#244 How to Hire the PERFECT Employee Every Time

Summary

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Podcast Summary: Owned and Operated – Episode #244

"How to Hire the PERFECT Employee Every Time"

Hosts: John Wilson & Jack Carr
Release Date: September 23, 2025

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Episode Overview

In this episode of "Owned and Operated," John Wilson and Jack Carr share a comprehensive, no-nonsense guide to hiring not just any employee, but the perfect, business-advancing A-player for your home service company. They break down four actionable steps for recruiting top-tier talent and getting the right fit for each role, especially in a challenging 2025 job market.

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Key Discussion Points & Insights

1. Look Inward First – Make Your Company Attractive

• Evaluate Your Offerings:
  • Before recruiting, thoroughly examine compensation, benefits, work environment, and overall value from an employee’s perspective.
  • Quote [02:09] (Jack): "What does my company actually offer?... If you were a technician, would you choose you?"
• Employee-Centric Mindset:
  • Compensation and work environment should be modeled with as much precision as pricing to customers.
  • Quote [02:51] (John): "Hiring is marketing and sales to internal customers instead of external customers."
• Infrastructure Matters:
  • Safe vehicles, well-maintained facilities, and quality tools signal investment in employees' safety and satisfaction.
  • Quote [03:53] (John): "If someone's not willing to invest in my safety with newer vehicles, what else are they not willing to invest in?"

2. Branding, Visibility & Promotion – Market Your Openings

• Job Postings = Storefronts:
  • Think of Indeed and hiring sites as your business’s job storefront—actively curate and update them to stand out.
  • Quote [04:45] (Jack): "Indeed is your storefront for technicians and for recruiting."
• Showcase Unique Benefits:
  • Clearly communicate key differentiators (e.g., “No On-Call,” “Guaranteed 40 Hours”) — these are high-value attributes for jobseekers.
  • Quote [05:29] (John): "If I was someone looking for somewhere to work... I'd be like, well, I don't want to do on call."
• Active Management Needed:
  • Simply posting isn’t enough; boost visibility, update frequently, and invest in outreach beyond “yard signs” and word-of-mouth.
  • Quote [06:58] (John): "No one is looking on your side street where your business happens to be located for a job."

3. Purposeful Job Descriptions – Clarity = Quality Applicants

• Be Realistic & Specific:
  • Avoid jack-of-all-trades roles; have concise, accurate responsibilities, and don’t overload positions.
  • Quote [08:56] (John): "I'll listen to some of the job descriptions... and it's like 15 literal, different, completely different jobs."
• Define Success & Metrics:
  • Set clear, measurable performance standards and include them in your job posting.
  • Quote [11:10] (John): "We want to have is clean expectations... We know what success looks like for your position."
• Attract Right Talent, Repel Wrong Fits:
  • Transparency about expectations filters for A-players and discourages mismatches.
  • Quote [11:51] (Jack): "If I can only do $800,000 a year as a CA and your thing says 3 million, I'm not even applying."
• Be Upfront with Compensation:
  • Avoid wide, vague salary ranges—they signal underpayment and confuse candidates.
  • Quote [12:37] (John): "I know that when I apply for this job, they're going to try to pay me $60K for $250K worth of work."

4. Assess for Human Fit – Go Beyond Resumes

• Alignment of Motivation & Role:
  • True A-players are those whose intrinsic motivations align with job requirements (e.g., money-motivated for sales).
  • Quote [15:17] (Jack): "There’s a commission-driven, hungry type who’ll go out at 9pm. Others just want to put it on tomorrow’s schedule."
• Tailor for Role Personality:
  • Each role requires a specific archetype—sales needs alpha drivers, accounting needs detail-oriented compliance.
  • Quote [16:03] (John): "You don't want a sales-hungry alpha driver in your accounting seat."
• Behavioral Scenario Interviewing:
  • Use practical, role-specific scenarios to reveal how candidates handle common stressors and challenges.
  • Quote [18:36] (John): "Like, are they a fit for the position? You want the most patient, technically honest, coaching person in that [QA] role."
• Culture Fit Is Not Enough:
  • Culture fit matters, but the right personality for the role is more critical.
  • Quote [19:31] (Jack): "It’s not only that you fit in with the business... It's also like, hey, you are the right personality type for this exact role."

