It’s Time to Refresh Your Recruitment Strategy…Or Actually Have One

It's Time to Refresh Your Recruiment Strategy... Or Actually Have OneOne of the topics I speak about at HR meetings is “Getting Ahead of the Recruitment Curve”. Like all of my talks, I tailor it to small businesses or those without a ton of resources or budget. Regardless of where you fall on that spectrum, I think the opening point of my talk applies to many businesses.

Our recruitment processes have become very reactive.

We wait for the requisition, go to our trusted, yet maybe unreliable resources and pray that it all works out in a time frame the hiring manager can live with. The process for many is on auto-pilot and even if ineffective, we still resort to the same four our five steps each and every time. Our strategy is absent. Our process is broken. The task is a source of frustration each and every time and yet….we keep doing it the same way.

While I can’t give you one recruiting strategy that works for every position, I can give you what I think are the proper components of a recruiting strategy. The areas that need to be considered to determine what outlet works best for your business for finding candidates.

Not just best available candidates but best fit candidates. That’s an important distinction.

Workforce Planning:
We are going to have an entire series devoted to this later in the year, but no recruiter or business leader can do an effective job of creating a recruiting strategy without really understanding the state of their workforce.

Who is leaving?
Who may be leaving?
Where do we currently have gaps?
What gaps do we know we are going to have in the next 90-180 days?

These are just some of the questions workforce planning answers. Without knowing who and for what position you will be hiring, the following steps are a waste of time. And you need to know that in the long term, not just what is happening today.

Measure Effectiveness
The refresh part, for those who already have strategies, happens when we look at what we have been doing and measure it’s effectiveness. I’m often amazed at the number of companies who have purchased packages with job boards when those aren’t really the things that are bringing in the candidates. I’ve heard of companies paying a monthly subscription fee to ZipRecruiter or purchasing a $10K package on Careerbuilder only to realize that those outlets are not what is bringing in the talent in the first place. That is just money down the drain plain and simple.

Learn a New Skill
Sourcing, social media, networking – all effective outlets for finding viable candidates. Effective strategies mix these up and use all of them at one point or another. Recruiters who do not know how to do one of these may assume it won’t work. There are more than enough resources, both paid and free, that can teach these areas. Recruiters who want to get ahead of the recruiting game, must have a wide breadth of knowledge in all possible strategies so they can determine what is and can work for them.

While not all the steps to creating or refreshing a recruiting strategy, this list is a good start. The first step is to realize you have been very reactive, take a step back and think about how you can organize the process to make it more effective and efficient. It’s not bad to have a recruiting process on auto-pilot. It’s bad to have an ineffective recruiting process on auto-pilot.

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How Pre-Employment Personality Assessments Can Help Recruiting Efforts

How Pre-Employment Personality Assessments Can Help Recruiting EffortsFor a long time now there have been great debates about the validity of personality assessments. Myers Briggs, DiSC and others have been regarded as useless in determining the way a person really thinks and/or works.

I tend to disagree.

I have been using personality assessments for over a decade and find that, at least the more well known assessments, do consistently resonate with their test taker and offer up great points of conversation for team building discussions and pre-employment. It is the pre-employment use I want to talk about today.

More and more team dynamics play a role in how effective and efficient a department is. One or two bad apples and the whole team is dragged down. Often, the bad apple isn’t necessarily a poor performer, but more often there is a personality conflict between that person and another or even the entire team. And that is difficult to manage and overcome if it gets out of hand.

For leaders, thinking about team dynamics in the hiring process is essential. It is not enough to simply look at how a person’s skill set and past experience is going to fit into the position, but how the person’s personality is going to mesh with the rest of the team. Since the interview process usually produces the best of a person, meaning they are not being their total self in an effort to impress, simple questioning can prove fruitless in figuring out how a person truly works and interacts with others.

And that is where pre-employment personality assessments come in.

Let me be clear. I believe pre-employment personality assessments can be a part of the recruiting process, not the whole thing. I also believe you have to go with a personality assessment that has been validated for pre-employment. Neither Myers Briggs or DiSC are validated for pre-employment. Finally, you have to have someone certified to be able to review the results with the candidate and leader. Someone should be trained in how to interpret the results and highlight what is important for the candidate/company to consider.

