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How To Hire, Manage & Fire: Unconventional HR Practices For SMEs


Hiring the best set of people can mean the difference between success and failure in business. You have to be on guard to make sure you avoid bringing the worst set of people into your organization, rather, you surround yourself with the brightest set of people and make sure they give their optimum performance.


The issue of hiring is of great importance. It’s as simple as this: go out, get the best set of people to do the job. Bring them in, compensate them well, and most importantly always monitor the work they do, making sure that they deliver on the jobs as always. There is a heavy emphasis on hiring great people and promoting these worthy individuals already working in your organization.

At the stage of hiring, one thing you need to do is to become a good judge of people’s character. Never be carried away by a shiny suit, or a well-polished accent or even a comprehensive CV. Don’t forget that every hire is a gamble, so you have to be careful so that more odds will be in your favor. Some people will come into your office looking and sounding great, but, after you hire them, they’ll turn out to be low performers. You have to place an emphasis on performance. You need to hire smart people who either have an extensive knowledge of your business and the industry you operate in or are willing to learn.

One other thing to watch out for while hiring is attitude. You need to be able to spot out bad attitudes. A person with a negative attitude can spread his pessimism and downright nastiness like virus among your staff, otherwise destroying the healthy and well-functioning team you have in place.


After hiring, it is important that you manage your team well. One key to managing your team is to understand the art of delegation. Many CEOs make the devastating mistake of over-trusting their staff. So, they delegate, yet, painfully realize that the work wasn’t done as expected or wasn’t even done at all.

Delegation is more than just giving work to different individuals, it is about keeping track of the individuals. You must have a system for keeping your employees in line. They have to first fear you, respect you before they admire you. You must act like a strict father in keeping your employees. If not, there is a high tendency that they will take you for granted.

Another thing never to forget is creating a powerful team spirit. This is highly important. Passion comes out in full effect when esprit de corps is on the high. Let there be a reward system, appreciate in public those who are performing well. As much as you want your staff to fear and respect you, you don’t need to be a bully. This is where Emotional Intelligence comes into play.


This part of the story is quite sensitive, yet we can never fully run away from it. When we have a worker who is underperforming, what do you do? Well, before you fire, ask questions. It could be that the person is just finding it difficult to get the grasps of his job duties, or the person is having emotional issues which is coming to bear at work.

One suggestion I have for you is the 25-50-25. This is simple. Fire the poorest and dumbest 25%, promote and compensate the brightest and top performing 25%, and then train the mediocre 50%. This system will inspire those in the 50% to work harder to get to the top 25% group and also not fall into the low 25% group too.

Finally, one sure reason to fire anyone is a bad attitude. Remember, out of the three-important criterion for hiring – Knowledge, Skills & Attitude, attitude stands tall. Knowledge can be taught, skills can be learned, but attitude will take a long while before they can be corrected.


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