Right net snares best

Hagen Wallach wants a part-time worker for his cleaning business. Photo / Supplied

Think outside the recruiting box to get the perfect candidate.

PROBLEM

After running Heaven Sent Cleaning for seven years, Hagen Wallach has decided it is time to expand the business. But working by himself, he already has all the work he can handle and is having to turn down jobs. He needs to hire a staff member but is having trouble finding the right person. He can only offer part-time work to start with. He has tried to hire someone through Winz without success and is now putting an ad online. He wants someone who will focus on the role, not the money.

SOLUTION

Jane Kennelly, director of Frog Recruitment, says even though Wallach is only offering a part-time job he needs to offer a consistent amount of work if he wants to attract the right candidate. "Work can be part time but it should be a defined number of hours or days," she says.

Most potential employees need at least a rough idea of where their money is coming from so that they can plan their lives and bill payments.

But Wallach may be able to use the part-time aspect in his favour, Kennelly says. If he offers staff flexibility in the hours they work, for example by letting them work only during school hours or at the times that suit best for them, he will build their loyalty to the business.

She encourages Wallach to think outside the square with his recruitment tactics. "Think about who would be ideal and then where they might be."

He could contact the local community centre or childcare facilities if he thinks a parent might be perfect, put an ad on Trade Me or run a campaign on Facebook.

"Trade Me especially, because you have people casually looking at their auctions who then stumble across the ad and think, 'That would be perfect for me'."

Kennelly says people will be loyal if they can see they are part of a growing business that has a clear plan for the future.

Communication with staff cannot be overlooked. "All too often firms forget that a fundamental sense of belonging can be supported by regular, personable conversations."

She recommends Wallach puts time into finding out about anyone he hires and what their goals and interests are.

Wallach will need to include his employee in his plans for the company and keep them informed about what is happening as the business develops.

Adecco managing director Mike Davies says the key is to get people to buy into the dream. "Then you get someone who's committed and will work a lot harder."

He says in some cases people will forfeit a certain amount of pay in return for the experience or chance to work up to a level where they are important in the business.

He warns that Wallach will have to stick to his side of the bargain and follow through with any incentives that are offered. But he says all the incentives in the world will not be enough if there is simply not enough pay. "Money, whether we like it or not, is important," he says.

Another option would be for Wallach to get together with another business in a similar position and "share" the employee, almost like a job share, Kennelly says.

Two businesses with not enough work for a full-time employee each may easily be able to come up with 40 hours' work between them.

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