Few employers take the time to seriously think about their dream employee and what they need to do to attract that calibre of person.
Practice principals are so busy “doing” that they forget to spend time thinking about the key characteristics they want their staff to possess.
One common mistake is to focus on qualifications and experience alone, when they should also take into consideration a person’s attitude, values and their ability to be an outstanding ambassador for the firm.
Employers should also be clear about the role and tasks they want this person to undertake and in turn, how that will free them to spend more time in front of clients and doing work that generates revenue for the business.
There are often big picture projects and opportunities that require the attention of principals.
Before hiring a new team member, a firm should set the key performance indicators by which the new member’s progress and work will be measured. That will require an appropriate bonus to be set, as well as the potential for a pay rise, should that person meet their KPIs.
Another important area employers typically overlook is the scope of career progression within their firm. This should be outlined and promoted to all potential employees, and reaffirmed to existing staff.
Businesses that can foster the development and training of staff will reap the rewards. There are often people working in businesses who have the ability and desire to take on more responsibility.
To get the most out of a team member the practice may need to invest in conferences, business coaching sessions, strategy meetings and promotional activities.
Obviously businesses must be prepared to pay people well in order to attract the best people for the job, however, it’s important to understand that most people are motivated by more than just money.
In professional practice there is the temptation is to load oneself up with all sorts of tasks. Initially the thinking is that you’ll do this for a short period until you hire another person, however, what starts off as a temporary solution often becomes the norm. Practice principals are busy doing all kinds of ‘stuff’ that drags them away from client facing time. This ‘stuff’ reduces the inclination to actually take on the strategic projects which are necessary for the firm’s advancement.
Principals should step back and look at the business case they’ve mapped out for taking on a new team member. That will provide a clear sense of what is needed and who is needed. It’s time to recruit.
