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!

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?

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)

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

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”?

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

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

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?

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

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?

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?

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”.

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?

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?

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

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

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?

WHAT DO YOU DO WHEN THINGS GO WRONG?

• Roundtable Discussion:

• Accountability

• Gossip

• Confidentiality breach

• Being a team player

• Written Warnings

• Spot Inspections

• Jealousy