This solution is much more than a few How-To steps. This requires systematizing the business on a platform that automates the routine and allows people to use intelligence to do the job or run the business. What are essentials?
This is Chapter 3 in our series on Workforce Development. Chapter 1 covered “What Makes People People” – understanding motivation. In Chapter 2 “New Models of Compensation or Pay4Performance” – understanding how to design smart compensation that drives performance. This article focuses on how to Select and Onboard the Best People.
Because you are a small business – hire people who are achievement driven, who have your drive to get things done. Second expand how you see the company and make it a force in the local community. One or two small projects you can showcase is essential to grab the attention of the 20-30 population. Last – look for attitude, not skills. You can train skills, attitude is a long term project. Hire people that will appreciate what they learn. If you can’t keep them, and you won’t keep the good ones – they will become competitors, establish a reputation for growing great landscapers. One last thought – where are you on employee ownership? What if you had a reputation for giving great employees a piece of the action. Might the good ones stay?
I spent several years running a leadership and management program for supervisors, managers, and executives. The following list is a summation of that experience and growing several companies. Once you have started developing your own talent, here are some rules for leading and managing.
The right person to place into a position of responsibility in your business is out there, but given the current challenges of the labor market, your ability to attract them is limited. The right person for a self-managed business needs to be grown internally.