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Notable Quotes & Memorable Moments

• Compensation as a Message:
  "Is your pay good? Is your benefits good? Can you hire? Can you retain?" — John Wilson [02:51]

• Marketing to Employees:
  "Why would a technician want to work with us? Why would a call taker want to work with us?" — John Wilson [03:19]

• Job Posting Visibility:
  "If you just put something up there... and you just let it sit for weeks, nobody's going to see it." — Jack Carr [06:48]

• Vague Salary Ranges:
  "Is it a $60,000 position or is it a $250,000 position? Those are completely two different expectations." — Jack Carr [13:03]

• Behavioral Interviewing Example:
  "We tried to come up with the dumbest, most annoying possible mistake to follow someone up on and ask, ‘Hey, how would you handle this?’" — John Wilson [17:31]

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Timestamps for Important Segments

• [00:34] – Episode intro, John introduces the episode and main topic.
• [01:58] – Step 1: Look inward; examine company offerings and employee value.
• [04:25] – Step 2: Branding and sales—market the job effectively, treat postings like storefronts.
• [05:54] – The importance of specific benefits (“No On-Call,” “Guaranteed 40 Hours”) and relatability in job ads.
• [08:56] – Step 3: Write relevant and realistic job descriptions; importance of scope and expectations.
• [11:10] – Including clear performance metrics in job descriptions.
• [12:34] – Pitfalls of ambiguous compensation in job ads.
• [13:13] – Step 4: Candidate’s attributes and alignment with role—go beyond the resume.
• [16:03] – Person-role archetypes and the importance of matching personality traits to job functions.
• [17:31] – Scenario-based interviewing and real-life example of role-fit filtration.
• [19:31] – Why culture fit is just part of the picture; focus on role fit.

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Takeaways

• Hiring is as much about honest self-reflection as it is about outreach.
  Make sure your workplace is one people actively want to join before investing in recruiting.

• Present your opportunities with clarity and tailored marketing.
  Clearly highlight real benefits, unique work conditions, and the true nature of the role.

• Stop overloading positions and muddying job descriptions.
  Be clear on what you need, how you measure success, and what’s in it for the employee.

• Hire for personality and motivation fit as much as for skill.
  Use scenario-based questions and behavioral assessments to ensure alignment.

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For more insights and actionable playbooks, visit ownedandoperated.com.

Transcript

[A]

The video is not how to hire an employee. The video is how to hire the perfect employee. The a player that moves the business forward. What does success look like? What do we think that candidate would look like?

[B]

But it's also like, hey, you are the right personality type for this exact role.

[A]

Totally. Who is the human being and what are the attributes of that person that would make them successful?

[B]

Because that's another part of it too. Right. Is how you're managing your indeed profile. You just let it sit for weeks. Nobody's going to see it.

[A]

What we want to have is clean expectations. Is our compensation good? Is our benefits good?

[B]

Foreign.

[A]

Welcome back to owned and operated. I am your host, John Wilson. During the day I run a 30 million dollar H VAC plumbing and electric company in Ohio. Today I'm joined by Jack Carr from Jackquisitions. Today we're talking about how to hire the perfect employees. The ultimate hiring guide. Make sure you watch till the end because the last one's probably the best.

[B]

What's going on, John?

[A]

Let's do it. Hiring people, man. 2025, we're here. It's a weird hiring year.

[B]

Yeah. No, I mean it's definitely a weird hiring year. I think it's because of leads have been weird. But how do we hire people is the real question.

[A]

Yeah. Going to the best people. Right. So 2025 is weird economy's weird consumer stretch. There's news every day about it. How are we bringing on the A players that are going to move our business forward? Are you tired of chasing reviews and watching competitors outrank you on Google? Well, big reputation has your back. They're an AI powered review and SEO platform built just for home service businesses. With automated review generation, a keyword rich responses and heat map local search tracking, you'll finally get the visibility and reputation you deserve. Plus they integrate with all major CRMs you already use. And the best part, setup is free and your first month is on the house. Book your demo in the description below. Bigreputation AI. So we're going to be talking about the four steps to hire the perfect employee. The ultimate hiring guide. So step one.

[B]

Sweet. I mean step one before you start even looking to post on. Indeed. Or you start going out and you know, ruffling feathers at the supply house. First step, best step is to take a look inward.

[A]

Yeah.

[B]

Say what does my company actually offer? Start doing some market research. Start trying to figure out if you were a technician, would you choose you? Would you choose you?