I am a certified coach with Hogan Assessments and really like the assessments they offer, the results that are provided and, most importantly, provide great discussion point to review with the candidate and leader. Below is my process for administering and reviewing personality assessments in the recruiting process.

Determine the Right Positions
I don’t think all positions need personality assessments as part of the recruiting process. I believe crucial leadership roles or the first few roles in a small business/startup are usually perfect for a personality assessment step added to the process.

The Assessment is a Final Step
If not the final step, the assessment piece should be one of the ending phases of the recruitment process, meaning only your top candidates take it. You don’t want to make hiring decisions early on based on a personality assessment. If you have results that tell you what their personality may be like before you’ve gone through any other stage of the interview process, you are making a decision without the full picture.

Review the Results
The most important step is to fully review the results with both candidate and leader together. This is where it’s important to have a certified coach who can help interpret and discuss the results that may impact the workplace – both positively and negatively. This conversation must be open and honest. It should allow the candidate to describe how they may act in a workplace setting when certain situations arise. It should also allow the candidate to get an even better understanding of the workplace they will be working in and determine if it is right for them.

When done well, these pre-employment personality assessments allow both candidate and leader to walk into the employment relationship with a head start on how they might work together. Both are aware of areas of synergy and areas that may create conflict. They already know how they might adapt to one another’s style. Information that will also help the leader integrate the new hire into the team as a whole.

For all the debate over personality assessments and their validity, this consultant is a fan. They do require care in administration and execution, but with the right help and facilitation can provide insight now found anywhere else in the recruiting process.

*this post is not sponsored or affiliated with Hogan.

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There is a Candidate for Every Environment

There is a Candidate for Every EnvironmentIn May at the WorkHuman conference, my friends Robin Schooling and Bill Boorman did a talk on recruiting. One thing that Bill said that has stuck in my mind ever since is that when it comes to fit, there is a person for every environment. There are people who are willing and able to work in even the most toxic environment.

He’s right.

Last month I filled an Office/HR Manager position for a very challenging environment. The hiring managers interviewed 8 candidates. During both my pre-screen and the onsite interviews with the candidates we were very honest about what this person would be walking into. While not a toxic environment, one that was very demanding in a culture that is very direct and could be perceived as aggressive. For some of the candidates, the truth about what they would be facing was enough for them to say that it wasn’t the right place for them.

For others, and ultimately for the person who was hired, that type of environment was refreshing and invigorating.

The lesson I learned while recruiting for that role made it very clear that there is a candidate out there for most any environment. The key is being honest in the recruitment process and asking very targeted questions to ensure you are finding the right one.

If the environment is challenging for one reason or another, be honest.

If the CEO yells and there is no changing that, be honest.

If the leadership doesn’t really put an emphasis on employee development and just wants people to come in and do their job, be honest.

If the hours are long and the work is hard, be honest.

If the company is in a transition phase and need to get over a tough hurdle, be honest.

Whatever it is, bumps, lumps and all, be honest.

But then you have to be honest about the good. What would make someone want to work in all of this? Is it the chance to get in on the ground floor of something that will be amazing in time? Is it the chance to work with some of the smartest minds in your industry, even if they are jerks? Is it the chance to eventually build something that is far different than what it is today if everyone can just get through this part?

I often hear from HR leaders who say they struggle to hire or retain hires because of the environment they are in. Usually I find this to be because they are not completely honest during the process and then the hire sees the reality they are facing and feel duped. That is not a way to start a new job.

It may take a little longer to find the right person when your environment isn’t one that would land you on a Fortune Best Places to Work list, but that doesn’t mean the right person isn’t out there.

It’s a weird truth to comprehend, but that doesn’t make it any less valid.

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Lack of Brand Awareness – The Small Business Recruiting Killer

Lack of Brand Awareness-The Small Business Recruiting KillerMany of my friends are at HR Tech World this week. During the first day, I think before the main part of the actual conference kicked off, I saw a post from a friend that shared this stat, “Candidates follow your company for 7 months prior to every applying for a job.” This post didn’t have a source for that stat so I have no idea where it came from or it’s accuracy, but for the purposes of this post, I’m going to assume it’s true.

