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If you are like many business owners throughout Delta County and the Upper Peninsula, finding and keeping good employees may be one of your greatest challenges. Whether you run a construction company, manufacturing business, restaurant, or another small business, finding people with the skills, work ethic, and character you want can be difficult. I often hear owners say, “It’s nearly impossible to find good employees anymore.”
Unfortunately, staffing shortages can have serious consequences. Owners end up working longer hours, turning away customers, reducing operations, and sometimes even closing their doors because they cannot maintain an adequate workforce.
Our region faces legitimate workforce challenges, including an aging population and younger workers leaving for opportunities elsewhere. However, after more than 30 years in the recruiting and talent advisory profession, I believe many businesses could improve their ability to attract and retain employees by examining three things within their own organizations.
First, plan for your future workforce needs
Too often, businesses start recruiting only after someone resigns or they need more employees. The urgency to fill a position can compromise hiring standards and lead to poor decisions.
Instead, consider where you want your business to be in three to five years and what people and skills will be required to get there. Which employees could be developed for greater responsibilities? What positions might become necessary? By anticipating these needs, you can begin identifying and developing talent before a staffing shortage becomes a crisis.
Second, develop your leadership abilities and workplace culture
Mark Miller, a former vice president at Chick-fil-A, has emphasized three things talented employees seek: a better boss, a brighter future, and a bigger vision.
Consider what these mean for your business. Are you the kind of leader good employees want to work for? Do you provide opportunities for employees to develop their skills and assume greater responsibilities? Have you communicated a vision for the business that gives employees something meaningful to work toward?
Many of us have spent years becoming proficient in our trades or professions but comparatively little time developing our leadership abilities. Yet how we lead and treat people strongly influences whether they want to join our organizations and stay.
Third, consider your reputation as an employer
Most business owners understand the importance of maintaining a good reputation among customers, but what about employees?
If your current and former employees were asked whether your business was a good place to work, what would they say? Would they recommend your company to friends and family?
In smaller communities like ours, personal recommendations can be among your most valuable recruiting resources. Ask your employees what they appreciate about working for you and what could be improved, then listen and act upon their feedback.
As business owners, we cannot control the availability of workers in our region, but we can influence how attractive our businesses are to prospective employees.
Next time we find ourselves saying, “It’s nearly impossible to find good employees anymore,” we should also ask, “What would make a good employee want to work for me?”
Jeff Ketchum is the founder and president of Lordstone. Lordstone helps small business owners and boards improve cash flow, grow profits, build great teams, plan for succession,and increase business value. He can be reached at jeff@lordstoneadvisors.com or (906) 428-9330