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Human Resources – Part 1
Thomas John Watson, Sr., president of International Business Machines (IBM) from the 1920s to the 1950s and
one of the richest, most successful businessmen of his time, once said, “Recently I was asked if I was going to
fire an employee who made a mistake that cost the company $600,000. No, I replied. I just spent $600,000 training
him. Why would I want somebody to hire his experience?”
Another famous businessman of today, and named 31st richest person in the world for 2007, is chief executive
officer of Microsoft Corporation, Steven Ballmer. He once said, “Certainly, we continue to bring in new people…I’
m very bullish about the employee base and what it can accomplish.”
If a company is only as good as its employees, then having an impeccable Human Resources (HR) Department
should be a top priority for any business striving for success. Human Resources is the field of personnel
recruitment and management. Their responsibilities vary, including but not limited to: recruitment, training,
employee management, benefits, disciplinary actions, and legal compliance. Over the next three issues, we will be
taking an in-depth look at the sometimes overlooked, but ultimately vital role of Human Resources.
Assisting with this investigation is Heidi Kierson, who handles Human Resources for New Jersey based, Johnny on
the Spot, Inc. She has shared her insight into the roles and practices of HR in the portable sanitation industry and
what has worked well for this company. Johnny on the Spot was established in 1970, when founders, who had
been pumping septic tanks since 1957, built six homemade, wooden portable toilets in their backyard. Since then it
has grown as a business and has been a leader in the industry when it comes to employee relations.
It is clear how much Johnny on the Spot respects and appreciates their employees when one reads on their own
website, “Loyal customers, innovative equipment, state of the art facility, and value added pricing does not add up
to success without quality personnel….Most importantly we respect each others work and genuinely enjoy each
others company.”
Recruitment and Hiring
1. Advertising
It is estimated that the total cost of recruiting, hiring and training a new employee is close to $4,000. It is,
therefore, extremely important that the right employees are hired. Hiring and training talented and committed
employees is an investment, but mistakes can lead to losses. When it comes to recruitment, there are two ways to
go about it. Companies can either use external recruiting agencies or they can handle it internally. Either way,
advertising must be done to attract the right type of employee candidates.
“We do advertise,” Kierson advised. “We use the local papers, some internet job sites, and we also post a sign
outside of our building. We also ask our employees for recommendations. There is a hiring bonus paid to
employees who refer a driver who is hired. We are proud of our extensive benefits package and that information is
always included in the ad.”
One of the most important aspects of advertising a job opening is a brief but accurate job description to help weed
out the wrong applications. When creating a job description, there are five questions HR personnel should consider:
1. What is the job’s primary function or role in the company?
2. What are the specific responsibilities of the position and are there any particular skills or training required to
fulfill these duties?
3. Is the job a management or supervisory position?
4. Are there any licenses, certificates or registrations that the applicant must possess?
5. Finally, it is good to list the logistics of the job opening, as in when the applicant would start, salary and shifts
required.
If the job description has eliminated the “B List” applicants, it is now necessary to advertise the reasons “A List”
applicants should desire to work for the company. Are there any incentives for applying? What are the employee
benefits? Are there any extra activities employees can get involved with? Is there opportunity for career pathing and
development?
Some companies will hold “open house” events, where large groups of possible candidates are brought in for
several rounds of interviews and activities which gage their abilities and team-work skills. Out of perhaps 50
applicants, 10 to 15 are generally selected and put through a training course together. Although this method is quick
and some genuinely hard-working and talented recruits can be plucked from casting this large net, it can also lead
to a high rate of turnovers and/or new starts backing out during or just after training.
“We do not have ‘open house’ events,” Kierson shared. “Operations management prefers to hire and train no more
than five new employees at a time. This ensures that all new employees are trained properly.”
2. Resumes
All of the resumes have been gathered and it is now time for HR to start sifting through the stacks of information.
Many employers do not take the times to read through resumes, but this step in the hiring process can sometimes
save a lot of time and money in the long run. Resumes can reveal much about a possible candidate and save you
the trouble of hiring someone wrong for the job.