[A]

Yeah.

[B]

And then how do you make that happen? Like how do you change your offering before you start offering to make sure that that's applicable? A great example that I always see is if you had some money to spend towards, hey, we offer a life insurance policy for all of our people. Do technicians actually want that? Do they sign up for that?

[A]

Do they know that?

[B]

Do they know that?

[A]

Yeah.

[B]

And making sure that you figure those items out before you start. Because if you start, you're going to waste some time, you're going to waste money spending on deed for not the best technicians.

[A]

Yeah, yeah, totally agree. Like, is your pay good? Is your benefits good? Like, can you hire? Can you retain? And to me, this, I think the framework for hiring that just makes a ton of sense to me is hiring is marketing and sales. It's just marketing and sales to internal customers instead of external customers. So when we're thinking about hiring, it's the same thing. Like, hey, why would a customer want to work with us? Why would a technician want to work with us? Why would a call taker want to work with us?

[B]

Us Y.

[A]

Like, what are the features and benefits of working with Wilson? So they've got great pay, they show up on time, the pricing's good. Like, it's all the same thing. It's just a different customer base. The technician, the employee.

[B]

Yeah.

[A]

So, yeah, I think we all put a ton of thought into how we're thinking about how we show up to customers, our pricing, how we price jobs, how we sell jobs is the same thing. Is our compensation good? Is our benefits good? Are we physically in a safe location that people want to show up to work or are we in the cheapest place we could find?

[B]

Like, do the trucks look good? Do I have to drive around in.

[A]

A breakdown that could endanger my life? If, if someone's not willing to invest in my safety with newer vehicles, what else are they not willing to invest in?

[B]

Yeah, I think that's huge. And I think it's a forgotten step. I mean, it's. It sounds silly, but like, oh, we know that technicians are paid $32 and we're going to offer health, kind of a half, half healthcare and then that's all we're going to do. Yeah. But a. I guess this moves kind of into step two, though is it's actually showing that and being forward with that. There's. And there's kind of two ways marketing it. It's. You market it.

[A]

So how do we build something that people want? Then how do we tell the whole world about it? Step two, branding and sales. How do we Introduce the world to the fact that we have jobs.

[B]

Yep. I mean, it's funny because during the workshop we were comparing indeed to like an aggregator. But they're very similar.

[A]

Or indeed to gmb.

[B]

Or indeed to gmb.

[A]

Excuse me. Totally.

[B]

Yeah. And they're very similar, like gmb. It's your storefront.

[A]

Yeah. Yeah.

[B]

For customers. Indeed is your storefront.

[A]

Yes.

[B]

For technicians.

[A]

Yes.

[B]

And for recruiting. I mean, not only technicians, but anybody you're going to hire. And so making sure that as you go through, indeed you are looking and, and curating your post to show that and to be forward.

[A]

And then, well, even on the feature side, like GMB is going to be like, hey, here's the times. We're open, we run weekends, no on call, know good price, like whatever your GMB attributes are. Yeah, indeed's the same thing. Like I think just look at your job compared to everyone else's job. What do they say? What do your say? Like do they say no on call? Well, we, we did this yesterday.

[B]

Yeah.

[A]

Like I don't have on call, but we don't put that on our job description like on our job title. So like we're doing it wrong. Like we need to go do that because the next two people next to us all said no on call. So if I was someone looking for somewhere to work, I'd be like, well, I don't want to do on call. That's sucks we got rid of it in the first place, but we're not advertising it.

[B]

Yeah. And then there was another one we looked at which I found extremely interesting and that was guaranteed 40 hours or as a guaranteed work week.

[A]

Yes.

[B]

Right. And so I was thinking about that from the standpoint of if you are a technician and you're leaving your current company.

[A]

Yeah.

[B]

Why are you leaving your current.

[A]

Especially in 2025.

[B]

In 2025, in a shoulder season, you're looking for stability. I don't have stability where I'm at. I don't have full job board and they only put me on one job today. So if I see that and they're guaranteeing a 32 or 40.

[A]

Totally.

[B]

Like that's a win. Like that's what I'm optimizing for because that's why I'm leaving.

[A]

Yeah.

[B]

So making sure that whatever those benefits are that you came up with, maybe it is no, no on call. Maybe it is the, the how much you're going to spend. Maybe it is the, the, the medical, the dental, whatever the 10,000 things you could offer once you come up with Those things. Step two is to be very forward.

