The challenge of attracting talented people to a start-up business is discussed by Issie Lapowsky on Inc.com. The author observes that good employees are valuable and essential for growth. With that in mind, she imparts some advice for entrepreneurs looking to recruit the right kind of people for their business.
The first piece of advice is to engage in face-to-face interaction. Lapowsky observes: "No matter how small the internet has made the world, experts still recommend in-person networking as the No. 1 way to recruit talent."
She recommends researching local industry groups and associations, and quotes Martin Zwilling, founder and CEO of consulting group Startup Professionals, who says: "Every type of business has their own meetings. You'll find people who know your business and are looking for opportunities."
Lapowsky insists that even if you fail to find suitable employees at these industry gatherings, you can still establish contacts who "understand your needs and will put you in touch with other people they know".
Using the Internet is another tip, but you have to do this wisely and efficiently. Lapowsky assures entrepreneurs that "in the era of social networking, there are tons of sites dedicated to matching qualified applicants with the right employers".
She adds: "Make sure, when you register for these sites, that your profile reflects the spirit of your company. That goes for your Facebook presence, too. If your business is casual and fun, you'll need people who are attracted to that type of environment, and your time will be best spent if you find these people from the very beginning."
Lapowsky counsels Rich Sloan, co-founder of StartupNation, for some tips on what to look for in candidates. He says: "There are certain kinds of people who thrive in an environment with the risk profile and anarchy of a start-up. Start-ups demand great working relationships. There can be no issues."
Zwilling, meanwhile, recommends singling out those who are "attracted to the promise of a big win".
When it comes to offering the right candidate the job, a start-up business might be limited and unable to compete with the benefits and perks a large corporation can promise. However, you can offer "the promise of purpose and independence".
Sloan says: "People get involved in a start-up for three reasons. One, they like creating, being part of something new. Two, they want to participate in the upside. Three, they want to live a meaningful life, and the closer you are to the success or failure of a business, the more meaning and purpose you feel."
Finally, Lapowsky urges start-up owners to maintain recruiting momentum even when all current positions have been filled, because there are bound to be openings eventually.