Recruiting Options for Small Employers

By Paul Finkle, CMC, SPHR – President & CEO/Principal

The topic of how to find talent in today’s challenging market was discussed at a recent CEO group meeting. With the improving business climate, combined with millennials staying about two years (and expecting to see growth and progress), it’s often necessary to have some sort of consistent recruiting tool. For employers too small to have a full-time recruiting function, the group agreed there were a few good options:

  • Contract recruiters – if several open positions need to be filled, or there is a high volume of searches required for a short period of time, a contract recruiter could be a good solution.
  • Traditional recruiting firms – the general view was that these firms were expensive and should be reserved for key position searches or as a backstop when other options fail.
  • Do it yourself – have the manager or an internal staff person post positions on your own site, LinkedIn, Indeed, Craigslist or others.
  • Alternate recruiting – sites like BountyJobs.com – this is a technology solution where employers can post job requirements, as well as what they want to pay a recruiter, and interested recruiters can bid on and fill the positions.
  • Internal referrals – The CEOs all confirmed that this is best source of quality talent. The consensus was that the referring employee should get at least $1,000 if the new hire stays more than 90 days.

While there are pros and cons to each option, and there are certainly more solutions than those listed, the group agreed that these are some of the most common options used by small employers.

This blog would not be particularly helpful, however, if it omitted basics of pre-recruiting preparation:

  • Start with your organization chart and be clear on where the position fits.
  • Develop a solid position description that outlines the skills and requirements needed to be successful in the job.
  • Create a position profile that effectively presents the advantages of working in your organization, as well as the skills desired.

Note: Talented candidates almost always have more than one opportunity and it takes salesmanship to get the top job seekers to consider your organization, particularly when you are small.

Lastly, check for negatives. Go to Glassdoor and see what your employees are saying about you and make sure there is nothing on the site that is incorrect. Also, check your own website – not only should you post your open positions on your own site (and remember to take them down once filled), but your site should be welcoming to potential candidates and hopefully give a glimpse into your culture and what it would be like working at your organization.

Disclaimer: Some information contained herein has been abridged from numerous sources and may be protected by various copyright laws. Such information should not be construed as consulting or legal advice. Please contact our office for specific advice and/or referrals.

3 Things Leaders Must Do Every Day

By Saul Macias, MBA, PHR, Vice President of Professional Services/Principal

Leading others is hard work and it is a vital function in any organization. Oddly enough, though, very few organizations are able to make a large investment in resources and formal training to ensure that their managers are equipped to lead others effectively. We often have to rely on our own reading and experience to help us become better leaders. So I was pleased when a client forwarded an article in the Harvard Business Review summarizing the 3 Things Managers Should Be Doing Every Day.

The authors, Linda Hill and Kent Lineback, argue that building trust, building a team, and building a network are three key elements in a manager’s ability to function effectively as a leader. They offer compelling rationale for why these principles are more important than, say, workflow management, quality control, and resource management.

Managing is the art of getting things done through others. At the root of this concept is the ability to influence others, and in order to that well, there must be trust. Rightly so, they argue that trust is built when the manger demonstrates high levels of competence and character. They write, “if people believe in your competence and character, they will trust you to do the right thing.

Building a team is another key principle espoused by the authors. In this principle, the leader’s role is to define the purpose, values and rules of engagement for the group and then manage through the team. When the team is bound by a collective purpose, shared values and norms, they create the sense that winning as a team is the best way to win.

The concept of the leader’s role in building a network was not as intuitive to me as the other two concepts in the authors’ model. But it makes sense, if you think about it. Everyone and every team depends to some extent on external partners. The team can’t do it alone. So the leader must be able to build and support networks of partners that can support the current and future needs of the team.

To read more about these principles and the authors’ opinions on how to build trust, build team, and build a network, click here.

Disclaimer: Some information contained herein has been abridged from numerous sources and may be protected by various copyright laws. Such information should not be construed as consulting or legal advice. Please contact our office for specific advice and/or referrals.