Finding And Keeping Talented Personnel

Good workforce are hard to find. It may be easy to fill empty positions if you are a huge, reputed, organization (like Google), but there is a great challenge attracting (and keeping) best performers if you are smaller and less 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 writeup, there are three main areas on which to focus: the quality and market condition of your product or service, environment, and salary.

Cutting Edge technology and a high vision of quality will lure 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 opportunities for skill development to remain fresh.

As for top sales people, a powerful product means they can earn bigger commissions, and their self-image are fulfilled by being on the cutting edge. And top support people are sharp enough to know that a quality product makes everyone's job easier, and it enables them to earn their bonus. For everyone, superior products will earn your company better returns, enabling more reinvestment in R&D, providing challenges and adventure for your technical people, and new and better product for your sales and marketing team.

The following factors play a large role in the preference of an employee to join an organization:

Environmental factors - the corporate philosophy, the caliber of co-workers, the outlook of your management team, and your physical environment can be pivotal in finding and retaining talented people.

Corporate culture is one area smaller companies have an edge - that "hell-bent-for-leather" attitude makes it exciting and challenging to come to work, and there are fewer layers of bureaucracy people find so suppressing. Real teamwork, where success is shared and the team asserts a common commitment, will draw other specialists.

Having an intelligent, talented staff will captivate 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 troops 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 important options include dress code, flextime, telecommuting, offices with walls - these all help.

Last is the aspect of compensation. The big salary problem is regardless of how much you pay; a competitor can pay 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 great way for smaller companies to attract people at all levels. Plus, smaller companies can allot equity without the normal waiting period required by public and larger companies.

What does all this mean in real terms? Even if you are not a Manhattan recruiter, some of the ideas in this article are harder to implement than others, and some describe conditions you simply can't accomplish. Must you arrange for every item mentioned above? Of course not, but scientifically providing your employees with the challenge to be their best, the opportunity to learn, 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 corporate, and have them stay.

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