous examples of colleagues that have been dismissed and subsequently contacted us to say thank you for handling it so well, and with respect for their predicament.\nThe easiest point in someone’s career to say goodbye is when they retire. After many years of hard work it’s time to hang up their hammer (as we say at Timpson), and take it easy. It’s also a point in someone’s career that many companies get wrong. It’s a big deal and a big day for the colleague and their family, so a special celebration needs to be planned, and gifts of appreciation given. If you don’t get someone’s retirement right, you set a bad example to others, as it suggests long service isn’t valued or respected. It should be. In our company it’s a true highlight when you can say ‘thank you for choosing us’ to be the place for your career to thrive.\n    \n\n      \n      \n      \n      \n    \n\n      HOW TO LOOK AFTER YOUR HIGH-PERFORMING SUPER TEAM\n    \n\n      \n      \n      \n      \n    \n    \n      To keep our day-to-day operations at Timpson running smoothly, while prioritizing the welfare and growth of our colleagues, we’ve established a comprehensive support system featuring three crucial roles: Mental Health Specialists, Financial Health First Aiders, and, most importantly, a Director of Happiness. These roles play a vital part in cultivating a thriving and united Super Team, each contributing to the overall success and positive ambiance within the company. These roles certainly don’t come cheap, but in my book it’s the best money we spend.\nThe Mental Health Specialist\nThis role serves as a crucial pillar of support for the mental wellbeing of our colleagues. Trained as counsellors with expertize in mental health, they provide confidential telephone and in-person counselling to any colleague in need. They focus on problematic areas such as issues with alcohol, drugs, domestic challenges, and overall mental health. Their expert guidance helps lay the necessary foundation for overcoming addiction and mental health hurdles, ultimately contributing to a more resilient and productive Super Team. It’s the least we can do to support our fantastic colleagues.\nThe Financial Health First Aider\nIn addressing financial challenges faced by our colleagues, this role takes a proactive approach to resolving monetary issues. Their dedication to assisting over 180 colleagues in the past year alone demonstrates their commitment. This expertize lies in encouraging open dialogues about an individual’s financial difficulties in a safe and confidential environment. Collaboratively, they review bills, statements, and debts piling up, to develop effective plans to solve the problem once and for all. Whether through grants, company loans, connections to Credit Unions, or even aiding with bankruptcy procedures, this role equips our Super Team members with the tools to ensure their financial wellbeing for the long term.\nThe Director of Happiness\nThis distinctive role, ably carried out by Janet Leighton, revolves around providing essential support to colleagues confronting crises. Janet’s empathetic approach, and willingness to provide a confidential ear, offers a lifeline to those seeking guidance. Whether organizing funerals, crafting speeches at weddings, or helping a colleague find somewhere to live, we ensure that everyone receives the vital support they need during challenging times. Going above and beyond, we even engage with external partners, as evidenced by our efforts to secure housing for colleagues with criminal records. This role embodies the caring ethos of our company and plays a pivotal part in maintaining a harmonious and supportive Super Team.\nWhile not every organization may have the luxury of dedicated experts, the principle of prioritizing colleagues’ wellbeing and nurturing their growth remains paramount. At Timpson, these roles demonstrate that every team member deserves to be heard, helped, and nurtured. By embracing the guidance of the Mental Health Specialists, the financial insights of the Financial Health First Aiders, and the compassion of the Director of Happiness, companies can foster an environment where colleagues thrive individually, and contribute collectively to a successful Super Team.\n    \n\n      \n      \n      \n      \n    \n\n      WHAT HAVE WE LEARNED\n    \n\n      \n      \n      \n      \n    \n    \n      Broaden your recruitment pool to assemble a high-performing Super Team\nEmbrace diversity in recruitment by considering candidates from varied backgrounds. Focus on personality traits and potential rather than just a CV. Use innovative methods like gamified psychometrics to identify exceptional talent, particularly those with personality metrics in the 9–10 range.\nEmpower ex-offenders\nConsider hiring individuals with criminal records. Recognize their potential, dedication, and work ethic. By offering them employment, you can find very talented and hard-working people, and contribute to their rehabilitation while creating a more inclusive and diverse workforce.\nChampion clean work areas\nMaintain a clean and organized workplace, as it directly affects business success. Follow the examples of companies like Disney and David M Robinson, which uphold high standards for customer satisfaction and brand integrity.\nSupport colleague wellbeing\nEstablish roles dedicated to supporting colleague wellbeing. Have a Mental Health Specialist, Financial Health First Aider, and Director of Happiness to address mental health, financial challenges, and overall wellbeing. Nurture a positive and caring work environment.\nPursue excellence through recruitment\nStrive for excellence by hiring the best candidates. Just as you aim for a ‘Perfect Day’ in terms of workplace cleanliness, select the very best talent to create a culture of high standards and exceptional performance throughout the organization, including those with personality metrics in the 9–10 range.\n    \n\n      \n      \n      \n      \n    \n\n      \n        Discover the secrets of upside-down management and doing the right thing with James Timpson's The Happy Index.\nWith over 2,000 locations across the UK and overseeing multiple operations daily for the past two decades, it’s fair to say that the CEO of the family-owned Timpson business knows a thing or two about running a successful company.\nWhat makes James Timpson’s approach to collaboration, profit and success is simple: let the people you hire run your business.\nThat might seem like a simple concept to a CEO, manager or director but if you think about the hundreds of meetings, hours lost from your day by responding to emails, signing off on projects and more, you will notice that you are still working in a traditional, top-down mindset. Doing this means the team you work with only see themselves as a cog in the machine instead of the trusted, valued colleagues that they are.\nThe Happy Index is structured into lessons that will equip you and the people you work with, with the tools and tactics to re-evaluate the ways you manage your business. Offering insight into the ways in which James has overseen the family business, he firmly believes that you will see the benefits of working with an upside-down mindset, not only for financial success but also your team’s wellbeing and happiness.\nReally, though, it’s easy. Turn up on time. Trust your team. Do your work.\n          LEARN MORE  \n      \n      \n      \n        \n        \n        \n        \n      \n    \n\n      \n      \n      \n      \n    \n\n      \n        \n      \n          \n            Facebook\n      \n    \n        \n      \n        \n        Pinterest\n      \n    \n        \n      \n          \n        Twitter\n      \n    \n        \n      \n        \n        Email\n      \n    \n      \n    \n\n      \n      \n      \n      \n    \n    \n    "
<https://harpercollins.co.uk/blogs/features/management-strategies-hiring-the-right-people>