What Kind of ERP Should Your Company Use?


If you run a small enterprise, you may be used to managing your business data and processes manually with the help of just a few rudimentary digital tools. As your business grows, however, you’ll soon find that spread sheeting applications, websites, email clients, and other basic software can’t provide the agility and operational efficiency that your company needs to function at its best. A more specialized solution will enable you to fulfill more customer transactions, process higher volumes of business data, and manage more complex workflows with ease. For companies looking to streamline their business operations, enterprise resource planning (ERP) software systems are usually the most viable solution. The term ERP describes a collection of digital tools and applications designed to help companies manage their business operations more effectively. Depending on a company’s needs, ERP packages can include modules to help with planning, purchasing, marketing, sales, inventory management, accounting, and other crucial functions.

The trick to making the most of your ERP system is to choose a software suite that’s well-suited to the size, needs, and objectives of your business. Certain ERP providers will cater specifically to enterprises of a particular size, whereas others will have offerings available across the board for all types of companies. For example, when looking into offerings from the popular ERP provider SAP Philippines-based companies will immediately see that certain iterations of the system are designed specifically with the needs of small- to medium-sized businesses in mind. 

Read on to learn more about the different ERP systems out there and how to choose the right type for your company: 

Types of ERP Systems

ERP systems are typically differentiated on the market according to their particular deployment model. An ERP system can either be installed locally on the company’s servers or hosted in the cloud. Increasingly, certain ERP systems can be deployed in a hybrid setup where certain components are installed on-premises while others are cloud-based. 


On-premise ERP systems are highly customizable ERP solutions that are hosted on company servers and maintained by your organization’s IT staff. This gives businesses greater control over their ERP. On-premise ERPs typically also enjoy tighter security and data privacy than other types. The tradeoff is that most on-premise ERPs will take longer to implement and cost you more upfront than other types.

Cloud-based ERPs, meanwhile, are hosted online and maintained mostly by your chosen ERP provider. While companies often express concern about the possible security risks posed by systems hosted in the cloud, cloud ERPs are fast becoming the preferred deployment model for companies the world over. This is because cloud enablement comes with a wide range of benefits, including lower upfront costs, greater flexibility and scalability, easier integration with third-party tools, and more. 

Hybrid ERP systems, as previously mentioned, combine the best of what cloud-based ERPs and on-premise ERPs have to offer. While they are often more expensive than either of the previous two types, they’re the must-have choice for businesses that prize flexibility above all else. 

Choosing the Right ERP for Your Business

In general, it’s good for companies to take a strategic approach when deciding what kind of ERP to use and which software providers to get it from. Instead of simply checking off a list of features, organizations must consider the needs of their business as a whole and how their chosen system should help them address those needs. Putting together a dedicated ERP selection team with participants from across all of your organization’s departments can help make this process more comprehensive. 

Once you’ve gotten your team together, the following helpful tips can get you started on choosing the best possible system for your business: 

Assess Your Current Business Processes

Choosing a new ERP is the perfect time to evaluate incumbent business practices, so you can figure out how to leverage what’s working well and refine or even remove processes that are inefficient or unnecessary. This analysis will, in turn, give you a clearer picture of what your company’s needs are and what you truly require from your ideal ERP system. 

Decide on the Proper “Tier”

ERP systems are usually categorized between 3 tiers. Tier 1 systems are those intended for large, global enterprises, tier 2 for small- to midsized enterprises, and tier 3 exclusively for small businesses. While the differences between these tiers are not necessarily set in stone, the factors that usually determine what companies use systems in which tier include the following: 

  • Number of employees 
  • Number of users requiring access to the ERP 
  • Complexity of the organization’s processes 
  • Total organizational revenue 
  • Budget 
  • Complexity of requirements 

Figure Out What Functionalities You Require

Your selection team should have a good idea of what features and functions your chosen system must have. Do you want a software system with unparalleled longevity that will justify the significant amount of money you invest in it? A highly customizable system? A system that provides extensive industry-specific capabilities? A scalable system that can grow as your business does? Or something else? 

