December 3, 2025

How to Hire the Right Person at the Right Time: Lessons from a Family-Run Business

By Jessica Keffer

My husband and I proudly own The Sportsman’s Shop in East Earl, PA. Our store features a 12-lane indoor shooting range and firearm retail store. We employ approximately 30 employees. If I’m 100 percent honest, the people side of running a business can be the single most challenging component while also the most rewarding. Over the years, we have developed a reputation for being the most welcoming and friendly store in central Pennsylvania.

Shortly after I joined the family business, my father-in-law got me involved in the hiring and onboarding process, and it was there that my love for the people side of the business was born. His approach to hiring was straightforward: hire the right person at the right time. (Sounds simple, right?!) He refused to hire a “place-filler” or someone we knew wouldn’t be a good fit.

We worked very hard to build an environment that was friendly and welcoming to all. Bringing in the wrong person could quickly change the dynamic and customer experience — which is something he wasn’t willing to sacrifice. Mis-hires can truly be detrimental to a business, leading to lost customers, negative reviews and frustrated staff.

As I got more involved in the hiring process, we had many discussions and some included the occasional pushback from me challenging him on a potential hire. I would often say “But, this person is available for the shift we need.” And he would respond with “Yeah, but have you considered…” I’m sure you can hear the conversations!

What I didn’t realize through this back-and-forth was how he often led me to the same conclusion. Each time as we dug deeper into the candidate, we ultimately knew it wouldn’t be a good fit. There are many times we intentionally choose to run short-handed over hiring the wrong person — an approach our entire staff fully supports.

To give you an idea of how these high standards are maintained, I wanted to share these very simple steps to help in hiring the right person.

Pre-Interview: Identify Current Need

Before we even begin the hiring process, we have identified our current needs — whether it’s a specific position, specific hours or a combination of both.

My hiring process starts with a conversation, either via phone or email, where we discuss their availability and ensure it matches our needs. This conversation is the first opportunity to get the first look at a few key areas — how easy they are to communicate with and how quickly they respond. While this has never been a deal breaker for me not to bring someone in for an interview, it’s a valuable piece of information.

Interview

• For an interview, I make sure I have the candidate’s application and resume – I always review this ahead of time and note anything I may want to have them elaborate on. I also have copies of the job description available for them to review. I have a standard list of questions prepared to help keep myself on track – questions such as: What is your availability? Why do you think you would be a good fit? What do you know about our company?

For the interview process, I approach it very much like a conversation. I’m less worried about the perfect answer to each question. To me, it’s more important to sense passion and interest. Some of the critical things I look for during our conversation is the flow of the conversation — does it flow easily? Are they easy to talk to? Do they seem to have a positive outlook? Do they smile? The best conversations are the ones in which my pen goes down and my list of questions is forgotten.

While we can teach product info and firearm safety, the art of communication and friendliness isn’t as easy to teach. I will always hire for personability over experience and knowledge. Positivity and friendliness go such a long way and will have an immediate impact on customers.

Getting Your Team Involved

I also get other staff involved in the interview process. It could be another manager or co-owner. I have found that often the applicant will open up to them in a different way and often ask some different questions. I always debrief with the staff members involved and get their opinion. A good “green light” indicator is consistency in the answers and we agree they would be a good fit.

I also poll the staff member who greets the applicant when they arrive for the interview for their honest first impression.

There are times when I’m unsure after the initial interview, and at that time I invite the applicant back in for a second interview. For this round, I make sure I have another manager or my co-owner involved. Prior to the interview, I have briefed them on the previous interview and any hesitations. I then take a step back and let them take the lead. I watch and wait to see if they have the same feelings.

One of our best employees that has been with us five years went through four rounds with my father-in-law and it has been quite the joke to this day! My father-in-law always wanted to ensure that it would be a good fit both ways. While I keep the same mentality, I typically won’t hold more than two interviews.

My biggest secret weapon during interviews is my pup, Rudy. Dogs have an innate ability to know a good person immediately. While I’m somewhat joking about him being a secret weapon, it shows a side to the person I wouldn’t otherwise see.

The above insights aren’t necessarily the perfect magic formula, but they have become good indicators that have led to many successful employees for us.

Job Offer

When I know we have the perfect candidate who will be a great fit for our team, I make them an offer. Sometimes I’ll make the offer in person at the conclusion of the interview, and other times on the phone post interview. During that time, we agree on a start date and it’s full steam ahead to prepare for them to join our team. We have a detailed onboarding plan designed to make their transition onto our team a success. Upon hire, we have frequent check-ins with our new staff member to ensure they are comfortable and feel like part of the team.

Taking the time to create a detailed and consistent hiring process will prevent many future headaches. We simply don’t compromise on the hiring process. Making the right hire at the right time has allowed us to ensure we continue to offer the level of service that we are known for. Using cues the candidate offers during the interview and translating those to how they will treat your staff and customers is extremely critical and helpful.

Will you be at the 2026 SHOT Show^®?

Your team is your greatest asset. Learn how to attract top talent, strengthen team culture and retain high performers through proven strategies for hiring, onboarding and development.

Learn more from Jessica Keffer during this SHOT University™️ session, which will guide you through every stage of the employee lifecycle, from attracting talent to retaining top performers.

Learn how to source candidates effectively, conduct meaningful interviews and implement onboarding strategies that set employees up for success. Explore habits that strengthen team culture, the benefits of cross-training and ways to recognize and retain your best people.

The session also covers how to manage customer feedback related to staffing and navigate generational differences in the workplace. Walk away with actionable insights to build an engaged and empowered team that reflects your business values.

Enroll in this and other educational opportunities during the SHOT Show registration process, or add sessions anytime to your registration.

Seats will be limited. Enroll early to get your spot! Enrollment Fees Per Session: $40 NSSF Members | $75 Non-Members. Learn more about NSSF Membership here.

About the Author
Jessica Keffer is the Vice President and Co-Owner of The Sportsman’s Shop, a family-owned business she runs with her husband, Anthony. she manages marketing, training, and talent development. As a SHRM-CP, she emphasizes a people-centered leadership approach, fostering a strong team culture and supporting sustainable growth.

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