When reviewing a resume, it is advisable to look for length of time on previous jobs. Applicants with many short-
term jobs in a row could indicate lack of commitment or problems with adhering to company policies. Gaps in
employment could be a warning of a criminal background or problems with substance abuse, and therefore any
lengthy gaps of employment should be explained. Check consistency of dates for previous employment. Sometimes
simple errors will occur and its nothing more than that, but many overlapping dates could indicate that the applicant
is not being honest about their previous employment.
“Education is not normally a big issue, however, we do require that employees can communicate in English—this is
necessary to communicate with operations and also customers,” Kierson explained. “We prefer that applicants have
some driving or office experience, but we hire most employees with no portable restroom or septic experience. We
do like to see route experience and/or a military background. We have some former UPS guys moving up through
our ranks at a very quick pace.”
The skills from the resume should match the requirements of the job description. Having a copy of it at hand can
be useful. When sorting through the resumes, make stacks differentiating between candidates that seem perfect for
the job and others whom you are less confident about. Running background checks for any previous criminal
activity, drug-screening and reference checks can further narrow the list of possible candidates.
“The Supervisor for each department reviews the applications or resumes,” Kierson said. “Once they are vetted, I
will screen applicants by requesting an abstract, a criminal check, and an initial phone reference from previous jobs
listed. Interviews are granted after management reviews the application and results from the pre-employment
screening. We have certain criteria we look for first—driving experience, accidents, tickets listed on application,
references. If these are okay, they will be called for an interview.”
3. Interviews
Once all checks have been completed, you now have a list of candidates who seem to possess the skills,
experience and requirements you are looking for. The final stage of hiring is the interview. Some companies
conduct brief phone interviews before inviting applicants to come in. These phone interviews can be to request any
missing or unclear information on the resume or application, to assess availability of the applicant for certain shifts
or for start dates, and to assess his or her eagerness to get the job.
“When I do the initial phone reference, I ask for dates of employment, job duties, any problems with attitude or
absences, any accidents, and why they left the job. Of course, you can't always get answers,” admits Kierson.
Consistency in interviewing is very important to ensure that all applicants are examined by the same set of
standards. It is good if the same two or three people can do all the interviews, but even those managers would
benefit from discussing what they are looking for ahead of time. Some HR personnel have set formats for
interview questions, and each applicant is asked the same questions. This can be beneficial in enforcing
consistency, but can also limit interviewers from using their instincts. Either way, the interviews must give each
candidate an equal opportunity to answer the right questions.
“Operations management performs the initial interview,” explained Kierson. “There is no set format, but the same
manager conducts most interviews for each department, to obtain accurate comparison. Generally we try to
discuss several issues that are not specific to the job to explore the applicant’s character.”
Those conducting the interview should allow applicants plenty of time to respond to questions. Managers should
spend a maximum on 25% of the interview talking, encouraging the candidate to share as much as possible. Avoid
revealing to the applicant exactly what you are looking for at first, which may limit him or her from simply telling
you what you want to hear. Candidates should not be compared solely to other candidates, but rather focus on
their history and past performance to try and catch the rising stars in the workforce.
So what are employers in this industry looking for? What makes a candidate stand out during an interview? What
characteristics are most important? Experience? Attitude?
“We look for positive upbeat character and a solid work history,” Kierson replied. “Experience in the industry is
very difficult to find, but we would choose enthusiasm over experience anyway. Sometimes retraining is more
difficult than entry level. If the applicant shows up for the interview in a current company vehicle, that is a turn-
off. Reasons for leaving previous jobs interests us. We verify when possible.”
If a candidate does make it through the interview with flying colors, he or she may be asked to do some additional
testing before being officially given the job. Kierson explained, “Driver applicants must take a road test and a
physical agility test. If a driver is offered a job, it is with the understanding that they have passed a CDL physical
and a drug test.”
At the end of the day, an employee is hired and an investment is made in that person. The company is investing in
this employee because they trust in the hard work and efficiency of their Human Resources Department. Job
descriptions, advertising, resume reviews, background checks, references, phone interviews, scheduling and
sometimes conducting in person interviews….the HR department has put the work in to make sure the company is
making the right decision when they make that job offer. If HR has done well, the employee will be an asset to the
company. If not, there could be losses. This is why having a talented and competent HR department is so critical.