One way to determine what you need is to have your team gather input from the employees who will be working with the software. These people are in the best position to tell you what business functions could benefit most from the support of an ERP system, as well as what functions they would like to have going forward. 

Determine Your Implementation Requirements

Of course, deciding on an appropriate ERP solution has to do with more than the software’s functions. You’ll also have to look at your organization’s tech infrastructure and preferred methods of deployment. Consider your company’s particular requirements in terms of factors like data privacy and security, compliance, transaction processing, and flexibility. This will better enable you to choose a system that works with those requirements easily and efficiently.

The right ERP systems will bring a host of benefits to any company, whether you’re a multinational corporation or a small home-based enterprise. They help you cut costs, automate tedious manual tasks, produce more detailed and insightful reports, and much more. Once you have a solid idea about what your company requires and what systems are out there, choosing the right ERP solution should be a breeze.

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Should You Hire Employees Or Contractors For Your Startup?


You’re setting up your business the way you want it, from operations to the financial aspects. But, when it comes to hiring people to work for you, there are considerations you need to take into account, such as the necessary job roles that need filling and how long you’ll need them. Also, there are situations wherein you might need to choose between hiring permanent employees or contractors for your startup.

This article will thoroughly discuss both types to help you make wiser hiring decisions. It’ll show you the pros and cons of each of these two options, and it’s up to you to weigh them out. Read on!

  • Permanent Employees 

When hiring permanent employees, it’s essential to assess if your budget can sustain the wages and benefits they’re entitled to. The primary difference between employee and contractor is that the former is under your payroll and must follow specific policies and rules to remain working with you. Employees are given binding contracts containing their job descriptions and the working hours they need to fulfill. 

Here are some of the basics of working with permanent employees:

  • Employees need to adhere to the company’s vision and mission at all times. They’ll work towards your goals and work with the whole team for a seamless and effective collaboration. Full-time employees usually get long-term incentives as well. 
  • A regular working schedule is set for full-time employees, typically eight hours a day, five to six days a week. Thus, you don’t have to guess when they need to work. Also, expect fewer errors on their end, and you can expect earlier or on-time submission of requirements.  
  • It’s your responsibility as the employer to withhold part of the salary for taxes and pay it back to the government regularly. 
  • You also need to provide health insurance to your regular employees, which is one way of making them feel that they’re well taken care of and that you value their presence in your company. 
  • Employee compensation and benefits will likely cost about 30% of the company’s expenses. That’s because they’re also entitled to perks such as several vacation leaves with pay. Salary with benefits can reach up to USD$200,000 per year for a medium-sized enterprise.  
  • As an employer, you ought to provide training to your employees, as well as direct and manage their daily responsibilities. You must also provide constructive feedback, as well as reprimand and sanction employees for breaking company rules. 
  • When it comes to the scope of work, employees tend to have multiple roles when working for a startup. These responsibilities will revolve around similar tasks. For example, IT personnel won’t only be taking care of network security; sometimes, they may also help with customer service.
  • Contractors


Contractors may have similar roles to full-time employees; however, they’re not exclusive to your company only. They can work independently, decide as to when and how many hours they work, and they typically have their own pieces of equipment. Contractors can also work offsite or from home. 

With contractors, you don’t have to provide long-term salaries and benefits. Thus, you can save money, and, on the workers’ end, they can earn more working for more people.  

Here are some of the facts about working with contractors:

  • Contractors are responsible for paying their taxes.
  • Hiring contractors also means that you need to use IRS forms W9 and 1099. 
  • Hiring contractors can be faster and save you costs because you don’t have to do the customary interviews and assessments to see if they’ll fit your company. You can refer to agencies instead who do the testing of applicants, and they’ll be the ones to refer qualified people to fill job positions for you.  
  • Unlike employees, the services of contractors can be terminated at any time. Your company is also not obligated to follow severance rules when ending a working relationship with a contractor.  
  • You don’t have to pay workers’ compensation insurance to contractors. And, since they work independently, they’re responsible for their retirement insurance. The liability rates and health insurance are significantly higher for self-employed people. Employers can typically get discounts for employees only.  
  • Contractors also have their own equipment and supplies. This can help your company save money as you no longer have to provide such tools for them, although you have the option to give them what they need.  
  • When you’re not sure whether a job position will be long-term, primarily due to an economic crisis that can unexpectedly happen anytime, a contractor can temporarily fill it in. Contractors offer the opportunity for you to assess their skills. In a way, you’re like trying out a person’s skills and work attitude first before fully hiring them.

