The Importance of Emphasizing Personalities in Your Hiring Plan
It’s not a well kept secret in the mortgage industry that for a loan originator to reach the highest levels of production, and professional success, they need to have a team behind them that allows the LO to spend their time doing what they do best – bringing in new business, and closing loans.
The problem for many young, inexperienced, or former lone-wolf originators is that they’ve never had to hire and manage people before. With no experience, and no plan to execute, it’s easy to have missteps in your hiring plans that lead to poor fits and high turnover.
Instead of gaining more time for profit generating activities, you have to start your hiring process all over again.
That’s why getting the right fit for your business is so important.
Of course, you want to hire someone that will easily assimilate into your office culture, and we’ve written on that subject before, but it’s only one piece of the puzzle with job candidates.
Some managers put a lot of value on experience, or skillset, however some of the most successful entrepreneurs in the world believe that those are the least important qualities for a new hire to possess. Skills can be trained, experience can be gained.
But you can’t train personality.
Those inherent traits in a person don’t change because you want them to.
If you want to make a great hire, it is absolutely integral to get a feel for whether or not the person has the personality traits that will allow them to succeed in the position you are hiring them for.
A position that requires an employee to be on the phone constantly, and/or prospecting will not mesh well with a person who has introverted tendencies that manifest in ways such as call reluctancy. It doesn’t matter how great they seem or how well they fit your culture if when the phone rings their palms are sweating because they don’t want to answer.
In formulating your hiring plan, you’ll need to identify exactly which roles you need, and at what stage in your growth. You don’t want to over hire, but you also don’t want to hire for a position that your business is not ready for, such as a business development role before you have a rockstar processor.
Once you’ve got the roles/stages ironed out, it’s time to start building the personality puzzle. If EVERYONE is Type A, you’ll experience more inter-office conflict. You have to build the right mix.
We’ve spoken to team leaders who’ve given advice such as, “you need to have tellers and doers” or “there has to be a fostering older person that takes care of people, but also the young and ambitious people that drive and push everybody to excellence because they’re smart and go getters”.
There are lots of opinions on exactly what the personality mix should look like, and definitely no consensus answer, but the strong belief is that there must be complementary pieces to this puzzle and they need to be aligned with the roles they’re filling.
Should your processor be a firm, meticulous, task master? Or would the role best be served by someone who is more flexible and adaptable to changing circumstances, but also isn’t necessarily so laser focused on their singular goal?
These are the types of questions and discussions that need to be had before developing your “ideal fit” description of each role in your hiring plan.
We’ve even spoken to a leader of a top producing team who told us that he asks candidates to complete a DISC personality exam to get more insight about whether or not the candidate will succeed or fail in the areas that the role requires.
One thing is clear, no matter how you go about developing your plan or assessing your candidates, everyone wants the right person for the right job. It makes your business life easier, and increases job satisfaction for your employees because they also know that it is a good fit where they can be successful.
How you go about determining who the right person is for the job might benefit tremendously from considering personality fit for your team.