chauffeurs/hiring with your head!
DESCRIPTION
A simple guide to hiring great chauffeursTRANSCRIPT
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P R E S E N T E D B Y : J E N N I F E R B R U G L I E R A
HIRING WITH YOUR HEAD!
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ARE YOU STRUGGLING TO HIRE GREAT CHAUFFEURS?
• By the end of Q1 most transportation companies
are actively hiring and training new chauffeurs.
• Who makes a great chauffeur? What makes them
great?
• How do you attract them?
• What kind of questions should you really ask during
the interview?
• How do you keep them?
• How do you manage them?
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WHY NEW HIRES FAIL
1) Coachability: 26%
2) Emotional Intelligence: 23%
3) Motivation: 17%
4) Temperament: 15%
5) Technical Competence: 11%
HIRING FOR ATTITUDE **Mark Murphy
(Hiring for Attitude)
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CHAUFFEURS ARE THE BACKBONE
• Your organization is only as strong
as the weakest link
• Best chauffeurs = number 1 asset
• High performance under pressure
is what the new economy is all
about
• Need to be intelligently staffed
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YOUR COMPANIES “BROWN SHORTS” (SOUTHWEST AIRLINES): COMPANY
CULTURE
• Brown Shorts are the
specific attitudes that make
your organization different
from everybody else.
• What are your companies’
“Brown Shorts”?
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3:3:3 EXERCISE
• 3 Best Employees
List first name and 3 skills that
made them the best
• 3 Worst Employees
List first name and 3 traits
that made them the worst
• In the past 3 years
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CREATING AN ATTRACTIVE JOB POSTING
• Define the “job”
• Create a guide
• Make it fun and upbeat
• Post it on sites geared towards
“hourly” employees
• Let your top chauffeurs know
you are hiring and ask for
referrals
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JOB POSTING EXERCISE
• Create a Chauffeur job posting using the “job” as a
guide with the goal of hiring more top performers.
(3:3:3 exercise) Remember to showcase your
companies “culture”. Would you want to work
here?
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THE INTERVIEW
• Phone Interviews
• Keep the candidate talking
• “Fit” for culture
• Questions geared towards situations
that arise in your actual business
• Don’t be boring
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EXAMPLES OF QUESTIONS TO ASK
• What would you do if a client arrived at the airport with
12 pieces of luggage and you were driving a sedan?
• What would you do if a dispatcher called you at the
end of your shift and asked you to do one more run?
• How would you handle a client who gets into the
vehicle angry because you are late, yet you were just
given the trip information and not previously assigned
to this client?
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EXAMPLES OF QUESTIONS TO ASK
• What would you do if you feel a dispatcher is “playing favorites” and you are not being assigned what you think is an appropriate amount of work?
• What would you do if you overheard another chauffeur speaking badly about the company to a chauffeur from a competing company?
• What would you do if a client asks you to “step on it” and disregard posted speed limits?
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EXAMPLES OF QUESTIONS TO ASK
• What would you do if 12 passengers try to stuff
themselves into an 8 passenger vehicle?
• What would you do to ensure a female passenger
traveling alone is safe at her final destination?
• What would you do if someone offered you cash in
between scheduled trips to “just drop me off a few
blocks away”.
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EXAMPLES OF QUESTIONS TO ASK
• What would you do if underage passengers start engaging in sexual behavior?
• What would you do if passengers start engaging in illegal activities?
• What responsibilities do you think are involved in transporting passengers for hire?
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EXAMPLES OF QUESTIONS TO ASK
• What do you think is
“professional behavior” in the
field?
• What would you do if a client
requested you to join them at
dinner/event?
• How much conversation
should you engage in with a
client?
• How many languages do you
speak?
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WHERE WE CAN GO WRONG
• Has the “interviewer” ever been a
Chauffeur or gone through
Chauffeur training?
• Has the “interviewer” been properly
trained to interview effectively?
• Place emphasis on candidate’s
ability and motivation to do the
actual job
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WHERE WE CAN GO WRONG
• Don’t make a hiring decision in the
1st 30 minutes of the interview.
• Make a “NO” vote based on
factual info not gut reaction
• Base your decision on the
applicants ability to do the JOB
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RETENTION
• Don’t OVER promise
• Be honest about the pay and work volume
• What training is in place once hired?
• What are the benefits of working for your company?
• Is there performance based recognition?
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WHAT DO YOU DO WHEN THINGS GO WRONG?
• Roundtable Discussion:
• Accountability
• Gossip
• Confidentiality breach
• Being a team player
• Written Warnings
• Spot Inspections
• Jealousy