Which One Is Right For Your Needs? 

When deciding what type of worker you want to hire, whether a regular employee or a contractor, there are considerations you need to take into account to make the process much easier. That said, you can ask yourself the following questions along the way:  

  • What roles does your business need?
  • Is the available job position full-time, part-time, project-based, or seasonal?
  • Do you constantly need people working on shifts, or can you allow them to take vacations off? 
  • Do you need them to work on-site at the office or place of business, or are they allowed to work anywhere as long as they have an Internet connection?

Avoid Misclassifying Your Workers

The workers must be aware of their positions in the company. As the employer, you stand to pay state and federal penalties for noncompliance. You could also face jail time for the intentional misclassification of your workers. One reason could be the avoidance of paying benefits. If a worker gets wind of this misclassification, ensure to heed their concerns to avoid involving the IRS.

To avoid such penalties, you can create a unique contract for the independent contractors you hire. Specify and make the terms and work agreement clear for them to understand. You can choose to state that they’ll be working the same hours as the company. Set the pricing following the result of the deliverables instead of by hours. You might also want to include that the contractor must have liability insurance if the tasks include certain risks.

In Conclusion 

Have you made up your mind yet?  There are no right and correct choices when deciding between contractors and employees for your startup. At the end of the day, it’ll depend on the needs and financial capacity of your business, as well as the risks you’re willing to take.

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Finding and Training Great Employees for Your Company

finding and training great employees

The people you hire to work for your business can be your biggest assets and your biggest headaches; finding and training great employees can be a challenge. They can support and help you to achieve the vision you have for your company – but they can also prevent you from reaching that vision.

Finding and Training Great Employees

Too many businesses overlook the role of employee recruitment and retention when planning for the success of their organization. Staffing is an important exercise that needs to be purpose-driven and strategic, just like marketing.

Employees Think: What’s in it for Me?

It is vital to understand in today’s market that the relationship between employee and employer is a two-way street. Now, more than ever, employees have a “what’s in it for me?” attitude that extends beyond salary and benefits expectations into incentive and rewards programs. The days of simple compensation structures are over.

Now, this may sound like a big headache, but it’s actually a good thing! With some simple systems and open dialogue, you will be able to effectively create – and keep – your dream team.

The Power of Your Dream Team

How much of your own personal time has human resources – staff hiring, firing, issues management, etc. – taken this year? No doubt staff recruitment and retention is one of the biggest challenges facing any business owner today.

The truth is, if you spent half as much time on human resources as you do on marketing, I guarantee your sales would increase dramatically.

Employees Treat Customers Exactly the Way You Treat Them

Customers know the difference between happy employees and disgruntled ones, and it makes a difference when it comes to purchasing decisions. I’ve heard it said that your employees will treat your customers exactly the same way that you treat them. Would you rather have your car serviced by a grumpy mechanic who doesn’t feel his good work is rewarded or a pleasant one who just stepped out of a weekly team meeting?

A successful business owner has confidence in the people who work for him because he believes they are the best people for the job. Employees who know their employer believes in their skills and abilities will go over and above to get the job done, to make the sale.

Successful Business Owner Invest Time and Money in Employees

Successful business owners invest time and money in finding, keeping and training great employees. These are the people who share and support the collective vision of the company.

I’m not talking about a complicated formula or magic concoction. I’m talking about some careful thought and a proactive strategy that will make your business shine from the inside out.

finding and training great employees

Finding Your Dream Employees

Building a dream team starts by finding and hiring the right people for the job. Sounds simple enough. You post an ad, find someone who has the necessary qualifications and hire them on.

