What does it take to be a great small business employee? Seven qualities that will make next your next hire a superstar!
In a small business, it is rare to get a second chance to make a strong first impression. The same is true for hiring a small business employee. Hiring the wrong person is a waste of time and money—resources that always seem to be in short supply.
There are lists of attributes for a successful small business employee; good attitude usually ranks near the top. Anyone can learn skills, but mindset, initiative and independence are innate. They are often hard-wired attributes of all the best employees. Determining who has these qualities—and more importantly, who does not—is the way to ensure you have the right tools for success.
By this time, you should know that typos and grammatical errors can be fatal to a resume.
However, there is one flaw that is the most deadly of them all—the perfect resume killer!
Rambling and unclear language.
Compared language that is all over the place, the occasional typo, outdated technology references or even an unexplained employment gap are somewhat excusable.
A resume that does not concisely reveal the person you are and what you have done will be dead on arrival. It doesn’t matter how qualified you may be. A human resources staffer, hiring manager or recruiter cannot judge you on your qualifications if they are not able to FIND your qualifications.
A candidate may have the greatest technical skills in the world, but if they can’t immediately take it from reading a resume, that’s bad. What’s worse is reading your CV several times, and it still makes no sense.
How to avoid incoherence—the most fatal resume flaw:
In most companies, the role of Human Resources staff is painted with a broad brush. Often, HR is tasked with the jobs that managers are reluctant to do—things like discipline, hiring and firing.
Many of these responsibilities belong to management, and rightly so. That is not to say that HR has no business in the decision to discipline, hire or fire; HR should assist management in these tasks, not replace them.
Consider the decision to fire someone. A human resources staffer does not have the first-hand information to make the decision independently. Direct supervisors have knowledge of an act that requires termination, or are familiar with the performance pattern that led up to the decision to fire.