And if it is, that is one more nail in the coffin for small business hiring.

A few weeks ago I spoke at the PIHRA South Orange County breakfast. My topic was Getting Ahead of the Recruitment Curve. During the talk I mention small businesses and how many times they face an uphill battle not only because they may not be offering competitive pay and benefits, but because no one has ever heard of them. Moreover, their marketing engines aren’t firing on all cylinders yet so if candidates are spending 7 months lurking before applying, small businesses are completely missing out because they don’t have anywhere to lurk. Candidates never hear of them, can’t follow their story and therefore do not know who they are until they see a job opening. I would venture a guess candidate’s are way more leery of applying for a job with a company they have never heard of over one they have.

It is for this reason I encourage all of my clients, from startup to established small businesses, to start thinking about their employer branding early. To utilize social media and technology to the extent that their time and budget allows to get their name out there and start sharing a bit about who they are.

And one of the most crucial parts of my advice is that they do it even if they aren’t hiring. Even if they don’t anticipate hiring for a year, it’s important to start putting information out there now. I firmly believe that for small businesses with little to no budget for recruitment efforts, social media has to be a firm part of the recruiting strategy. It isn’t the entire strategy mind you, but a firm part of it.

One of the stories I urge clients to share is their origin story. For a startup, I think great employer branding campaigns follow the journey from startup to profitability. It isn’t always pretty, but it’s real and those willing to take chances on working for a startup expect real. For small businesses who are more established, I think looking back to your roots and sharing the story of how you came to be to the place you are today is a great way to get people engaged in your brand and excited to learn more about you.

The goal is to get people to see a job ad and say “oh yeah, I know about that company” and if the stat shared above has any truth to it, you need to get ahead of your job openings by 7 months to make that happen.

It isn’t just something to pass of and think it isn’t relevant to you. If you are a small business who will eventually need to hire staff, it is relevant and the time to start thinking about sharing information about your company is now.

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How Small Businesses Can Market Themselves for the Best Talent

Ask any small business leader what their biggest challenge is when it comes to the people side of their business and they will tell you that it is recruiting. They face immense competition from their larger rivals, minimal budget to actually get the word out about their openings or work with recruiters and limited resources to administer the recruiting process. It is a constant headache.

Small business leaders looking for solutions read about employer branding and recruitment marketing and think all of that sounds nice, but wonder if they can really put a campaign in place for their business with little to no budget or resources. They can if they remember one thing.

It takes time.

Employer branding, recruitment marketing, posting on job boards, direct sourcing or any other recruiting approaches do not work overnight. There are no silver bullets in recruiting. Historically, recruiting has been very reactive. The only way to get ahead and lesson the headache that recruiting brings is to be proactive. This means, implementing a proactive marketing approach long before you ever have an opening.

The great news is that in today’s world of social media and inbound marketing, even the lowest of budgets can market their opportunities rather well. I know this, because it’s how I’ve built this business and how most of my clients grew to the size they are today.

There are several ways small businesses can market themselves to attract top talent. The rest of this post will not only share the medium but ideas for content as well.

Social Media
No two ways around it, social media should not be ignored. I’m still floored at the number of people who reach out for social media help and who are really just getting started, but I guess that is the cool thing about it – it’s always evolving and there is always space for newcomers.

Small businesses should have a presence on social media. My advice to all of my clients is to always pick the platform where your talent is hanging out and do that one well. You don’t have to be on every social site. Pick one, do that one really well and then move on to others as time and budgets allow.

Social media company pages, like on LinkedIn or Facebook, are often free and contain great about sections and opportunities to post updates sharing company highlights or job openings. While you do have to pay to share information in ads or sponsored posts, you can set a very minimal budget for this or just grow your audience organically using your current employees as ambassadors. Asking employees to share content from your pages expands your reach with little time and effort on your part.

