HR Solutions: Hiring issues vital in success of small firms

You originally began your small business to use your special job talent or skilled trade.

You probably started out as the sole employee. You have built your organization due to a reputation for quality.

You strive to ensure 100 percent customer satisfaction, since every client is critical to continued growth.

How could you have predicted the success you are now experiencing? But you have found that as your enterprise has grown, you no longer have time to use your gift the reason you went into business in the first place. Instead, you are now the general manager of a booming company.

Your skills are not in managing workers. Turnover is high, morale is low, and you predict a heart attack from the stress if things do not change. Hope is in sight if you implement the following strategies.

Hire the right people

Start by determining the specific job duties for a position, which will tell you the knowledge, skills and abilities a successful candidate will need.

Ascertain the amount of experience required while being careful not to shoot for the moon. Do not make the mistake of insisting upon a college degree, either. Few jobs in a small business truly need an associate that is a college graduate; experience counts more.

Next, decide the personality characteristics an individual needs to have to accomplish the responsibilities of the position, as and match your management style and the culture of your firm. If the staff member you hire does not possess traits that match these three areas, you will see an increase in personnel problems, stress, wasted time and turnover.

If you do not feel competent in the field of selection, seek professional help. The person you hire will definitely have an impact on quality, sales and customer service. A good hiring decision is an owner's front-line defense against future problems.

Train employees

No matter how busy you think you are, force time into your schedule to train both new and existing workers. Otherwise, a high error rate will be noticed throughout your organization. This will cause you to lose customers, revenue and your temper.

Angry behavior from an owner is a strong predictor of turnover. In addition, the loss of one person is equivalent to 35 percent of his yearly salary. The cost substantially decreases your profits.

Provide feedback

Give positive feedback when employees perform exceptionally well. This is the No. 1 factor behind low turnover.

Provide constructive feedback the minute behavior occurs. Do not raise your voice or be too blunt. Remain calm and focus on behaviors.

Delegate properly

Take the time to fully explain a task. If 10 steps are necessary for successful completion, do not be in such a hurry that you explain five and hope the rest are understood through osmosis. It will not happen, and your blood pressure will skyrocket because nothing will be done correctly.

Instead, ask your associate to repeat back what you just told him to do.

Nine times out of 10, faulty communication will have occurred. Furthermore, be sure to follow up at strategic points in the project.

Pay competitively

For both recruiting and retention purposes, it is critical to base the salary of your positions on the pay level within the market. You may think this is unaffordable, but the alternative cost is lost sales due to unqualified workers and the inability to capture new sales because of unfilled positions. Conduct a survey to determine what is fair.

An old paraphrased proverb states that a wise man builds his business, but with his own hands he also tears it down.

Use these tips and watch your business increase and your stress decrease.

(Lynne Haggerman is president/owner of Haggerman & Associates, an employment, management training, human resources consulting and outplacement firm.)