HR for small business

The feminine technique

In a commencement address at an all-women’s liberal arts school, Facebook COO Sheryl Sandberg urged graduates to think of what they would do if they weren't afraid, and then go do it. "Writing this book is what I would do if I weren't afraid," Sandberg writes in Lean In: Women, Work, and the Will to Lead. The book is a feminist manifesto for the 21st Century and a field guide for professional ambition. She explodes the myth of "having it all" (you can't; nobody can), explains why "Will you be my mentor?" is a mood-killer question, and gives women the tools to occupy the same boardroom seats and salary band as their male counterparts (Knopf 2013, $15.92; chapters, indigo.ca). 

One key practice is to develop a consistent hiring process that sets forth your hiring criteria, rather than basing hiring decisions on gut feel or instinct. Many entrepreneurs hire people who they have a good "feeling" about, but it often results in poor hires because the candidate may not be the best suited for the role. It's also important to provide a written employment offer letter. Many small companies make verbal offers and this results in "he said/she said" misunderstandings and increased costs. A common mistake is small businesses hiring before they're ready; they feel they need help, but haven't developed job descriptions, established appropriate pay rates, and don't have time to train and mentor new staff.

Small business owners need to understand their unique needs and develop an HR strategy that is specific to their business requirements. Don't try to use a one-size-fits-all solution. It's also important to understand the legal requirements and have a working understanding of the Employment Standards Act. And the best advice is perhaps the simplest: ask for help. A little advice from an HR professional can go a long way and really pay off in the long term. Reference checking is an important part of the hiring process that is too often overlooked. Checking two to three employment references is critical. Always ask if the former employer would hire the person back.

 The first advice I offer small business owners is to ensure employees under¬stand the business model, the competitive advantage, and service expectations for clients. They should also gain an understanding of basic people practices such as job clarity and perfor-mance expectations, then manage and recognize staff so they can retain skilled talent. Communication about how the business is doing and what may be changing, then encouraging input, is crucial. The biggest mistake small business owners make is to focus on elements they are most comfortable with such as financial management, customers or products and services, and ignoring solid employee practices-when it's the people who power their business success.