Last updated on February 17th, 2023
Part of scaling up your small business is expanding the human component. Eventually, your tasks would build up, and you would need to hire new people to help you with other specific jobs. You would also need people with a certain level of expertise to get quality work.
(Photo credit: World Relief Spokane)
Let’s face it. The recruitment process is tedious work.
Not only would you need particular skills for some of the required tasks, but you would also have to ensure that the person you are hiring is as perfect a fit to your company culture as Cinderella’s foot is to her glass shoes.
You would need to train that person for the first few months. It would be best if you planned his progress and how they fit into the bigger picture. You would spend a lot of time focusing on and training that person.
But think of it as an investment, albeit with the risk of leaving your business. In this case, the reward of having an able employee that would be an excellent fit for your business far outweighs the risk of the same employee leaving your company.
Finding the potential of a perfect fit, though, is another matter. Here are some but often forgotten stuff you need to do during recruitment.
Do that job write-up!
I know it’s a hassle to write the job’s specifics, such as particular skills needed or the actual responsibilities. It’s much easier to say you’re hiring an IT Programmer and post it on your company website. Seriously though, write that job description.
And be specific. (Photo credit: marcus_jb1973)
You and your hires might have different ideas about the job. You might be looking for a programmer specializing in Java, but all your signups are trained in C++. Doing the write-up prevents confusion and saves you a lot of time. Creating a job aid for implementing a specific task would greatly help.
It also sets expectations on the job as well as the culture of your business. Take some time to write a detailed but concise write-up to communicate your needs.
Formulate a reasonable evaluation method
Similar to anything you would do in your business, you would need a list of key performance indicators for your new hire to evaluate, in a sense, if the shoe fits.
(Photo credit: Glamhag)
The thing is, the CVs and portfolios of your potential hire may matter from the start. Still, you won’t know if your hire fits your business until he starts working with you — thus, the need for employee evaluation.
Assuming you have written the job’s description, be clear with the employee that he will be evaluated but be sure to base the criteria on the job write-up. Set up goals that need to be met and the assessment methods that come with them.
Also, don’t be afraid to speak your mind regarding your employee’s subpar performance. Similarly, don’t be stingy with the praises, either.
You got a new asset! Show some enthusiasm!
(Photo credit: Lotus Carroll)
Be excited about the employee that you are recruiting. This isn’t a police interrogation; it’s a conversation. Talk about your business, what you do, and what you expect your employee to do. Say that you are excited about his stay in the company.
Not only would this show positivity in a somewhat tiring task, but it would also motivate your new recruit to do his best to meet your expectations.
Unless he’s a slacker. But why would you hire a slacker?
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