[A]

Yeah.

[B]

Right. It's to show the world that's what you do and make sure that people are seeing it.

[A]

Yeah.

[B]

Because that's another part of it too. Right. Is. Is being good with your. How you're managing your. Indeed. Profile. If you just put something up there, you put no paid behind it. You just let it sit for weeks, Nobody's going to see it.

[A]

Well, I mean, even worse than that. Like, I've talked with people that are like, dude, we just cannot find anybody. I'm like, oh, man. Yeah. What are you. Like, what are you doing? Like, that sounds like a serious issue. Like, you know, it's going to hold the business back. And they're like, well, we put a yard sign out in front of the building. And then I'm like, and what else? And they're like, well, that's it. I'm like, well, how many? Like one plumber a year probably drives by your facility. Like, that's the most ridiculous thing in the world. So just make sure you're where people are looking. No one is looking on your side street where your business happens to be located for a job. Like, that's. That's a ridiculous thing. Now, unless we're going to put one out front of our shop, because now two people moved onto our street. So we'll try to grab their text. Better pay.

[B]

Yeah, yeah, yeah, that's funny. No, I, I mean, it makes sense. I think about a lot. The one that we hear. I hear a lot is, oh, I told my technicians that there's a signing bonus.

[A]

Yeah.

[B]

And that's all. And I'm going, yeah, that's good. It's a good first step or a good additional step. But that's not the only step. Like, you gotta. You have to be in front of people.

[A]

Yeah.

[B]

It's like word of mouth. You can run a business on word of mouth. It's great business, but you're not gonna be able to scale.

[A]

Yeah.

[B]

So same things apply. It's a lot of the same concepts as scale of marketing and number two, and then number three, probably one of the most important decisions you can make in your ETA journey is which SBA lender. You are going to pick a lender who will be in your corner to get you closed on the deal as well as set you up for future expansion. That is why we partnered with Alan Peterson from First Internet Bank. He and his team take a How can we approach? As well as I personally know, they specialize in home service acquisitions. Mention the show or my handsome bald head and receive a reduced good faith deposit as well as a detailed deal review and maybe even a buy side pre qualification, no strings attached. Head on over to alanfib.com that's a L a N F I B dot com or click the link below to get connected.

[A]

Is your job description relevant? Like, do you know what you're hiring for in the first place? We make this mistake a lot. We still make this mistake now. We've gotten so much better at it over the years. But what we really like, what do we want and is it realistic? Hey, I want a the best H Vac installer slash service guy, slash sales guy who can also pick up the phone for me and work part time. Like yeah, it's crazy. I'll listen to some of the job descriptions that people put together and it's like 15 literal, different, completely different jobs. And they're like, yeah, like just hire the, pick up the phone on the weekends, at nights, that'll be great. Also if you could dispatch during the day and it's like my guy, no one wants that job. And if somebody does accept that job, they're desperate, they're going to leave in 30 days when they find something not ridiculous. So make sure the job description is relevant to like what you actually need them to do. And make sure that it is a tight enough scope of responsibility that you know if they're doing a good job or not. And if you're doing 10 different people's jobs, no one can know if you're doing a good job or not. You're just gonna, you know, you're not gonna do a good job.

[B]

So from an applicable idea here, does that, does that look like I know a lot of times we see, hey, I want you to be a comfort advisor. I want you to sell units or sell product or sell something. Then I also want you to service that, that fix it. And then I also want you to.

[A]

If you could install it too, that'd be great. And then by the way, do you think you could help pick up the phone? Like just like that happens a lot. Like I know service managers being compensated like you know, base plus bonus 90, $100,000. They're part time call taking their part time dispatching. I don't think that's the best use of that.

[B]

Parts people?

[A]

Yeah, part time parts people, part time fleet manager. Like that's not the best use of that salary. So what's the job description? How am I going to hold you accountable? How am I going to measure you and what does success look like for your position?

[B]

So that's a good point. Do you put that on your job description?

[A]

Absolutely. How do we put the metrics, like.

[B]

What you're expecting them to do?

[A]

100%.

[B]

That's. We need to start doing that.

[A]

So we, because what we, what we want to have is clean expectations. Like, hey, what you can, what that tells you, what I hope that tells the applicant is what you can expect from us is we are an organized business. We know what success looks like for your position. And this is what it looks like. If you do these things, you will be successful.

