For every type of business, but even more so in the case of a startup, welcoming the right person into your team at the right time can make a real difference. The problem is that, in general, the right person entails a cost, which often an ongoing activity may not be able to afford. These are strategic choices, and aiming for savings when it comes to human resources is almost always the wrong choice.
So how is it possible not to let the professional gold run away without going bankrupt immediately to hire him?
We must be flexible and creative, and put in place some strategies that allow the company to make itself attractive in the eyes of the candidate, so that, even in the face of a limited budget – or in any case underestimated compared to the usual “quotations” for his figure – you can get the classic win-win that can satisfy both parties.
These are not expense-free solutions, of course. But following this list of tips, you will be able to maximize every single penny invested and, if things go wrong, minimize the risks if the employment relationship is not successful.
Pay based on results and offer incentives
If you want to hire a new resource that is currently working for someone else, and that you know it is paid for with a salary that you would have difficulty offering, you can try to compensate your proposal with some other type of incentive, such as commissions or prizes. of production.
In this way, you will pay the added value to your company, and it is not excluded that, in the end, this will be much more profitable than an excellent basic salary. Furthermore, it will allow you to optimize cash flow, as you will pay your collaborator based on actual revenues already collected by the company.
Incentives are a solution that you can also use to stimulate and encourage the collaborators and employees already present in your team, offering production rewards, for example, to the marketing manager to increase the number of potential qualified customers, or to your project manager because complete the order within the optimal time frame.
The important thing is that these incentives are linked to transparent metrics. Everyone can monitor them; otherwise, you can run the risk of a loss of trust in you, which could even lead you to lose valuable collaborators.
The incentives are generally very attractive for a potential new employee, especially if they involve scalability and therefore understand that they could increase over time.
They can sometimes serve as a filter in choosing the right candidate, causing him to reject the offer because he is not confident enough and not convinced that he can achieve the required results.
Give small but valuable benefits
Parking, equipment, subscription to public transport, gym card, snacks, meals are all costs that during the year, an employee must pay by paying out of his pocket.
But there may be forms of company agreements – to which a single employee would not have access – which allows obtaining even very significant discounts and discounts. Being able to offer such benefits included in the hiring can become a very strong lever, even in the face of reduced pay.
The classic example – which is practically considered a minimum union – are meal vouchers.
As regards mobility, for example, most public transport companies offer opportunities in the field of Mobility Management, with reduced-price passes or unified transport solutions (e.g., metro + bus). Another extremely convenient and attractive solution, especially in large cities, is the Car Sharing or Car Pooling services, which allow sharing a single private vehicle to multiple employees who travel the same route to and from work.
Furthermore, the so-called fringe benefits are increasingly used, accessory benefits that fall within a particular type of remuneration provided in article 2099 paragraph 3 of the civil code, which establishes that a collaborator can also be rewarded with alternative solutions to income.
Fringe benefits are considered goods and services dedicated to the employee, such as:
- health care;
- insurance policies;
- subsidized loans;
- purchases of corporate shares (the so-called stock options);
- housing that is made available to the employee and family.
Moreover, solutions of this type almost pay for themselves, as they are generally all downloadable in tax terms as business expenses.