Archive for Sunday, August 3, 2008

Three hiring mistakes to avoid for your start-up company

August 3, 2008


— If your start-up company has gotten to the point where you alone can't do all the work, it's time to do some hiring. But hiring decisions for start-ups are not cut and dried. A lot of start-ups can't afford to pay the same salaries as big companies, or offer an extensive package of benefits.

Even more important, it's hard to find someone you can trust to help run your business. While hiring decisions are certainly not easy, there are some practices you should avoid. From Brad Sugars of, consider these three suggestions:

¢ Don't hire someone just because you know them, including friends and family.

Hiring people you know can lead to big problems if you choose someone who's not the right person for the job. When friends and family enter the picture, objectivity and accountability can go by the wayside. They might expect a double standard, which will ultimately hurt your business. But there are countless examples of family businesses or businesses launched by friends that have been successful, and the decision depends on the individual. If your friend or family member is right for the job, then that is the right choice.

¢ Avoid taking on a partner just because you can't afford to hire. Really assess if a person is worth receiving 50 percent of your company. If entering a partnership would more than double your business, it might be a good choice. Otherwise, consider outsourcing projects or work on a fee basis. Such arrangements are easy to terminate if they go wrong, but a partnership could be forever.

¢ Stay away from hiring for hiring's sake. Clearly define what job you would like to fill and what skills that person should have. Hiring a generalist to help out with all aspects of your business is not always a good plan. Someone filling such a position may end up being unproductive. The best way to add real value is to hire a person who can perform a certain role that your business needs most, and perform it well.


igby 9 years, 8 months ago

Use temps until the right one earns the position through due diligence.

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