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Hiring And Keeping Skillful Personnel
Good human resources are hard to find. It may be easy to fill empty positions if you are a huge, reputed, organization (like Google), but there is a tremendous challenge attracting (and keeping) top performers if you are smaller and not well known. As a New York Recruiter this is a challenge I face on a daily basis, particularly since I compete with fellow Recruiters in New York.
As per chief executives and industry recruiters, who were interviewed for this report, there are three main areas on which to focus: the quality and market condition of your product or service, environment, and salary.
Leading edge technology and a high perception of quality will attract top technical and design people, salespeople and support people, all for different reasons. Technology people relish the challenge of developing something new, plus they need ongoing chances for skill improvement to remain fresh.
As for top sales people, a powerful product means they can earn bigger commissions, and their self-image are fulfilled by being on the leading edge. And top support people are smart enough to know that a quality product makes everyone's job simpler, and it enables them to earn their incentives. For everyone, superior products will earn your company better returns, enabling more reinvestment in R&D, offering challenges and adventure for your technical people, and additional and better product for your sales and marketing team.
The following factors play a large role in the preference of an employee to join an organization:
Environmental factors - the corporate culture, the caliber of co-workers, the attitude of your management team, and your physical environment can be crucial in finding and retaining talented people.
Corporate culture is one area smaller companies have an edge - that "hell-bent-for-leather" approach makes it exciting and challenging to accept the job, and there are fewer layers of bureaucracy people find so suppressing. Real teamwork, where success is shared and the team asserts a common commitment, will draw other top professionals.
Having a smart, talented staff will attract more smart, talented people. So will a collegial atmosphere which values the opinions of the rank-and-file along with open-management policies keeping the teams informed on the state-of-the-company.
A training plan, well thought out career paths and professional conference attendance are more ways to attract and keep people. Other small but important options include dress code, flexible work hours, telecommuting, offices with walls - these all help.
Last is the issue of compensation. The big salary problem is no matter how much you pay; a competitor can offer a little bit more. So in terms of salary level itself, you simply have to be at or close to your market value.
Equity - stock grants, options and equity-like phantom stock - is a great way for smaller companies to attract people at all levels. Plus, smaller companies can grant equity without the usual waiting period required by public and bigger companies.
What does all this mean in real terms? Even if you are not a Manhattan recruiter, some of the suggestions in this article are difficult to implement than others, and some describe conditions you simply can't accomplish. Must you arrange for every item stated above? Of course not, but systematically providing your people with the challenge to be their best, the opportunity to gain knowledge, the freedom to be creative, the incentives to perform and produce, a feeling of ownership, and the esteem as professionals - these are the aspects that will make top technical and sales people want to join your corporate, and have them continue.
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