With that reality upon us all, there are things prospective employers need to consider. In some cases, if the desired talent and experience can be located, more money may solve the dilemma but the “more” may be a significant amount given the demand in certain sectors of employment. There is a distinct shortage of high level, broadly experienced talent. This may be a time when some decisions need to be made.
Does my company really require a top level person with tons of experience, or is this the time for my company to think about bringing on board a quality person who might not have quite the level of experience we’d love? Would operating short-handed be better or worse than waiting for, or paying more for the right person?
There is a cost to be paid for not filling positions just as there is a cost to be paid for providing some OJT, but while providing the OJT your company will be gaining the benefit of that employee’s production or sales. Will every one of those people who were hired with a bit less experience or a bit less education than desired be long term employees? Maybe not, but they will have contributed something even while you were deciding if they were ‘keepers’ or not. You may have to refine the training process or the score-keeping process or both. And you will need to be willing to pull the trigger on termination decisions if that is required; and, that isn’t always an easy thing to do.
On the other side of the coin there are also the intangible feelings of loyalty that may be created within the person who was given the opportunity to learn on-the-job that might not otherwise be present. If you are fully staffed or nearly so, you have the opportunity to work through these tight hiring periods. If you are short-staffed, you are probably going to suffer on production or sales or both and that can’t be offset.
Interesting times indeed.
Alan Campbell, Account Executive