Also in this series
HR Part 2
HR Part 3
HR Part 4
one of the richest, most successful businessmen of his time, once said, “Recently I was asked if I was going to
fire an employee who made a mistake that cost the company $600,000. No, I replied. I just spent $600,000 training
him. Why would I want somebody to hire his experience?”
Another famous businessman of today, and named 31st richest person in the world for 2007, is chief executive
officer of Microsoft Corporation, Steven Ballmer. He once said, “Certainly, we continue to bring in new people…I’
m very bullish about the employee base and what it can accomplish.”
If a company is only as good as its employees, then having an impeccable Human Resources (HR) Department
should be a top priority for any business striving for success. Human Resources is the field of personnel
recruitment and management. Their responsibilities vary, including but not limited to: recruitment, training,
employee management, benefits, disciplinary actions, and legal compliance. Over the next three issues, we will be
taking an in-depth look at the sometimes overlooked, but ultimately vital role of Human Resources.
Assisting with this investigation is Heidi Kierson, who handles Human Resources for New Jersey based, Johnny on
the Spot, Inc. She has shared her insight into the roles and practices of HR in the portable sanitation industry and
what has worked well for this company. Johnny on the Spot was established in 1970, when founders, who had
been pumping septic tanks since 1957, built six homemade, wooden portable toilets in their backyard. Since then it
has grown as a business and has been a leader in the industry when it comes to employee relations.
It is clear how much Johnny on the Spot respects and appreciates their employees when one reads on their own
website, “Loyal customers, innovative equipment, state of the art facility, and value added pricing does not add up
to success without quality personnel….Most importantly we respect each others work and genuinely enjoy each
others company.”
Recruitment and Hiring
1. Advertising
It is estimated that the total cost of recruiting, hiring and training a new employee is close to $4,000. It is,
therefore, extremely important that the right employees are hired. Hiring and training talented and committed
employees is an investment, but mistakes can lead to losses. When it comes to recruitment, there are two ways to
go about it. Companies can either use external recruiting agencies or they can handle it internally. Either way,
advertising must be done to attract the right type of employee candidates.
“We do advertise,” Kierson advised. “We use the local papers, some internet job sites, and we also post a sign
outside of our building. We also ask our employees for recommendations. There is a hiring bonus paid to
employees who refer a driver who is hired. We are proud of our extensive benefits package and that information is
always included in the ad.”
One of the most important aspects of advertising a job opening is a brief but accurate job description to help weed
out the wrong applications. When creating a job description, there are five questions HR personnel should consider:
1. What is the job’s primary function or role in the company?
2. What are the specific responsibilities of the position and are there any particular skills or training required to
fulfill these duties?
3. Is the job a management or supervisory position?
4. Are there any licenses, certificates or registrations that the applicant must possess?
5. Finally, it is good to list the logistics of the job opening, as in when the applicant would start, salary and shifts
required.
If the job description has eliminated the “B List” applicants, it is now necessary to advertise the reasons “A List”
applicants should desire to work for the company. Are there any incentives for applying? What are the employee
benefits? Are there any extra activities employees can get involved with? Is there opportunity for career pathing and
development?
Some companies will hold “open house” events, where large groups of possible candidates are brought in for
several rounds of interviews and activities which gage their abilities and team-work skills. Out of perhaps 50
applicants, 10 to 15 are generally selected and put through a training course together. Although this method is quick
and some genuinely hard-working and talented recruits can be plucked from casting this large net, it can also lead
to a high rate of turnovers and/or new starts backing out during or just after training.
“We do not have ‘open house’ events,” Kierson shared. “Operations management prefers to hire and train no more
than five new employees at a time. This ensures that all new employees are trained properly.”
2. Resumes
All of the resumes have been gathered and it is now time for HR to start sifting through the stacks of information.
Many employers do not take the times to read through resumes, but this step in the hiring process can sometimes
save a lot of time and money in the long run. Resumes can reveal much about a possible candidate and save you
the trouble of hiring someone wrong for the job.
When reviewing a resume, it is advisable to look for length of time on previous jobs. Applicants with many short-
term jobs in a row could indicate lack of commitment or problems with adhering to company policies. Gaps in
employment could be a warning of a criminal background or problems with substance abuse, and therefore any
lengthy gaps of employment should be explained. Check consistency of dates for previous employment. Sometimes
simple errors will occur and its nothing more than that, but many overlapping dates could indicate that the applicant
is not being honest about their previous employment.
