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    How-To-Hire Handbook for Small Business Owners
    How-To-Hire Handbook for Small Business Owners
    How-To-Hire Handbook for Small Business Owners
    Ebook94 pages1 hour

    How-To-Hire Handbook for Small Business Owners

    By Andrea M. Hill

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    About this ebook

    One of the most challenging aspects of any business is the hiring, training, and fostering of employees. The How-to-Hire-Handbook for Small Business Owners will walk you through the process, from planning through orientation.
    This handbook is filled with useful tools, including:
    Two simple worksheets for planning the types of employees you need and
    LanguageEnglish
    PublisherHill Management Group, LLC
    Release dateFeb 24, 2014
    ISBN9780991600106
    How-To-Hire Handbook for Small Business Owners

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      Book preview

      How-To-Hire Handbook for Small Business Owners - Andrea M. Hill

      The How-to-Hire Handbook for Small Business Owners

      Andrea M. Hill

      Acknowledgement

      This book would not be possible without my life partner Marlaine. She has helped develop and refine these hiring concepts over the years, she is my first and best proof-reader, the kindest yet most thorough of critics, and she keeps our lives together in every way. To say this book would not have been possible without her is an understatement.

      About the Author

      Andrea Hill has a long history of successful business development and management, from being a senior member of a major publishing house management team, to CEO of an international clothing design firm, to CEO of one of the world's largest jewelry distributors and manufacturers. In 2007 she formed Hill Management Group with the intention of distilling her corporate experience into tools and knowledge that would provide small business owners with immediate benefit. If you want all the details on Andrea's background, you can find her online resume at www.linkedin.com/in/andreahillconsulting.

      Andrea has expert knowledge in strategic development, branding, marketing, leadership development, human resources, operations design, lean manufacturing, quality systems, and strategic measurement. She is regularly published in the business press, has written and delivered dozens of management development programs, and excels at leading executive teams through strategic development processes.

      But the most important thing to know about Andrea is that she believes small business is the backbone of North American commerce. Small business accounts for the vast majority of our employment, opportunity creation, and innovation, she says. I can think of no nobler thing to do with the latter half of my career than bring everything I have learned to the service of these brave people who wake up every day and create opportunity for themselves and others. Is that overly dramatic? I don't think so. Small business is the embodiment of our shared pioneer spirit. It's important, it's exciting, and it's what I do best.

      Chapter One: Prelude: We Begin

      One of the most challenging aspects of any business is the hiring, training, and fostering of employees. Hiring a new employee is nerve-wracking. Even the most exemplary candidates cost in terms of additional wage expense, training time, attention, and inevitable mistakes. Perhaps of even greater concern to most small business owners, adding a new person changes the culture. So it's no wonder that most people put off hiring until the last possible moment.

      But what happens when you can't put it off any longer? What happens when the company is suffering more from the lack of help than from the potential risks of bringing in new help? At that point you must attract, interview, hire, train, and incorporate a new person into your organization. How you do those things will make the difference between a good outcome and a terrible one.

      This handbook will walk you through the most important things you must consider, understand, and do when it's time to hire. So let's get to it! There's a good chance you've waited too long already.

      Chapter Two: Deciding What Help You Need . . . And When You Need It

      If you're like most small business owners, you realize you must hire someone (or at least, you finally accept you must hire someone) when you haven't slept for three days straight. I don't judge. It happens. And if that's the place you're at right now, you have decided to read the right book.

      Ideally, the time to decide when to hire and what type of help to hire is before the need to hire has throttled your productivity. How do you do that? With two types of planning: Strategic Planning and Skills Planning.

      Business Strategy Comes First

      The first type of planning you must have in place is your business strategy. To plan your hiring needs in advance, you must know what you are trying to accomplish with your business and in what time frame. For instance, if you have a business plan to grow 15% in the next year, which aspects of your business will experience the stress of that growth? Each time you review or update your business plan, you should spend some time considering the implications of your plan for staffing. Here are some questions you should ask today about what your business will be like two years from now:

      • Which departments will experience the most growth/strain?

      • Which functions will need significant training to meet future needs, and what type of training?

      • What types of new talent will you need?

      • Are there any aspects of your business plan that can't be accomplished without hiring new people, or which would be accomplished more quickly or more effectively by hiring new people?

      • Are there any areas you are currently outsourcing that will make more sense to staff internally?

      • How much of your additional revenue and cash flow will need to be dedicated to additional staff?

      By asking and answering these questions you will gain insight into the types and numbers of people you will need before the need becomes a reality. As you monitor your actual performance compared to your business plan forecasts, you can speed up or slow down the hiring needs you have identified. The key is to put hiring into your plans and not just approach the need to hire as a reaction.

      Is your current business plan sufficiently developed to inform and guide your future hiring needs? If not, put this on your personal to-do list. A business plan serves many vital purposes, and forecasting hiring needs is at the top of the list.

      Skills Planning Comes Next

      After business strategy, the key to hiring the right people on time is to know which skills and competencies your company needs. Most businesses

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