[B]

And when driving top talent, like, there's also. It also calls out a lot of. Not top talent.

[A]

Yeah.

[B]

Because if somebody looks at that job.

[A]

They'Re like, oh, I'm going to be held to a standard.

[B]

And well, yeah, even if. And not only held to the job standard, but like, hey, if I may, if I can only do $800,000 a year as a CA and your thing says 3 million, I'm not even applying.

[A]

Yeah.

[B]

Like, I'm looking at that going, that's crazy. That's not even possible. But that technician that's doing 4 million, he's like, oh, yeah, I can hit that.

[A]

Yeah.

[B]

So you're bringing in confidence right out the gate.

[A]

Totally. And the, the video is how to hire the perfect employee.

[B]

Yeah.

[A]

The video is not how to hire an employee. The video is how to hire the perfect employee. The A player that moves the business forward. So you have to set standards that you like, what does the A player look like? How do we set these standards? And how do we. How do they know how they're going to be measured? How do they know how they can win? Like, people need to know what they're going to make. You know, we, we were looking at a job description yesterday during the workshop. The, the compensation was 60 to $250,000.

[B]

My quick one to 3 million. Like, it could be anything.

[A]

That's crazy. Yeah, like, that's crazy. And the, the employer's probably like, I think I'm showing that there's some opportunity here. And the average employee is going to look at that and be like, I know that when I apply for this job, they're going to try to push me at 60. They're going to try to get. They're going to try to pay me 60 for 250 worth of work.

[B]

Yeah. And. Or the other thing I always wonder is, like, is it a $60,000 position or is it a $250,000 position?

[A]

Totally.

[B]

Those are completely two different expectations.

[A]

Four times change.

[B]

Yep.

[A]

Yeah.

[B]

So I mean I don't even know how they come up with those numbers. It doesn't make sense.

[A]

Number four, most important in my mind is we have created a good compensation and benefits program. We've got a place that is good to work. We have new trucks, we have like a clean office. We have core values on the wall. Like we've done the thing, we've told people that the job exists, we've advertised it, we promote it on indeed or ZipRecruiter or wherever. Maybe a front out sign out in front of the building. We've made a job description that's relevant to what we're trying to do and the final one is are you still using a clunky phone system for your service? Business OpenPhone is the modern business phone platform powered by AI that helps you stay responsive, connected and never miss a call. With shared Numbers, call summaries plus deep integrations with Slack, HubSpot and more. OpenPhone keeps your team aligned and and your customers taken care of no matter what time. Start your 7 day free [e-mail] owned and get 20% off your first 6 months just for being a part of the owned and operated crew. Open Phone no missed calls, no missed customers. As we think about all of those things together, who is the human being and what are the attributes of that person that would make them successful? Like what's going to make them tick. We're here to identify a players so something that we've just learned, you know we've hired hundreds of people and something that we've learned in the failures is that we ignored the parts that made them tick. They had a great resume, they had the perfect background, they were well talked inside our interview but we hired them for a position that we expect sales they committed they said yeah I can hit that expectation that's in the job description. I'm totally down for that. But when we dive into their motivations a little bit like they're not money hungry, they're not motivated by money, they think they can hit that. They like the idea that there's an aspirational dollar amount that they can drive but like what makes them tick isn't dollar so they are not aligned with what we're trying to do.

[B]

What comes to mind is when you hire a comfort advisor who's sales only forces a base 100% and they force a base or a job comes in at 9pm at night there's two types of employees. There's one that's commission driven, that's hungry and is going to go, yeah, send me that job. I'm going to be out there, I'm going to go sell that. And there's another like, ah, put it on tomorrow. Yeah, put it on my schedule tomorrow. And then between 9pm somebody's at, somebody's a player shows up, sells them the unit and tomorrow you get a cancellation.

[A]

Yeah, that's perfect. So I think when, when we've started doing job descriptions, especially jobs that we've never hired for before, we take, I think like an ounce of preparation is worth a pound of like post.

[B]

Yeah.

[A]

So we, we take some time and we're, we just think through like, hey, here's this job description, here's how we've decided to compensate this job. Here's the benefit, here's everything about this job. Here's the, you know, the metrics, what's the success look like and what do we think that candidate would look like? Would look like. And it's not always the same. Like you don't want a sales hungry like alpha driver in your accounting seat. Right. So you can't use the same archetype for every position in your company. You want someone pretty compliant in your accounting seat. You want someone dedicated, you want someone who's, who's going to be detail oriented. That's a totally different like profile of human being than a sales manager.

