The Greatest Time of All . . . to Avoid HR Pitfalls

The Great Resignation. The Great Reset. The Great Reflection. The Great Reconciliation. Call it what you want . . . from an employer’s perspective, especially small employers, it is a “recruiting nightmare” that never ends. This turn of events in sourcing talent has been years in the making and while COVID helped quicken the pace, employees have long wanted more flexibility, more responsibility, more recognition, more money, more appreciation. Are you seeing a pattern? Here’s the thing as small business, we have to be nimble, flexible, adjustable and be willing to change with the times.

If sourcing and retaining talent is one of the things that keeps you up at night - check out the five tips below to help you avoid potential HR pitfalls, reduce actual costs and perhaps improve the culture of your organization.

1. Hire Slow, Fire Fast. You’ve heard this before and there is so much truth in these four (4) - four-letter words. Take the time you need to feel comfortable that the candidate is able and willing to perform the stated expectations. Expectations - yes - share the job description up front and early in the process. I share the JD and then draw out the organizational chart on a white board to demonstrate where and how this person would fit into the organization. I even talk about process and team interaction. The flip side - when you know, you know. When the employment relationship is not right, release early (with documentation). There is a moment to have that “gut check” conversation to determine the happiness level. In my experience, both parties know when it’s not working. Put the cards on the table, discuss the elephant in the room, make an informed decision and move on.
2. Use an Application. Small businesses are often doing more with less resources out of necessity. When you are a small business, it seems like everything is about managing costs. Believe me, an application is a necessary cost that pays for itself by improving the hiring and retention processes. The application doesn’t have to be long or super fancy. What you’re looking for in an application is the ability to obtain some basic facts about the person applying for the position AND their acknowledgement that you might actually verify the information. TRADE TIP - If a candidate does not want to or fails to fully complete an application, they likely are not be the right person for you to hire. Just saying. Consider the application (not a resume) the price of entry.
3. Incorporate Assessments. Valid assessments are a low-cost, low-risk opportunity to gather input about a candidate’s behavior, skills, abilities, attitudes, work ethic, etc. Assessments are never going to give you all the answers, but they can provide data points on how a candidate will behave in the workplace and what their preferences are when working on assignments or performing tasks. The best assessment will help guide, coach and develop individuals and address potential sources of frustration BEFORE they start working. Imagine you’re a new hire and you go to work at a place where they have mapped out a development (growth) plan for you on your first day. It goes without saying (but doing it anyway), there is a time and a place and most definitely a process to administering assessments. Here’s the thing, if $55.00 can shed light on someone’s honesty, integrity and work ethic - dang that’s a good investment. Not all assessments or services providers are the same. Do your homework and choose wisely.
4. Utilize an Offer Letter. Using a well-crafted and compliant offer letter is a must. Minimal is best and never make promises that you can’t keep and have no intention of fulfilling. TRADE TIP - When documenting compensation, always use the lowest common denominator meaning either an hourly rate or a per-pay period salary. Limit the exposure to what the company may have to pay should a candidate be released or resign. Quoting an annual wage/salary MAY be interpreted as a promise of extended compensation. Be sure to have the employee acknowledge the acceptance of the offer letter in writing and save it for their employee file.
5. Effectively Onboard. That’s right. A sure-fire way to improve the odds of a candidate becoming a successful and productive employee is to effectively onboard them. Onboarding is not just about the paperwork. It’s about assimilating the individual, helping them find their way, facilitating introductions (internally and externally), determining the areas where they may need assistance, maneuvering the landmines of office politics. OK - I could have said that nicer, but you know what I mean. Meaningful relationships at work are important and critical to establishing trust early.

If any of this rings true for you as an employer or an employee - give us a thumbs up. We would love to engage in a dialogue.

SeeKing HR strives to engage, educate and entertain. We work with clients coast to coast and even across the oceans. As you consider your next adventure in recruiting or other HR process, give us a call to discuss how we can help improve your connections, reduce your costs and source the unicorn. Your Move. ®