Entrepreneurs' Diary- Completion
Rain Ashbell
M18-EntrepreneurialHR-OL.pptxSmall Business management
ENTR 442
Human Resource Management: Small Business Considerations
Yongseok Jang, Ph.D.
Assistant Professor of Entrepreneurship
Hiring Employees: Pros and Cons
Pros: Increasing the capacity
Cons: Increasing the demand on the owner
2
The Next Key Decisions are..
What kind of work needs to be done
Who is the best person to do that work
3
What kind of work needs to be done
How much work we want to cover.. : Part-time vs Full-time
Full-time: Pros
Take significant time away
Willing to take more responsibility
Full-time: Cons
Costly
Increasing the risk
“First go profit then hire”
Or set up a probationary period
4
What kind of work needs to be done
How much work we want to cover.. : Part-time vs Full-time
Part-time: Pros
Allow de facto probationary period to test employee fit
Less costly
Part-time: Cons
Lack of commitment
Quality of service
What are the pros and cons of hiring a full-time versus a part-time employee.
5
The Next Key Decisions are..
What kind of work needs to be done
Who is the best person to do that work
6
Attracting Employees
Smaller firms outperform large ones in attracting high-quality talents: use less expensive media
Internet recruiting
7
Attracting Employees
Employee referral
An underused, low-cost method for finding workers that rewards your employees for recommending potential candidates
Discuss the methods of employee leasing and employee referrals in recruiting.
8
Attracting Employees
University Career Center
Professional Groups
9
Attracting Employees
Low No Cost Employees
Barter
Internships
Volunteers
10
Attracting Employees
Employee leasing
Hybrid between outsourcing & having a paid staff
Leasing company: recruiting, training, compensation and gov. filings
11
Attracting Employees
Employee leasing
You pay a fixed amount for the employee annual fee (2-7% of the annual payroll)
A few weeks-years
Discuss the methods of employee leasing and employee referrals in recruiting.
12
Matching the Worker to the Work
1. Define the work: Job description
Defines and discusses all the essential knowledge, skills, and abilities that are needed to fill a position.
Why they hire: growing!!
13
Matching the Worker to the Work
1. Define the work: Job description
Defines and discusses all the essential knowledge, skills, and abilities that are needed to fill a position.
Task: meeting company goals
14
Matching the Worker to the Work
1. Define the work: Job description
Defines and discusses all the essential knowledge, skills, and abilities that are needed to fill a position.
Task: Detailed
How the job is done
15
Matching the Worker to the Work
1. Define the work: Job description
Defines and discusses all the essential knowledge, skills, and abilities that are needed to fill a position.
Qualifications needed
Why they hire: growing!!
16
Writing a Job Description
Job analysis should include:
The reason the job exists
The mental or physical tasks involved
How the job will be done
The qualifications needed
17
Evaluating Job Prospects
Create same specific questions you will ask of all candidates
Ask that person to demonstrate their skills
Consider involving one or two other interviewers
Never hire a moderately qualified just because you need someone now
2. Evaluate Job Prospects
18
Typical Types of Behaviorally Based Interview Questions
Figure 19.3
19
Review
What kind of work needs to be done
Who is the best person to do that work
Attracting Employees..entrepreneurial
Internet, referral, low cost(barter, internships, and volunteers)
Define the work: Job description
Evaluate Job Prospects- interviews
20
