‘Little Wonder’ – Attracting Talents for Small Firms

Here’s a discussion on CiteHR, to find ways that can attract talent for small firms with 30 members. The situation is parallel to many start-ups and similar firms. They are required to hire the most competitive talent yet lack the situational advantages as compared to the bigger firms. In certain situations, they may not even have a huge budget to pay lucrative salary and an established brand name. Under such circumstances, strategising recruitment becomes a challenge. Here’s the link to the discussion http://www.citehr.com/287724-how-attract-job-seekers.html

The swot of a small firm would be as follow:


  1. Visibility: Small firms offer high visibility to every talent. The opportunity to work in a complete cycle is available to any employee at every level. This gives them a tremendous exposure to handle escalation and complete business intelligence in much shorter span to what they would have learnt in bigger organization.
  2. Roles: Fewer number of employees delivering more specialised role: The headcount would be very low, but not the jobs to be delivered. The tasks would be divided to the team members including operational and strategic. Whereas in a large organization the roles often get pigeon-holed into repetitive tasks.


  1. No brand name
  2. Size of the firm
  3. Low salaries and benefits
  4. Apparently lower opportunities until openly discussed


  1. Higher degree of empowerment through an entrepreneurial environment with soaring accountability to the job
  2. Freedom to implement as the environment is dynamic compared to the bigger firm with lot more rigidity.
  3. An inclusive culture. In a small organization, it’s the culture that binds in. The freedom to express oneself and the opportunity to be understood and accepted gel the employees together.


  1. Dissatisfaction and friction from talents constantly comparing the job with the small firm to that in a bigger firm.
  2. Losing the talents to the bigger brands once they become employable
  3. High impact of the decision maker: As the size of the firm is small, the attitude of the decision maker would make a very high impact on the employee morale.

To implement these advantages the firm needs to target the right talent base

  1. Identify talents with entrepreneurial interests. Such a talent would be driven to deliver results and be directly responsible to it, compared to the ones, who look forward to join a bigger organization to work in large teams.
  2. Offer the talent to spend few hours at the live environment. This lowers the dropout rate for new hires.
  3. Referral programs can contribute to encourage the existing employees. The employees who are in the organization are the ambassadors to the talent market. 
  4. Identify roles and tasks. Break them into full time and part time roles. The tasks which are non-core and include the following :
  • Require low information security
  • Can be trained easily
  • Can be monetised on the basis of the tasks delivered. For e.g.:  A web development has several tasks to be finished at certain duration. Monetise such task and turn them into revenue per target achieved with a duration dependence. This will make the job manageable.

Create a career path for those who started with part time, to be converted into full time on the basis of performance. Part-time employment may not take too much of a deliberation for the talent. When they work for the organization for few hours and draw a sense of accomplishment and satisfaction, they are more likely to join as full-time employees. Above all, keep the right estimate for employee life cycle. This would ensure resource planning and identifying the skill gap. The continuous re-killing for the team members would keep them motivated with higher learning curve. Consequently raise their engagement levels. On the job training is one of the biggest takeaways for a talent. It increases their credibility to deliver. Hence explaining that as an offering will work to the firm’s advantage. Focus on the work environment and job content as the retention will depend on that. A human approach with professional excellence will confirm talent supply to the firm in the long run

"I appeared for 4 successive interviews for a job position at a media company. The very
"We have recruited a guy in our company and found that he edited his Btech
Can you challenge your employer at the Court of law if you were terminated for
"I completed MCA in 2009, after that I did some teaching job and tried for
"I am working in a manufacturing industry as a Sr. HR Officer. I have recently

  • Jayaseelan

    It is definitely difficult to attract the talents for small firms. But it is the strengths which speak high for the small enterprises. We need to effectively publicize the strengths to the Institutions which will easily attract the entrepreneurial minded students to join small firms since such students will identify themselves with the strengths these firms carry.

  • SunilAgarkar

    dear ms. Ashlesha,
    I am please to see your love and commitment to your organization.

    Yours seems it company, no general management theory work for small it company . Please note following tips.
    Look for


  • Sunil Agarkar

    pl note :

    identify your technical skills and weakness

    If you recruit a person having good skill where your weakness is AND willing to develop his career in what you are strong.

  • Sunil Agarkar

    such candidates shall leave tcs and join you if you can convey your vision (without boasting) and show him his challenging progress path.
    Show your capacity and plans to give him training.
    let your other satisfied employees interview him then you take interview.

  • Sunil Agarkar

    for this you must have understood , read Cv carefully and between lines.
    Read in Cv what he has not written .
    Give him a call for progress not for change of job. For this try to read in Cv what he mean progress. 9824190002