Employee Management for Small Business. Lin Grensing-PophalЧитать онлайн книгу.
freelancer have guidelines to follow and are clear about what is expected.
Assign someone in your company to be the person through whom communication can be channeled from the off-site employee to others in your company — and vice versa. This individual will need to keep up to date on what projects the employee is working on, what his or her schedule looks like for the future, when he or she will be in the office, etc.
Regardless of how good the person you are working with is, if you are not able to communicate effectively with your freelance help, your projects are destined for disaster. You need to be open, honest, and thorough when explaining a project and reviewing completed work. Here are some tips for working effectively with outside help:
• Talk about price up front. Get a written estimate that spells out what is to be done, when it is due, when money will be paid, what circumstances would result in additional charges, and what happens if you are not satisfied with the work.
• Provide ample informational material. The more information you can provide, the happier you will be with the completed project.
• Be available to answer questions, review work, etc.
• Be open to new ideas. Don’t interfere. Don’t tell your freelancers how to do their job. That is what you are paying them for. But ...
• Don’t be afraid to speak up if they are way off base. Be constructive in your criticism.
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Working with temporary employees and freelancers can be a good alternative to hiring permanent staff members. Sometimes, though, these temporary solutions just are not appropriate. When that’s the case, you need to begin preparing for hiring.
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Preparing for Hiring
You have carefully considered your need for additional staff and have determined that you do, indeed, need to hire an employee. This decision is typically made for one of two reasons:
(a) Your ability to produce products or provide services is hindered because you do not have adequate staff to cover production needs.
(b) You have a need for a specific skill that is not present in your existing workforce.
When you hire, you need to do it right. Doing it right means doing it in the most cost-effective and time-efficient manner possible. Hiring a new employee may seem like a fairly straightforward endeavor upon first examination, but don’t act before carefully preparing.
While there are never any guarantees that the person you hire will work out, there are some steps you can take to attract the best candidates, and precautions you can take to improve your chances of making an informed decision.
1. Determining What You Need
Before you start the process of hiring somebody for a new or existing position, you have to know what you are looking for. The more completely you understand the position for which you will be interviewing, the better you will be able to evaluate applications and choose the best ones for consideration.
Job descriptions and specifications are two tools that will greatly help you evaluate potential candidates.
1.1 Job description
A job description is a written record of the responsibilities of a particular job. It indicates the qualifications required for the position and outlines how the job relates to others in the company. In a clear, concise manner, the job description should indicate:
• Position title
• Salary or pay grade
• Department
• To whom the position is accountable (the supervisor/manager)
• Hours required
• A summary of the job
• Major responsibilities or tasks
• Qualifications
• Relation of the position to others in the company
The job description should be organized in such a way that it indicates not only the responsibilities involved, but also the relative importance of these responsibilities. Within the broad categories mentioned above, you will want to include such information as the following examples:
• Extent of authority exercised over the position
• Level of complexity of the duties performed
• Amount of internal and external contact
• Amount of access to confidential information
• Amount of independent judgment required
• Amount of pressure involved in the job
• Type of machinery or equipment used
• Working conditions
• Terms of employment
If the position you are filling is new, preparing the job description will help you clarify what the position entails and its necessary qualifications. If you are filling a position that is being vacated, and if it is possible to do so, ask the departing employee to update the job description. It is common for a job description to become quickly outdated.
A departing employee may also help you review the job description to determine if activities being performed are still critical to the functioning of your company and still add value to the organization. This may also be an opportunity to redistribute workload among other employees.
1.2 Job specifications
Job specifications fill the same purpose as specifications for bridges, buildings, and other structures. They indicate the materials needed to get the job done. Job specifications describe the personal qualifications that are required for a job and include any special conditions of employment such as hazardous environmental conditions.
As you review the job description you will want to ask yourself the following questions as a guide to determining the specifications for the position:
• What is the purpose of the job?
• What day-to-day duties are performed?
• What other duties are performed?
• How is the position supervised?
• What other positions receive supervision from this position?
• How much, or how little, control is exercised over this position?
• What machines or equipment must be operated?
• What types of records need to be kept by this position?
• To what extent is this position involved in analysis and planning?
• What internal and external contacts are required of this position?
• What verbal, numerical, or mechanical aptitudes are required?
2. Determining the Requirements of a Position
When you are determining hiring criteria, you will need to examine experience, education, intelligence, and personality requirements. By establishing these requirements objectively through the use of job analysis, job descriptions, and job specifications, you will eliminate bias that might be caused by personal values and will be able to look objectively at traits tied directly to performance of the job.
As you define selection criteria, you will need to look at the recent job performance of the former employee and isolate two or three characteristics