Not so fast. Recruitment is a complex process that can dramatically impact your business operations. Just like finding and securing the right customers, finding and hiring the right candidates requires pro-active planning and careful evaluation. In today’s competitive job market, where the demand for skilled professionals is high, relying solely on traditional recruitment methods can be limiting. Consider leveraging the advantages of modern software for recruiting agencies and recruiters to make the hiring process more efficient and effective. This software allows you to reach a broader pool of potential candidates, automates boring tasks, sorts through resumes, and analyses applicant info to find the best fit for your company’s specific needs.

Create an Internal Recruitment System

If you currently work with a recruiting agency to build your team, now may be a good time to stop and evaluate the effectiveness of their service. While a recruiting agency can save you the time and hassle of working through the hiring process, it can also cost more money in the long run.

I always recommend creating an internal recruitment system, not because recruiting agencies do a bad job, but because no one knows your business like you do.

Create an Attractive Business Culture

If you want to attract and retain the highest quality clients, you must have a culture that is attractive and a future that is compelling. Developing an effective strategic plan and including your employees in the process is a good place to start. Determine where you are going, what your mission is and how your organization will treat others. Once you have established your vision, mission, and values, then you must deploy them throughout your organization to ensure that you “practice what you preach.”

An internal recruitment system ensures that the true essence of your business culture is communicated – from advertisement to interview. You also have the opportunity to communicate expectations from the outset, instead of relying on the recruiter to relay this information. The middleman’s thoughts and impressions are eliminated, leaving you to make decisions based on your impression of the candidate and no one else’s.

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Step One: Advertise the Opportunity

The first step in recruiting candidates is obviously letting potential candidates know about the opportunity with your company.

But before you pick up the phone to place a classified ad, remember that advertising for potential employees requires just as much consideration and planning as general advertising for your business.

Before You Place an ad ask yourself:

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  • Who is your ideal candidate?
  • What are their skills and qualifications?
  • What is their personality or demeanor?
  • What are they passionate about?
  • What are they looking for in a job?

Once you have a mental picture of your candidate, then you can begin to write an ad that will not only reach them but also inspire them to act (and submit an application).

When writing this ad, be as specific as possible and focus on the benefits of the job. Remember that potential candidates screen job postings with an eye for “what’s in it for me.” Tell them exactly that.

Here are a few sample job postings:

Are you the Marketing Assistant we need?

About You

You’re fun, friendly and have a keen eye for detail. You’re always two steps ahead of your colleagues, and eager to take on new and exciting challenges.

You’ll be in charge of website updates, copywriting, event planning, and customer relations, and you’ll be the glue that keeps the marketing team functioning smoothly. You’ll be reliable, trustworthy, and well-dressed.

You’ll ideally have an undergraduate degree in marketing or English, and some previous office experience, but a fast learner with a great attitude will also get our attention.

About Us

We are a collaborative team of young professionals. We offer a competitive salary, great benefits and performance incentives.

Think you fit the bill? Email your resume and cover letter to John Jones at jjones@your business.com by Friday at 5 pm.

Are Computers Your Life?

About You

You are smart, outgoing, and a wiz when it comes to computer programming. You’re on your friend’s speed dial for computer emergencies, large and small. Helping people understand the complex digital world is your passion.

You’ll be our Lead Computer Technician, managing our computer repair counter and five Junior Technicians. You’ll have great people skills, mounds of patience, and enjoy working as part of a dynamic team.

About Us

We operate Anytown’s leading computer repair store and are known across the region for our customer service. We work hard, play hard, and offer a competitive benefits package to our employees.

Tell us why this job is for you. Email your resume and cover letter to [email protected] by Thursday, September 23.

Both of these job postings speak directly to a very targeted audience. They’re friendly, colloquial, and communicate the job requirements in an informal way.

Every job posting should:

finding and training employees

  • Be written in the way that you talk
  • Be specific
  • Describe benefits
  • Include skills, qualifications, duties and job title
  • Be written in the present tense
  • Have a great headline
  • Call the reader to action
  • Be simple – in word choice and sentence structure
  • Be more exciting than the competition

Now that you have a great ad to post, you need to decide where you are going to publish it. This depends on the level of the job (junior to management) and on the specific type of candidate you are looking to recruit.

