Employing And Sustaining Talented Personnel

Good human resources are hard to find. It may be easy to fill unfilled positions if you are a huge, reputed, corporation (like Google), but there is a great challenge attracting (and keeping) best performers if you are smaller and not well known. As a New York Recruiter this is a challenge I deal with on a daily basis, particularly since I compete with other Recruiters in New York.

As per chief executives and industry recruiters, who were interviewed for this report, there are three main areas on which to consider: the quality and market condition of your product or service, environment, and compensation.

Cutting Edge technology and a high vision of quality will attract top technical and design people, salespeople and support people, all for a variety of reasons. Technology people relish the challenge of designing something new, plus they need ongoing chances for skill improvement to remain updated.

As for top sales people, a powerful product means they can earn bigger commissions, and their egos 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 simpler, and it enables them to earn their rewards. For everyone, superior products will earn your company better profits, enabling more reinvestment in R&D, offering challenges and adventure for your technical people, and additional and better product for your sales and marketing people.

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

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

Corporate culture is one topic smaller companies have an edge - that "hell-bent-for-leather" approach makes it exciting and challenging to accept the job, and there are not much layers of bureaucracy people find so suppressing. Real teamwork, where success is shared and the team affirms a common commitment, will draw other specialists.

Having an intelligent, talented staff will attract more smart, talented people. So will a mutually respectful atmosphere which values the views of the rank-and-file along with open-management policies keeping the teams informed on the state-of-the-company.

A training plan, well thought out career paths and professional conference attendance are other 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 of compensation. The big salary problem is regardless of how much you pay; a competitor can offer a little bit more. So in terms of pay level itself, you just have to be at or close to your market value.

Equity - stock awards, options and equity-like phantom stock - is a great way for smaller companies to entice people at all levels. Plus, smaller companies can allot equity without the normal waiting period required by public and bigger companies.

What does all this mean in actual terms? Even though you are not a Manhattan recruiter, some of the suggestions in this article are difficult to implement than others, and some illustrate 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 gain knowledge, the choice to be creative, the incentives to execute and produce, a feeling of ownership, and the esteem as professionals - these are the aspects that will make talented technical and sales people want to join your corporate, and have them stay.

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