Situation: A company is expanding. Some jobs that need to be filled are either utilitarian or don’t require full mobility. Labor through agencies runs $20/hour including agency fees. The CEO considering hiring the disabled including wounded warriors for this work. Have you hired people with disabilities?
Advice from the CEOs:
In San Mateo County California there is a group called Community Gatepath. They assess the work and work requirements and the company pays for disabled services a fair price piece basis. This worked well for sample product with simple packaging.
National groups include SourceAmerica.org and the Small Business Association which can assist with any regulatory questions pertaining to hiring the disabled.
Working with Easter Seals one company hired high functioning disabled individuals. For everyone involved, it was a very positive experience.
If you are interested in hiring disabled veterans, organizations like Hire Heroes USA provides both resumes and assistance. Tax credits are available for hiring disabled veterans.
There may be issues around how disabled workers process information or how they handle emotional situations that are different from non-disabled workers. Sensitivity among those supervising is important.
Interview and investigate the sponsoring organization and arrangements. Make sure that they are set up well for your needs as well as those of the disabled workers.
Situation: Two employees within a small company are shifting roles. One is shifting from Operations Manager, a higher level position, to an engineering role in charge of production, with no reports. The second has been promoted from Customer Service Supervisor to greater responsibilities for purchasing and production scheduling. How should the CEO adjust the titles and compensation of these individuals?
Advice from the CEOs:
The Operations Manger is really shifting to a staff engineer position. Consider the title Senior Engineer or Senior Staff Engineer if the individual is comfortable with this. It conveys respect for prior experience while delineating this individual’s preferred responsibility. You may want to make adjustments to compensation over time by holding back on salary raises rather than by cutting salary right now.
The Customer Service Supervisor is moving into new responsibilities, and this may take time. In a sense this is a lateral move with potential for growth. Consider retaining the title of supervisor until this individual has demonstrated ability to perform these new duties. Salary adjustments and raises can be added as the individual grows in responsibility.
There is no problem having multiple titles and business cards. Many small companies do this. You can give the second person two titles: Customer Service Supervisor and Production Supervisor. This enables you to elevate this individual to manager of one or both areas as ability is demonstrated to take on additional responsibility and accountability.
Because both employees will be working in production, albeit in different capacities, monitor the situation closely to assure that conflicts don’t develop.
Situation: A small company has a key employee who has been with them for one year. Previously, this individual had been a production manager in a large company managing as many as 100 employees. He excels at analysis, QA and other “doer” roles but has not demonstrated strong supervisory skills. How do you address a key manager functioning at 80%?
Advice from the CEOs:
Small companies are different from large ones. In a small company, people must wear multiple hats and be willing to roll up their sleeves with the others. The atmosphere can be very different in a large company. Past experience in a large company does not mean that previous skills are transferable.
If the person is not a fit for your needs and organization, then you must find a fit or make a change.
Do you have room on your payroll for a job appropriate to this individual’s skills and talents? If so retain him in a new role. If not, then take action.
Engineers often do not transition well to management positions. Different skill sets are required. Shortcomings may have been masked in a large company.
If your future need is for an individual to take on many or your current responsibilities in the role of General Manager, hire an individual who has demonstrated success in this position in a company of in size and focus as yours.
If you need to hire a different person, review your selection process.
If this position requires the wearing of multiple hats, indicate the range of responsibilities in the position description.
During the selection process query candidates on their experience handling these responsibilities. Ask open questions and look for specific instances where they have demonstrated talent. Confirm responses in reference checks.
Key Words: HR, Selection, Performance, Doer, Manager, Supervisor, Big vs. Small Company, Success, Experience, Selection, Position Description, References