SmallBizRecruiting.com: The 3 Golden Rules for S
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Posted By: Jon C. on November 23, 2007 Recruiting for small business can be a challenge – you as the owner or hiring manager are assuming the responsibilities of a full-fledged HR department. These three steps are essential to keep you and your business out of hot water, while bringing in quality employees to build your enterprise. 1. Know the basics of proper HR practice and employment law. This is the most important step that is often overlooked by small business owners and managers. Small businesses are not exempt from the law. Not knowing how to protect your business can turn a small misstep into a major lawsuit or violation, or simply cause headaches and wasted time. The good news: there’s plenty of free and low-cost information online about proper hiring and recruitment practices. The Society for Human Resource Management (SHRM) is a good start. Invest in an annual membership for $160, which among other benefits, gives you access to SHRM’s online training resources. Make sure you know the basics of EEO compliance if it applies – if your business has more than 15 employees, it does apply to you. Brush up on your interviewing skills, and don’t be tempted to “wing it”. A seemingly innocent interview question might actually be a discriminatory practice, making your company legally liable. Have all of the necessary paperwork ready, including federal and state tax forms, EE0-1 reporting forms, direct deposit enrollment, and your company’s policy handbook. If your company offers health or retirement benefits, have the summary plan descriptions (SPDs) and enrollment forms available. Before posting your job opening, make sure the job description is clearly written and legally sound. Review the skills and qualifications to make sure they are appropriate for the job. If necessary, have an HR consultant review your job spec. A good overview is available here: http://www.shrm.org/hrresources/basic_publ... 2. Select your recruiting sources carefully, and place your job opening. A well-placed job posting will yield quality candidates – a poorly placed job posting will waste your money and time. For professional and technical jobs, Internet recruiting is a must. You might need to invest in posting on several specialty sites, such as job boards for a particular industry (IT, construction, engineering etc.) to find a candidate with the skills you need. Do your homework and compare several sources. The national career websites may not always be the most cost effective option. When recruiting for entry-level and service jobs, remember that your prospects may not have Internet connectivity, so you’ll need to use a variety of media. Local newspapers and circulars can reach your audience at a reasonable cost. Don’t forget to answer the questions your prospects will have. Is your work site accessible from public transit? What about overtime and weekend schedules? Are health benefits effective from the date of hire, or is there a waiting period? Don’t forget about in-person recruiting, either. Stay abreast of career fairs, conventions, and organizational meetings in your area. Develop relationships with career placement officers at your local colleges or trade schools. Attend meetings of local professional organizations, and keep a list of contacts for job openings and referrals. 3. Create procedures for interviewing, hiring, and orientation, and stick with them. As tempting as it is to skip the formalities in lieu of a friendly chat with your new hire, remember that the procedures exist to protect you and your business. The hiring process shouldn’t be impersonal, but it should always be professional. Save the jokes and small talk for after the hiring decision is made and the contract is signed. A few tips: § No off-the-cuff interview questions. Stick to your game plan – otherwise when your casual discussion turns to family, politics, health conditions etc., you’ve just opened the door for a lawsuit. § Be polite and hospitable, but remember that you are in a business transaction. Don’t make statements that suggest a job offer unless you intend to make an offer. (Examples: “You’ll fit in great here. Your skills seem perfect for the job. When would you be able to start? You’ll be working with Kim and Roger.) § Be prepared to negotiate salary. Know the range you’re prepared to offer, and the highest you’re willing to go. Make sure that your offer is competitive in your area, and that the job responsibilities and expectations are appropriate for the salary range. Only interview candidates that are a good fit. § Have a rating system established to evaluate your candidates. “Gut feeling” and rapport can play a role in who you hire, but those things are hard to justify. Rate your candidates objectively, and take good notes of each candidate’s individual strengths and weaknesses AS THEY APPLY TO THE CANDIDATE’S ABILITY TO DO THE JOB. No more, no less. Would you like more information about successful recruiting strategies for your small business? Email jecarter@hbcuconnect.com to join the SmallBizRecruiting email list. www.smallbizrecruiting.com If you enjoyed this article, Join HBCU CONNECT today for similar content and opportunities via email! |
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Jon C.
Benefits Management Analyst, State of Ohio Hampton University class of 2004 Member Since July 2003 |
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