“Education is not normally a big issue, however, we do require that employees can communicate in English—this is
necessary to communicate with operations and also customers,” Kierson explained. “We prefer that applicants have
some driving or office experience, but we hire most employees with no portable restroom or septic experience. We
do like to see route experience and/or a military background. We have some former UPS guys moving up through
our ranks at a very quick pace.”
The skills from the resume should match the requirements of the job description. Having a copy of it at hand can
be useful. When sorting through the resumes, make stacks differentiating between candidates that seem perfect for
the job and others whom you are less confident about. Running background checks for any previous criminal
activity, drug-screening and reference checks can further narrow the list of possible candidates.
“The Supervisor for each department reviews the applications or resumes,” Kierson said. “Once they are vetted, I
will screen applicants by requesting an abstract, a criminal check, and an initial phone reference from previous jobs
listed. Interviews are granted after management reviews the application and results from the pre-employment
screening. We have certain criteria we look for first—driving experience, accidents, tickets listed on application,
references. If these are okay, they will be called for an interview.”
3. Interviews
Once all checks have been completed, you now have a list of candidates who seem to possess the skills,
experience and requirements you are looking for. The final stage of hiring is the interview. Some companies
conduct brief phone interviews before inviting applicants to come in. These phone interviews can be to request any
missing or unclear information on the resume or application, to assess availability of the applicant for certain shifts
or for start dates, and to assess his or her eagerness to get the job.
“When I do the initial phone reference, I ask for dates of employment, job duties, any problems with attitude or
absences, any accidents, and why they left the job. Of course, you can't always get answers,” admits Kierson.
Consistency in interviewing is very important to ensure that all applicants are examined by the same set of
standards. It is good if the same two or three people can do all the interviews, but even those managers would
benefit from discussing what they are looking for ahead of time. Some HR personnel have set formats for
interview questions, and each applicant is asked the same questions. This can be beneficial in enforcing
consistency, but can also limit interviewers from using their instincts. Either way, the interviews must give each
candidate an equal opportunity to answer the right questions.
“Operations management performs the initial interview,” explained Kierson. “There is no set format, but the same
manager conducts most interviews for each department, to obtain accurate comparison. Generally we try to
discuss several issues that are not specific to the job to explore the applicant’s character.”
Those conducting the interview should allow applicants plenty of time to respond to questions. Managers should
spend a maximum on 25% of the interview talking, encouraging the candidate to share as much as possible. Avoid
revealing to the applicant exactly what you are looking for at first, which may limit him or her from simply telling
you what you want to hear. Candidates should not be compared solely to other candidates, but rather focus on
their history and past performance to try and catch the rising stars in the workforce.
So what are employers in this industry looking for? What makes a candidate stand out during an interview? What
characteristics are most important? Experience? Attitude?
“We look for positive upbeat character and a solid work history,” Kierson replied. “Experience in the industry is
very difficult to find, but we would choose enthusiasm over experience anyway. Sometimes retraining is more
difficult than entry level. If the applicant shows up for the interview in a current company vehicle, that is a turn-
off. Reasons for leaving previous jobs interests us. We verify when possible.”
If a candidate does make it through the interview with flying colors, he or she may be asked to do some additional
testing before being officially given the job. Kierson explained, “Driver applicants must take a road test and a
physical agility test. If a driver is offered a job, it is with the understanding that they have passed a CDL physical
and a drug test.”
At the end of the day, an employee is hired and an investment is made in that person. The company is investing in
this employee because they trust in the hard work and efficiency of their Human Resources Department. Job
descriptions, advertising, resume reviews, background checks, references, phone interviews, scheduling and
sometimes conducting in person interviews….the HR department has put the work in to make sure the company is
making the right decision when they make that job offer. If HR has done well, the employee will be an asset to the
company. If not, there could be losses. This is why having a talented and competent HR department is so critical.
Also in this series
HR Part 2
HR Part 3
HR Part 4
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Serving the American Liquid Waste Industry Since 2002