Employing And Sustaining Competent Employees
Good employees are hard to find. It may be easy to fill empty positions if you are a huge, well known, corporation (like Google), but there is a huge challenge attracting (and keeping) top performers if you are smaller and not well known. As a New York Recruiter this is a challenge I encounter on a daily basis, particularly since I compete with fellow Recruiters in New York.
According to chief executives and industry recruiters, who were interviewed for this article, there are three main areas on which to focus: the quality and market position of your product or service, environment, and compensation.
Innovative technology and a high perception of quality will attract top technical and design people, salespeople and support people, all for various reasons. Technology people relish the challenge of developing something new, plus they need ongoing chances for skill enhancement to remain fresh.
As for top sales people, a strong product means they can earn bigger commissions, and their egos 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 bonus. 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 more and better product for your sales and marketing team.
The following factors play a large role in the decision of an employee to join a company:
Environmental factors - the corporate culture, the caliber of co-workers, the attitude of your management team, and your physical environment can be essential 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 come to work, and there are fewer layers of bureaucracy people find so stifling. Real teamwork, where success is shared and the team affirms a common commitment, will draw other experts.
Having a smart, talented staff will attract more smart, talented people. So will a friendly 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, designed career paths and professional conference attendance are more ways to attract and keep people. Other small but significant options include dress code, flextime, telecommuting, offices with walls - these all help.
Last is the matter 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 near your market rate.
Equity - stock grants, options and equity-like phantom stock - is a powerful way for smaller companies to entice 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 harder to implement than others, and some describe conditions you simply can't achieve. Must you arrange for every item mentioned above? Of course not, but methodically providing your people with the challenge to be their best, the opportunity to gain knowledge, the independence to be creative, the incentives to perform and produce, a feeling of ownership, and the respect as professionals - these are the things that will make top technical and sales people want to join your company, and have them stay.
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