Here are the five major places to advertise your opportunity:

Government Employment Center

These are great places to find blue-collar or junior level employees. Candidates register with the center, which keeps their resumes on file. Be cautious with this route – it can produce a wide variety of candidates who are not qualified.

Indeed, Ziprecruiter, Etc

This is a great place to post junior to mid-level employment opportunities. You’re looking for basic qualifications from local applicants, perhaps even for part-time positions, with minimal cost.


Senior employment opportunities that require specific high-level qualifications are best advertised with a broad scope. This incurs a greater cost but will return a greater variety of candidates.


This is a cheap way to tap into a massive database of job seekers. Post your ad online on sites like www.monster.com or www.workopolis.com and watch the resumes come flooding in. A large number of highly qualified job seekers who do not wish to register with a recruitment agency will use these services.


The most ideal way to find candidates is through your existing network – including associates, colleagues, employees, friends and family. These candidates come to you already vetted by a trusted source. You may also wish to consider giving your staff an incentive to refer their qualified friends and associates to you.

Other Niche Areas

You should also brainstorm a list of any other niche areas that your target market may look for a job. Consider vocational schools, colleges, industry publications, industry associations, small publications, etc.

Once you’ve posted your ad, your next step is to manage the inquiries that come flooding in. These are just a few steps in the process of finding and training great employees.

Screen and Interview Candidates

One of the most time-consuming parts of the hiring process is screening and interviewing prospects, so you’ll need to develop a system to handle the response to your job posting.

Screen and interview candidates is a system that will also ensure you ask all potential candidates the same questions, and provide them with the same information about the role as well as about your company.

1. Decide whether all inquiries will be handled by one person or several.

To screen and interview employees whether it will be handled by one person or several, depends on your staff resources and capacity. A system will allow multiple employees to assist in the process.

For example, if your candidates have been instructed to submit their resume and cover letter to you through email, designate a single email address and inbox to receiving and responding. This way you or another staff member will not be bombarded by emails and can designate an hour of time each day to managing the inquiries. If your candidates are calling in, designate a unique phone number or answering machine for this purpose.

2. Decide how inquiries will be responded to.

This can be as simple as an email acknowledging receipt of the resume, or specific instructions on an answering machine. Ensure everyone receives the same information, and that you receive the same level of information from all candidates (resume, cover letter, portfolio, references, and other relevant information.).

If you have asked candidates to call you instead of submitting their resumes through email, create a standard checklist of questions to ask them, as well as of information to provide them with. You may wish to create a script. Some questions might include:

  • What kind of job are you looking for?
  • Why do you think you would be well suited to this position?
  • Tell me a bit about yourself.
  • What makes you interested in our company?

Use this opportunity to get a feel for the applicant’s personality, and trust your initial impression. Create a form on which to record this information, and file it with their resume when you receive it.

3. Devise a process for reviewing resumes or applications.

The easiest and most time-efficient way to do this is in a single session, after the stated deadline, and not as you receive them. You may wish to enlist the assistance of a senior colleague to provide a second opinion.

Review the resumes and application materials, and divide the applications into three piles: interview, no interview, and maybe. From here you can begin to call candidates and set up the first interview.

It is also a good idea to be in touch with unsuccessful candidates, and politely let them know that you will not be asking them in for an interview. If you anticipate your response rate will be overwhelming, you may wish to consider stating in your advertisement that only successful applicants will be called.

Step Three: First Interview

The first interview is also a screening interview; your objective is to develop a first impression of the candidate as a person and to determine if they are qualified for the position. If you feel you have found an ideal candidate, this is also your opportunity to convince them to choose your company over any others they may be considering. Good people don’t stay in the market long.

Interview Candidate Structure

You will need to decide on a structure, or system, for the interview process as well. Will you be conducting the first interviews, or will another manager? Will the interviews be conducted one-on-one, or will several employees participate? If you are replacing an employee, you may want to consider inviting that employee into the interview to provide insight into the role.

finding and training employees

Interview Candidate Materials

Just as you are asking the potential candidate to come prepared to the interview, you must be as well.

  • Have an outline prepared for what you would like to cover? Topics include company history, job description, interview questions, compensation structure, availability, and room for advancement.
  • Bring two copies of a typed job description. Include all tasks the candidate will be responsible for completing or assisting with.
  • A company profile or overview document (other marketing collateral will also work here).

