May 17, 2022

The War for Talent

By Paul Daniels

I want to follow up on my last blog. One of the continuing issues I hear every day is the challenge of finding good people—as I keep reading, “The War for Talent.” With wage inflation an issue and a shortage of available talent, glass shops are all looking for ways to attract good people. One way is to outbid the competition. This decision can affect your current employees, profit margins and overall corporate culture. It could also start a local talent war with your competition.

I’ve interviewed and hired many people over the years who, like myself, had no experience in the glass industry. In this economy it’s important to expand your job search beyond the glass industry. Last summer I wrote: In my past we believed in hiring for character and training for success. Finding responsible reliable candidates should be the first goal. Next, I look for experience that relates to what the job will entail. They may not have glass experience but have worked in construction or sold to builders or trades people. I always give a candidate some time to explain how their experience can be transferred to this industry. I explain that this is not what I call a wine’em and dine’em industry, but a relationship business where reliability and access are important.

Run ads that explain you’re looking for motivated applicants who are looking for a new industry and that you’re willing to provide training. This year in my job searches I’ve been surprised at how many qualified candidates have applied. They are only missing some glass experience and I believe most glass companies can supply that.

You also need to realize this job market is on a fast track. I’ve read that most serious job seekers are only on the market for an average of eight days. This means you need to modify and shorten your hiring process. Here are some good tips from

Make your job descriptions more specific: Job candidates appreciate vivid job descriptions that give a clear idea of their role in an organization. In addition, organizations should include some salient points on job perks and work culture in the posting.

Don’t waste time being disorganized: Considering how quickly the hiring process occurs from the first touch points to the official offer.

Pay for the job, not the person: Underpaying or overpaying a candidate based on their qualifications can lead to challenges in regards to fair pay. Organizations should identify the exact job requirements, price the role according to what’s externally competitive and internally equitable, and make minor adjustments based on the candidate’s profile.

Consider discussing compensation earlier in the process: I always bring this up right away on the first phone contact. If you’re paying for the job you should know the salary you are willing to offer. You don’t want to waste time interviewing candidates who are not in your budget.

Multiple interviews must go away: In general, follow-up interviews are unnecessarily time- and resource-consuming for job seekers and HR alike. By focusing so much on interviews, organizations may not be giving themselves a chance to showcase a good culture. At a baseline, giving a tour, discussing on-the-job perks, and plugging social opportunities will likely be a better use of your time.