16 lessons I’ve learned after hiring contractors for my MarketingSyrup Academy
I’ve hired and let go over 10 contractors for my course creation business in the last year.
And I did as a business owner paying my money (which gave me an opportunity to learn faster).
So here are 16 lessons I’ve learned.
1. Vet people well.
It doesn’t matter if someone came recommended.
A recommendation is a way to discover talent. It’s not a direction to hire it.
2. Look for curiosity and enthusiasm.
A medium-level specialist eager to help is more valuable than an expert who doesn’t care.
3. Don’t trust by word. Let them show.
The truth: if you ask a person during an interview if they can do X, 9 out of 10 will reply “yes!”
In reality, only 1-2 of these people will be able to complete the task in question.
Find a way to check it.
4. Don’t pay for test assignments.
Getting a fair payment is one of my biggest values.
So when I hired last year, I paid 3 people for completing a test assignment.
I didn’t need the output, I never used it for my business as it was all test accounts and data.
As a result, only 1 person did everything as I asked.
The 2 others missed a few points.
I paid all of them which I now think was a mistake.
If I chose to pay for test assignments again, I’d pay only for those that are fully completed.
Otherwise, it doesn’t motivate people enough.
5. Don’t close the door.
Sometimes, you’ll have the preferred choice and a few other people who can potentially be valuable in the future.
Don’t turn these potential options down
The preferred choice will not always work out. So it’s great to have options: everybody wins.
6. Look for the right values.
As a business owner, you are responsible for setting up and supporting your business’ values.
So you need to hire people who are aligned with them.
For example, I have a document called “MarketingSyrup Academy Voice”. It outlines the values of my Academy and the tone that should be used in all communications with students, be it on Slack or email:
7. Build processes.
You know your business best.
So don’t expect contractors to come and “get it” right away.
Build processes and walkthroughs before you delegate.
For example, I have a folder with processes and a file with links to short Loom videos explaining how to work with my platforms.
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When a new process is added, it’s documented.
8. Look for resourcefulness.
If something general can be easily googled, you as a manager don’t need to spend time explaining it.
9. Be friendly. But not a friend.
It’s important to set boundaries with your employees or contractors.
After all, you’re in professional relationships, not personal.
10. Give people work matching their level.
It was my biggest mistake.
I would make sure a person understands WHY they’re doing what they are doing and then think strategically to build something similar.
If you hire a doer, don’t expect them to build a strategy. Even if it looks simple to you.
If you hire an expert, they’ll need to get the ball rolling pretty quickly without a lot of support from you.
11. Set expectations.
Let people know what you expect from them.
It will help them understand their role better and will improve your professional relationships.
12. Notice the good things.
If you like what your contractor does, tell them. Thank them.
Notice these small and big things they do well, especially the ones you didn’t talk about.
It helps to build trust.
13. Be honest if something is not right.
If you see a mistake, don’t swallow it and re-do things yourself.
Let the person know.
If you never communicate it, they won’t know and won’t have an opportunity to do better.
14. Give an opportunity to improve.
If something went wrong, it’s ok. It happens.
Ask the contractor these questions:
Then, add it to the process.
15. Fire fast.
If something doesn’t work fundamentally and can’t be improved with a process, don’t force it.
Just let the person go.
16. Listen to your gut. Always.
To me, it means you don’t need to rationalize your choices like “this person will be a great addition to my team” or “this person is not the right hire”.
Inbound marketer at heart | Growing subscribers organically with Content + ASO + SEO | FEATURED SNIPPET Queen
2yWhile I understand your reason for supporting unpaid test assignments and you have all the rights to do business your way, I'm not a fan of unpaid labor. I worked with 5-6 contractors last year. None of them delivered what I wanted and I couldn't use any of it but I paid them in full. We never worked together again but at least, they got paid. Yes, I lost money and it hurts but I think it's me who made the mistake by choosing those candidates to work with. Next time if I ever hire again, I'll be more careful.
Organic Search Consultant. SEO Speaker & Author, Python DS ML Enthusiast, Ex Startup Founder, MMSc
2yI think we should always pay for test assignments regardless of the output. Candidates are investing time and should be compensated. There’s no motivation actually when you tell your candidates you’ll only pay if they did it well. You’re looking at the situation from your point of view as a business owner and how it benefits you without considering it from the candidates point of view. It’s a bit unfair. This is not a matter of whether something benefits your business or not, this is about compensating candidates for their time. Sometimes we do things even if they’re not bringing us value personally.