Interview Candidate Attitude

Begin to build a relationship with each applicant. The purpose of the interview is not just to discuss the job description, or for the applicant to get all the interview questions “right.” It is to determine if this person has the right attitude for the job, and whether or not they will fit in with the company’s culture and its employees.

Keep the interview professional, but make sure the applicant is comfortable. Interviews test our ability to perform under pressure, but you will want to gain an understanding of the applicant’s true nature. Remember that even if the applicant is not well suited to the role they have applied for, they may be suited to a future opportunity with the company.

Interview Candidate Questions

The questions you decide to ask the candidate are highly specific to your company and the role you are hiring for. Take some time to brainstorm what you really need to know about each person, and what questions you can ask to get that information.

Keep in mind that part of the objective of the first interview is to get a sense of the candidate’s personality. You will want to ask questions about their responses and begin to establish a real relationship with them.

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Here are some starter interview questions to get you going:

  • Tell me a little bit about your background.
  • What has been your first impression of our company/product/services?
  • Tell me about a time when…[insert a likely scenario they will encounter in the position]. How did it make you feel? How did you handle the situation?
  • What advantages do you feel you have over the other candidates?
  • What are your strengths? Weaknesses?
  • Tell me about an achievement you’re proud of.
  • Why did you leave your last position?
  • Where do you see yourself in five years?
  • …and so on.

Make sure you take good notes or ask a junior member of your team to take notes for you. Also, record your impression of the candidate after each interview. You will want to be able to reflect on each interview before inviting the candidate to the next phase of the selection process.

When the first interviews have been completed, review your notes and discuss your first impressions with other employees involved in the process. Then, decide who you would like to invite back for a second interview, and let the unsuccessful candidates know they are not right for this particular role.

Step Four: Second Interview + Reference Check

The second interview is used to confirm your impressions of the applicants you believe are well suited to the job. It can also be used to get more information, or to more closely compare two solid candidates.

Make sure you only offer a second interview to those you are considering hiring. If you are on the fence about a candidate, chances are your instincts are right, and bringing them in for a second interview is a waste of their time and yours.


When you call a candidate to invite them to come in for a second interview, remain professional and don’t make any allusions to a job offer. If your impression of the candidate changes during the second interview, you do not want to have to go back on something you said. Let them know what you thought of them based on the first interview, and ask if they would be interested in meeting with you a second time.

Give yourself and the candidate at day or two between interviews to reflect on the first interview and prepare for the second.

Interviewers Can Change

You may wish to change the person or team of people who conducted the first interview. Usually, the second interview is conducted with more senior team members at the table.

Interview Candidates Questions

While the second interview is often less structured than the first – a relationship has already begun to be established – you should still prepare a list of questions for the candidate.

These questions should focus on the specific tasks related to the job, and on providing more information about the culture, systems, and values of the company. You can also use the second interview to ask questions you may not have had the chance to in the first interview.

Office Tour + Introductions

Once you have determined that you have found the candidate for the job, take them on a tour of your office or business, and introduce them to your staff members. This is a good way of gaining an initial understanding of how the candidate might interact with your existing staff members.

Calling References

This is the final – arguably most important – step to make before offering the job to the candidate. You should ask your candidate for at least three employment references, and perhaps one character reference.

Call each reference contact, and explain who you are and why you are calling. Then ask if they have a few moments to answer some questions about the candidate. You will want to find out information about punctuality, professionalism, skills, and their reason for leaving. Cross-reference this information with your interview notes to ensure consistency between the candidate and their reference.

Step Five: Hire Your Employee

Provided their references are solid, now is the time to make them an offer of employment.

Call the candidate personally to offer them the job. Make sure you congratulate them and express your enthusiasm in welcoming them into your team. You will also need to follow up your conversation with a letter or email that includes the job offer document or contract.

In the case a candidate declines the job offer, you may wish to do a reference check on your second pick candidate and make them an offer.