[B]

Oh, 100%.

[A]

And like a sales manager is a totally different profile from a salesperson. Like sales manager. They need to be a coach. They need to be kind of an alpha. They want to win, but they need to be a coach. Like when, so when we're trying to identify personality, hey, this guy messed up like he's having a bad week. What do you do? How do you handle that? Yeah, like what do you think and how they answer? That's really interesting. We've started coming up with very specific examples. So we had a, we have a position right now. It's called a quality assurance tech. So their whole job is to close down installs so we don't have callbacks. So the day after we install a job, he visits like checks it, basically good to go. Yeah, yeah. First off, flex. Secondly.

[B]

Right.

[A]

Secondly, when we think about that role, like what do we need? We need someone detail oriented. We need someone highly technically competent. But like I bet most contractors would stop right there, like, hey, there's one like really one to two really important things that come next. You're closing up the job. How good are you at talking to Customers. Because you are the last person in that home. Like, you gotta be the best, most personable person in the world. And finally, when you find a mistake and it is your job to find mistakes, how will you coach that back? So what we did is we created some absolute bullshit scenarios. We tried to come up with the dumbest, most annoying possible mistake to follow someone up on and ask, hey, how would you handle this? So like one of them was, yeah, they piped the condensate backwards. So it just went the wrong way. Like, I don't. Like, what, what do you think? Like, that happened yesterday. How do you think you'd handle that? And we're looking for someone to say, oh, that's just. How could they pot? That's so stupid. That'd be like perfect. Like, you're not the. You're not the person we were looking for.

[B]

I'm not the person. Because that's exactly what I said. Yeah, well, so would I. Yeah, like.

[A]

So would I. I'd be like, are you serious? You actually pipe to condensate backwards? Like totally. Like so. Really? Like, are they a fit for the position you want the most patient Technically on? Honestly too coaching person in that.

[B]

What a great position for some of those older technicians who are trying to get out of the field. They love coaching and they love showing their knowledge. Like, it's a great position.

[A]

Great position.

[B]

Not for me.

[A]

Yeah.

[B]

Because I would yell at the person like, you're idiot.

[A]

Totally.

[B]

Don't ever do that again.

[A]

Totally. So like, so a lot of it is, how do we find out what's going to make them tick? How do we create some scenarios so we understand how they're going to react under stress?

[B]

That's super interesting because I assumed it was just going to be like number four was going to be culture. Like, are they culture fit? Which is part of it? Like, that's a. But that's like a very. I think culture fit on step four is part of what you're saying.

[A]

Yeah.

[B]

But it's a sliver. Yeah, that is a sliver. Because it's not only that you fit in with the business and people like you and that you work here, but it's also like, hey, you are the right personality type for this exact role.

[A]

Totally. This is I think the most important and most overlooked step.

[B]

Yeah.

[A]

Like what makes you tick as a human being, what makes you unique and what makes you uniquely qualified for this seat.

[B]

Yeah. Because we'll do ride alongs and it's like, hey, this is an installer. It's a ride along position or they do a ride along to see if they're a good culture fit. You know, the other technician likes them. Their knowledge. There's not. They're not. He's knowledgeable.

[A]

He knows I'd have beers with him. Yeah.

[B]

But then. Or.

[A]

And.

[B]

Yeah. And he's a good installer. But then he gets started and there's just something he's just not. It's a good cultural fit, but not a good fit for that role.

[A]

Yeah.

[B]

For whatever the 10,000 reasons may be.

[A]

Yeah.

[B]

And it's just his personality isn't good for ex position.

[A]

Yeah.

[B]

Wild. Yeah, man.

[A]

I'm glad I brought some.

[B]

Yeah, you brought some knowledge even to me on this one. Not that I'm super knowledgeable.

[A]

So I'm glad I brought some heat.

[B]

That's good.

[A]

So those are the four steps to hiring the perfect employee. The ultimate hiring guide. 2025. You know, a unique year for hiring, but hopefully this playbook gives some tools in the toolbox.

[B]

Sweet. I appreciate it.

[A]

If you like what you heard, make sure you check out owned and operated dot com. Leave a comment below with a cool benefit that you offer your employees. Like it's up.