Issue link: https://read.dmtmag.com/i/56967
MANAGEMENT WINE WISE MARKETING Get it right ast year I worked with another consultant to help Chankaska Creek Ranch & Winery in Minne- sota interview and qualify candi- dates for a general manager position. Patty Held of Patty Held Consult- ing in Missouri and I narrowed the field by going through more than a dozen résumés and individually selecting our top six candidates. We then individually conducted the preliminary interviews and com- pleted a report that listed the can- didates in order of our preferences. At each stage we had a conference call with Chankaska owner Kent Schwickert to discuss the reasons for our choices. The top candidates were then brought into the winery and interviewed by an onsite team. It was a very thorough way to find the perfect fit for this important position. ELIZABETH SLATER the first time Tips for hiring employees, without regrets Although using this process to find hospitality staff would be expensive and time-consuming, it still is important to take your time in finding valuable employees. The people you hire to work in the tasting room, organize or work at events, and manage your wine club, are the face and voice of your winery. They interact with your customers, playing a big part in the success of your direct-to-consumer programs, and thus your profits. For these reasons, it's important to find and hire the right people for these jobs, and it begins with knowing exactly what you want and the types of skills candidates should possess. DO YOUR HOMEWORK Where to start? Carolyn Silves- tri of The Personnel Perspective in Santa Rosa, Calif., suggests doing "a thorough analysis of the skills you really need now and in the near future." Good point: The more you understand what you are looking for, the better chance you have of finding the right person the first time, saving time, money, and most importantly, discomfort and frustration in the workplace when your staff has to work around a per- son who just doesn't fit. If you don't have an up-to-date With a large talent pool to choose from, employers must be methodical in choosing the right person for the job. WWW.VWM-ONLINE.COM job description for the position you are trying to fill, preparing one is a great place to start. Job require- ments change all the time; many tasting room manager job descrip- tions include a social media com- ponent that wasn't present a few years ago. If you haven't updated Elizabeth Slater is the owner of In Short Direct Marketing, a direct marketing com- pany that works with individual wineries and winery associations. the job descriptions for the positions you need to fill, now is the time. You also need to understand and be able to articulate the culture of your company to potential job can- didates. You want to hire people who work the same way you and your staff do. For example, do you prefer to be involved in every deci- sion made regarding your opera- tions, or do you prefer to give your managers and employees an over- all vision and let them work out the details? It doesn't matter whether you are a micro- or macro-manag- er, as long as you hire employees who have the same preferences and understand their roles in your scheme. Before you start hiring, create a list of the employee traits you desire. Ask yourself what would be the ideal personality type for each SHORT COURSE Know what you want in an employ- ee and make your expectations realistic. Develop a solid job description with both technical and interpersonal skills required. Sort out the "definitely not" resumes and focus on the "maybe" and "absolutely" candidates. Use phone and in-person inter- views to glean information on candidates' values and abilities to create rapport. Respond to all applicants, even the "definitely nots." MAR - APR 2012 VINEYARD & WINERY MANAGEMENT 19