Training Your Dream Employees

Once you have landed your dream employees through a rigorous recruitment process, it is essential that you continue to invest in your decision by putting them through a thorough training process. Training great employees makes them a great asset and grow professionally, and this makes them stay in your company.

finding and training employees

Training is Important for Employee Retention

It is an element of recruitment. A new employee’s orientation and training set the tone for their entire employment; this includes their impression of your business, its systems, and respect for its leaders. This has an impact on your ability to retain good people and avoid unnecessary or redundant recruitment processes.

Too often, businesses rely on junior employees to train new ones without any guidelines or ‘curriculum.’ New employees are thrown into the deep end without clear expectations or an understanding of ‘how things are done around here.’

Your Leaders’ Involvement in the Training Process

These elements affect how an employee perceives their own required level of effort or performance. A business that doesn’t give much thought to planning, expectations, and preparation will end up showing a new employee that the same lack of attention is expected from them.

Here are some things to ensure you implement when you create your comprehensive training system:

Prior Learning / Existing Knowledge

Acknowledge your new employee’s prior learning, and don’t overestimate or underestimate their existing knowledge.

Choice of Trainer

Investing time and effort in training employees, make sure the person or people who will be training the new employee are sufficiently qualified and experienced. If an administrator is leading a salesperson’s training and orientation, consider asking another salesperson or more senior team member to assist on specific days or sessions.

Training Materials

Have all the required training materials handy. This includes company manuals, industry guidebooks, common reference materials, work samples and anything else that will aid in the training efforts.

Training Tools

Also, ensure you have the tools available to train your new recruit. Will the training be held at their workstation or another workstation? Do you have all the software you need? All the equipment required? Doing so will ensure the training runs smoothly and the time provided will be used effectively.

Time for Training

Provide more than ample time for training – including time for questions and elaboration. Rushing training benefits no one, including your profits.

Testing to Ensure Mastery

Consider including some ‘tests’ or checks to ensure the new recruit understands each component of the training. Ask the trainer and the trainee to sign-off on each section.

Employees’ Part in the Big Picture

Each team member’s role is part of a larger picture: the company as a whole. Ensure that the trainee understands how their role contributes to the big picture on each level. If they are a junior member of a department, they should understand how their job contributes to the department, as well as how the department contributes to the entire company.

Encourage Employee Feedback

The trainee should be able to ask questions and review information at any time – including after the training process. Create an environment that encourages open dialogue and encourages employees to ask questions when they are unsure of a task.

The other common mistake that many companies make is ending training after the first few weeks of a new recruit’s employment.

Ongoing Employee Training

Training our employees is an ongoing process for every single member of your team, and there should be a system or structure in place to ensure that staff training and development happens on a regular basis. This can include cross-training, employee development, and new systems orientation.

Benefits of Regular Training

Regular training not only benefits your staff and improves their performance, but it allows you – the business owner – to:

  • Implement new policies + procedures
  • Invest in your staff, thereby improving confidence and morale
  • Evaluate staff performance at an individual and team level
  • Reward staff based on performance improvements
  • Provide a regular arena for feedback and discussion, including positive and negative experiences and issues

One-on-One Training + Evaluation

An effective system of ongoing training for employees is by weekly, monthly, or quarterly staff reviews. When conducted one-on-one, this provides a forum for regular communication with employees to review performance and identify areas for improvement. A one-on-one environment will encourage more open and honest dialogue than if the session were conducted as part of a team.

As a business owner, these sessions are valuable sources of information and insight into the strengths, weaknesses, and motivations of your team.

Senior Staff Mentoring Junior Staff

If you have a large staff, consider pairing junior staff with senior staff and establishing mentorship relationships. This is a powerful way to build the synergy of your team and frees you up from weekly meetings with each staff member. Instead, each senior staff member can report back to you on the results of their regular training sessions, and you only need to conduct these sessions with your senior staff.

Team Training Events

Training events are great networking opportunities. By bringing together people with diverse backgrounds and skill sets, training events provide a unique opportunity for professionals to connect and learn from one another. In addition, training for networking offer a chance to learn about new methods and approaches to work. As a result, training events can be extremely valuable for both individual professionals and teams as a whole. However, it is important to choose the right training event for your team. If the event is too social, it may not provide the desired opportunity for networking and learning. Conversely, if the event is too formal, it may not create the desired sense of camaraderie and collaboration. The key is to strike the right balance between networking and learning. With careful planning, training events can be an excellent way to build strong teams.

