Dwayne Kerrigan

It gives you a real cross contextual view of what it is that you can look at

based on their score and then you'll see like some people score really high in one area some person will score it really low that's a really good conversation to have not only is it a good conversation to have with amongst yourselves on the team it's a really good conversation to have with the applicant and it's like hey this is what we saw if you decide to hire them you hire them

But in the final interview process, it's like, here's what we saw.

Here's how we evaluated.

Here's what we like.

Here's where we might have some questions or we think that there's some opportunity for coaching and training.

And to think that everybody is going to be perfect and it's going to be lovey-dovey for the end of time when you hire somebody, I mean, that's not realistic in our intimate lives.

It's not realistic with our kids.

So it's not going to be realistic with our staff.

But at least it's a tool that you can then bring out through the onboarding process and have more conversation.

And it's a tool that you can reflect back on when you're doing one-year reviews or whatever your process is with that.

So that would be kind of interviewing intensely.

Compensation plan, I don't wanna spend a ton of time on compensation plan, but the reality is, is you need to reward the behavior that you desire.

And so whatever that compensation plan looks like, like I'm a big believer that 20% of most employees

their compensation plan should be tied to a bonus.

And depending on the evolution of where your business is, sometimes if you're a newer business, you may not know exactly where you're going to be in a year or two years.

You don't have the processes and the structure in place.

And that's okay.

But as you start to build structure, then you should start to compensate people based on

that structure and the goals that you've set and the metrics that you're trying to monitor.