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Large or small, every company depends on its staff for
success.
But, unlike large firms, small companies have little margin for error
in any area, most particularly, hiring.
Smaller firms, especially those without a Personnel Department, face
significant problems in attracting producers. More than in big firms,
each employee plays a critical, if not vital role, in shaping the
future of the company.
Going It Alone
Candidates exploring options send resumes to large firms for several
reasons: they know that a larger staff means more opportunities and
that turnover will be greater. smaller firms, with their lower
profiles, often have difficulty capturing the attention of superior
candidates.
But it can be done.
In small companies, the recruiting responsibility for executives
usually falls on the CEO, who can least afford the necessary time to
ferret, winnow out, interview and interest likely candidates.
He or she may not know what salaries competitors are offering for
similar positions, or how to interest a candidate with hesitations
about working for a small firm.
The result of "do-it-yourself" recruiting can result in a staff which
is less ideal. The company may find itself falling behind in goals and
performance. But there is a solution.
Systematic Approach
A small company can recruit its own highly qualified personnel using a
systematic approach.
Before launching a search, the most important step is the preparation
of a job description with a salary evaluation.
The job description will contain specific job information, including
the number of people to be supervised, responsibilities, necessary
experience and extent of authority. Care should be taken to insure
that the language is precise and detailed enough to eliminate
ambiguities, possible conflicts, and unqualified candidates.
A salary evaluation, for in-house use only, determines the
relationships between the salary being offered for the current job and
various other salaried jobs in the company. The relationship is based
on skills, required experience and amount of knowledge needed to
perform each job.
The person responsible for the drafting of the description should,
ideally, enlist the help of the incumbent or the supervisor.
Effective Ideas
There are a number of methods small firms have found effective in
recruiting:
1. ASK YOUR STAFF: People who enjoy working for your company
can recommend likely candidates. To encourage your staff to submit
likely candidates, consider incentives, ideally cash bonuses.
NOTE: Employees seeking the incentive may spend an inordinate
amount of time and lose productivity in seeking personnel.
2.TRADE JOURNAL ADS: According to a psychologist at the
University of Missouri who studied performance patterns among
scientists recruited through various media, those who answered trade
magazine ads outperformed those who answered general newspaper ads.
Further studies have shown similar findings for other professions. The
professor speculates that trade magazine readers do their job-seeking
homework more thoroughly and were thus less likely to accept jobs
which did not match their skills and needs.
NOTE: Many likely candidates might miss your ad.
3.USE YOUR SUPPLIERS: They know the good producers.
NOTE: They may suggest friends who buy the most from them, not
necessarily the best qualified candidates.
4.POST OPENINGS:
Internal posting: Done properly, internal job posting Is an excellent
method of in-house recruiting, even in very small operations. The
process lifts morale by providing upward mobility for your staff. Jobs
should be posted a minimum of one week,preferably two, in a public
place. Any restrictions or exceptions,lateral transfers, duration in
previous position, etc.) should be absolutely clear.
NOTE: Rejected employees may feel frustrated, a situation that can
be avoided by introducing someone from another firm with recognized
credentials for the position.
Online posting: Online job posting can yield a huge response,
but often results in the time consuming and nonproductive chore of
separating the wheat from the chafe.
5.CONVENTION CONTACTS: YouŽd be surprised how many
sophisticated candidates are happy where they are working, but could
be happier. Create your own talent bank by asking for business cards
of those who impress you.
NOTE: Many qualified candidates do not want to be exposed as
Possible candidates, particularly with a competitor.
6.CONTACT TRADE GROUPS: Your trade association is a great
source of referrals of highly qualified applicants.
NOTE: You have to be careful not to alienate your own business
community.
7.ENLIST YOUR ALUMNI: Keep in touch with ex-staff members. They
may wish to return at some point themselves, or they may recommend
likely candidates.
NOTE: Their contacts may be limited and, as with suppliers, may
recommend friends, not necessarily the best qualified individual for
the position.
8. CALL A HEADHUNTER: Generally an efficient method of
identifying and attracting extraordinary candidates on a local and
national level.
NOTE: There is a cost to recruiting this way.
Know Your Company
When you have decided to recruit on your own, there are a number of
practical steps to take.
Analyze your company and its organizational structure. What kind of a
personality fits into the open slot? A go-getter? A decision maker? An
idea person? Or a combination of all? Ask yourself whether the
candidate could grow and assume expanded responsibilities if the
company were to grow twice as big.
A new employee need not have the same personality and drive as his or
her peers, but the difference should be complimentary, not opposite. A
workaholic manager under an easy-going vice president may lead to
decreased productivity and friction.
Compare Salaries
Second, take a good hard look at your salary structure. The right
salary and benefit package is often difficult to determine. Of great
help are the salary guides available from your association or industry
publications.
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