Team training exercises will shed light on the leaders and followers in an organization and bring together employees who may work outside of the office. These can be especially helpful if you and your senior staff do not see the team ‘in action’ on a daily basis.

Keeping Your Dream Employees

Now that you have spent hours of time and potentially hundreds or thousands of dollars recruiting and training your staff, your human resource job is done, right?

I suppose you’ve done what you’ve set out to do: get the right people working for you. But what happens when those people get bored? Or stolen by another company? Or feel they’ve “done all they can do” at your company?

The final step in the overall recruitment process is employee retention. This includes keeping your employees happy, supporting their development, and giving them an incentive to continuously improve their performance.

Your Work Environment

The environment you create for your staff has a huge impact on your employee retention rates. This includes the interior design and layout of your office or business, the lighting, plants, and kitchen amenities available. It also includes the culture of the company – what is the general working atmosphere? Are most people loud? Quiet? Is there a buzz or hum to the office space?

The bottom line is that employees should enjoy and feel comfortable coming to their workplace – they do spend most of their waking hours there.

Spending a little more on comfortable office furniture and amenities like coffee, tea, snacks, and social spaces will go a long way toward keeping your employees happy at work.

Recognition, Rewards, and Incentive Programs

finding and training employees

Did you know that many employees place more value on positive public recognition for a job well done than they do on salary?

Recognition and rewards are powerful tools when it comes to keeping employees happy. Positive feedback from those in more senior positions has a higher perceived value than a 3-5% salary increase – and it costs the business little to nothing to implement.

Retaining Your Employees

Incentive programs are a formalized way of rewarding employees for their achievements and successes. Clear targets and milestones are identified, and when an individual or team reach those milestones they are rewarded with bonuses or prizes.

Recognition, rewards, and incentive programs are an important part of employee retention, as well as team building. They will be discussed in further detail in the Team Building chapter.

Professional Development Programs

Another common reason employees choose to leave their positions is professional development. Many feel they need to move to another company in order to develop their careers or gain more responsibility. They may not necessarily dislike their current role, but become bored or stagnated and believe they have ‘done all they can do’ at that particular company.

Keeping good people means providing opportunities for growth and advancement within your company. This benefits the company because you can hire from within, and save money and time on recruiting and training new staff. It also benefits your employee and increases their loyalty toward your business.

Staff Retention

Professional development programs are an important part of staff retention – but they are also an important part of business growth and development. A company with staff who are always increasing their knowledge and improving their skills will stay on the ‘cutting edge’ of their industry and have an advantage over the competition.

Ongoing training and development should be a primary focus for any growing business. Here’s why:

  • Increases productivity
  • Increases staff retention
  • Increases workplace safety and morale
  • Increases customer service
  • Increases sales

Professional development programs typically focus on the big picture ambitions of the company and its staff members. The longer-term goals and career ambitions are recorded and taken into consideration.

Professional development can be easily worked into your ongoing one-on-one training systems. Keep a folder or binder for each staff member that outlines current role responsibilities, short and long term goals, and areas for improvement, and review it during your weekly or monthly meetings. Identify specific areas for growth, and develop plans of action for that growth.

For example, if your marketing assistant wants to grow into a marketing coordinator or manager role, and needs to improve her people management skills, consider putting her through a management course.

Simple System Tools for Employee Retention

Maintaining this program doesn’t have to be a time-consuming task. With some simple system tools and a commitment to regularly scheduled meetings, you can have a clear and effective program for your staff.

  • Evolving job description documents to monitor roles, responsibilities, and tasks
  • Regular performance evaluations
  • Goal planning worksheets
  • Continuing education programs at local business schools
  • Regular meetings between staff and supervisors
  • Rewards and incentives
  • Difficult to re-organize
  • Best for smaller lists


Finding and training employees is one of the most challenging issues that small business owners are facing. Implement these practices and see your business take on a life of its own!small business coach