Picture this, you're walking down the wharf only to discover that a boat hasn’t been tied up properly... during the night the back rope has come loose and the boats now swinging around and rubbing alongside the wharf. As you approach the vessel, you can see gouges scratched along the hull and there's an indent where it has continually bounced off the wharf throughout the night. You race down and quickly tie it up to prevent any further damage. You pull out your logbook to see who last Skippered the vessel and discover it was the new skipper you had hired only 3 days ago...
Does this sound familiar? Have you ever made a rash decision when hiring a new person, possibly out of desperation? Shortly after hiring you learn more about them and start to question your decision-making. Instead of following your gut instinct by dismissing them and restarting the hiring process, you consider the amount of time you have already invested in the employee by introducing them to your company and working through the induction process. It's almost easier to persevere and hope that they will adapt and adjust to your company standards, as opposed to acknowledging the real reason they're applying - they haven’t lasted at any of their previous jobs.
Hiring a new Skipper is no simple task, especially in New Zealand where there has been a shortage of experienced, qualified Skippers. The alternative is finding someone with the potential, desire and motivation to train. You're looking for staff who are going to take your company values and apply them to your business, as you would. Someone who will take care of your vessels and equipment, as if it is their own. This process requires a great deal of time, effort and dedication from both the employer and the employee.
So, how do you know if someone is right for the job? And how can you prevent making this mistake again? The tip is all about asking the right questions:
Here are a few tips to help you in your decision-making: