In nearly two decades of running McRae Enterprises, one thing has remained clear: the success of a business starts with the strength of its team. For a small business in commercial construction, bringing together and retaining great people isn’t just helpful—it’s essential.
Over the years, we’ve developed a hiring process that’s helped us protect the culture we’ve worked hard to build. It may not follow the typical path, but it’s been a key part of creating a team that works well together, takes pride in their work, and stays committed for the long haul. I wanted to share it in case it sparks ideas for others looking to grow with intention.
1. Every Candidate Needs a Sponsor
We begin with a simple requirement: no candidate can move forward in our process without a sponsor. A sponsor isn’t necessarily a close friend or family member (in fact, we avoid hiring family), but someone with a trusted connection—whether that’s a past coworker, mentor, or industry contact.
The role of a sponsor is to vouch for the candidate’s character, work ethic, and overall fit. It serves as an informal way to filter candidates, adding a layer of accountability before they meet the team. If a candidate doesn’t have an immediate connection to introduce them, I’ll personally meet with them first to learn more and, if confident, serve as their sponsor myself.
This step ensures we’re intentional about who enters the process, while keeping accountability built into every introduction.
2. Peer-Led Team Interviews
Once a candidate has a sponsor, they’re invited to a team interview—not with HR or a distant panel, but with the peers they’d be working alongside. If we’re hiring a carpenter, it’s the operations team doing the interview.
This approach has been valuable for two main reasons:
- Shared Ownership: Team members have a voice in who joins their crew, which builds investment and trust.
- Cultural Alignment: The people who live our values every day are the best judges of whether someone will contribute to that culture.
After the interview, the team holds a vote. Each member shares their honest perspective on whether the candidate is a good fit. When the team votes to move forward, they’re making a shared commitment—not just hiring a coworker, but welcoming a teammate.
3. Shared Accountability for Success
The team’s vote isn’t just symbolic—it reinforces shared responsibility. Instead of frustration being directed at leadership if a new hire struggles, the team recognizes: “We hired this person together, so it’s on us to support them or speak up if it’s not working.”
This shared mindset has reduced finger-pointing, encouraged open communication, and built a sense of collective responsibility for each other’s success.
It’s also made a big difference for new hires. Walking into work on their first day, they know they were chosen by their future teammates. That knowledge eases first-day nerves and helps them feel part of the team right away.
Why We’ve Kept This Approach
This process has helped us create a team dynamic where people feel included from the start. Each person knows they were welcomed intentionally and chosen thoughtfully. It’s one of the ways we’ve been able to keep a collaborative, supportive culture as we’ve grown.
It’s not a one-size-fits-all approach, and I’d encourage anyone considering it to consult with their legal advisors before adopting similar practices. But for us, it’s become a foundational part of how we grow with care and maintain a team that shares common values.
We’ve seen that culture doesn’t just happen on its own—it’s built with purpose, protected with intention, and strengthened by every decision along the way.
If you’re looking for ways to build a team that stays connected, accountable, and invested in each other’s success, I hope this gives you something to think about.
“A rising tide lifts all boats.” – John F. Kennedy