If a business wants to grow quickly but in a sustainable manner, one area in which it must 'lift the average' is recruitment.

A robust recruitment process will help to hire fellow zealots who make your team, business and workplace even better.

Selecting the right people to jump aboard is a critical task that leaders must nail. Near enough isn’t good enough. Are you disciplined enough to say ‘NO’ to every ‘MAYBE’ that you meet?

Ensure new recruits lift the average of existing high standards:

Here’s an overview of the approach we use at The Physio Co. for finding great people.

  1. Culture fit: an ability to effortlessly live the values of the business

Applicants present plenty of examples – in writing and in person – of how their life aligns with the business’ core values

  1. Passion for the mission: more than just a willingness to work towards the mission, but also an interest, a curiosity and a real passion for the type of work

This workplace may not be for everyone, so a genuine affinity is essential

  1. Passion for the business: applicant preparation and research

Ensure alignment between the business’ core purpose, core values and vision and the applicant’s personal and professional goals

  1. Key Skills: qualified for the job

Easily contactable references from qualified professionals who are willing to vet the applicant’s skills

To maintain a strong culture, selection is as much about keeping the wrong people out of the team as it is about getting the right people in.

At Zappos, the Las Vegas-based online retailer, people who don’t fit their culture are referred to as ‘polluters’. I love the simplicity of this term because I’ve seen it first-hand.

When the wrong people join a team, they quickly start to pollute and dilute the very culture you’ve worked so hard to create.

It must be a clear ‘YES’ for cultural fit from existing employees involved in the selection process.

At any point throughout the selection process, if any existing team member involved in the selection process (and it's important multiple people are involved) is not 100 per cent convinced an applicant is the right person to join the team, then that applicant won't get the gig.

A ‘MAYBE’ that cannot be resolved so that the doubter feels confident in the potential recruit joining the team becomes is a definitive ‘NO’.

Culture is far too important to risk employing even one person who could damage it.

The first question we ask at initial application is: Which of the business’ core values resonates the most – and why?

Our recruiters keep a scorecard on each potential team member that stays with them through the interview process.

The recruiters who complete the first interview fill out the ‘Post-Interview-Size-Up!’ to rate the applicant on alignment of values, passion for the mission, communication skills, love for learning and flexibility.

It asks the recruiters to decide why they are considering hiring this person with questions such as:

  • are we considering this person because we really need somebody to fill this position, or is this person truly a great culture fit?
  • Does the applicant seem to be all about themselves or all about the job?

The skills assessment and site visit are then marked against the scorecard and carried through to any necessary second interview (often with the CEO in the room) and a final decision.

A strong culture needs every team member aligned to the same vision and living the same values.

Building a strong and unique workplace culture is one of the most sustainable competitive advantages any business can leverage.