Company Blog
A company blog can be a very powerful tool in sharing culture, leadership vision and company growth information. I enjoy blog’s written from the different viewpoints of the leaders, but company blogs that share content from just one person, say the marketing lead, works well too. The key with the blog is that it shouldn’t be all customer focused. The best company blogs are ones that talk about the company as it relates to it’s employees. And if your goal is attracting talent, this is what you want to focus on.

Whenever you write a new blog post, you’ll want to share it to your social network and ask employees to do the same. The more eyeballs on every post, the better.

It’s important, while we are talking about blogging, to look beyond company blogs as well. LinkedIn allows for anyone to publish content and many top CEO’s do so on a regular basis. I think the more opportunity the public has to hear from top leadership, the more the public takes interest.

Email Marketing
I have actually been developing this more and more with a few of my clients and we are really enjoying the results so far. Even the smallest of businesses usually have an email marketing platform. They use it to build email list of prospective clients. That same email marketing platform however, can be used for recruiting. It can be used to keep in touch with applicants you may not have an opening for right now, or just share updates about company vision and growth. Email marketing campaigns are easy to put together and can often run on a “set it and forget it” approach. Keeping in contact with applicants means you may not be starting from scratch every time you have an opening because you have a list of people who you know are interested in your company.

While there is certainly more that can be done from an inbound basis, the three areas above can make a huge difference in how a small business is seen out in the market. It can make the difference between applicants having never heard of the company to having a level of awareness that piques their interest.

One final thing. Before launching any type of social media campaign or blog, please make sure your careers page on your website is worth sending people too. You are going to need to link back to something in your status updates and if your careers page is not worth sharing then you could be losing a lot of leads.

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How to Offer Flexibility for Working Parents in a Small Business

flexibility as a perk

My seven year old is home sick with me today. When I started this business, one of the main reasons beyond just wanting to try it, was so that I could balance being mom and worker. At the time, my husband worked for a company that did not allow working parents any extra flexibility. Had I gone back to work in an environment like that, deciding who was going to stay home when our child was sick would have been a struggle every time. Since I am the sole keeper of my schedule now and I answer only to me, we never have a discussion. B is sick, he stays home with me. It makes times like this a non-issue in our house and we all need things that are non-issues.

When I chat with small business clients about perks they can offer, I bring this up. I explain that working with a working parent when they have a sick child, when that child has a school play they want to attend, when that child has soccer practice that requires them to leave a bit early on Tuesdays, may be the most valuable perk they can give. To a mom or dad trying to juggle work and home, knowing they have a little flexibility to do so without fear of losing their job can relieve a tremendous amount of stress.

It does take more than talk though. It’s one thing to say you allow for flexibility, it’s another to actually give it. It is something that should be planned for, budgeted for (more in a moment) and explained as any benefit would be. It then has to be given, without judgement or angst, in the way the benefit is designed.

As with any benefit design or perk, the first step is deciding who is eligible. Is this open to the entire company? As much as possible, I would encourage it to be a benefit for everyone. I realize there are some shops, manufacturing firms for example, that at first glance can’t think about letting someone just pick up and leave because their kid is sick, but after thinking a bit harder, there is usually a way to allow it to happen with minimal disruption. The point is to think through these scenarios and ask yourself, how would you adjust for the workload if certain people had to be out or leave suddenly due to a parental issue.

The easiest way to offer this benefit is to let a working parent with a child issue work from home for the day. B is home sick with me today, but I will still work as he is resting. What I can’t accomplish during the day, I will do once his father gets home to take over. However, as in the manufacturing scenario above, I realize not all positions can work from home. In this case, I suggest my clients offer a separate time off bucket that is designated for “need to be a parent time”. This time can accrue and have the same rules that your other time off follows. The reason I encourage a separate time off accrual for parent time is that requiring employees to use sick or vacation time eliminates the idea that this is a separate perk. It tells the employee that while you appreciate their need to be a parent, you aren’t going to give them any special accommodations to do so. If you want this to be a perk, it has to be a separate line item.

Of course, flexibility in schedules works here as well. It may be that the parent does not need any time off, but they need a different schedule a few days a week or once in a while. Building these possibilities in to the design plan and budgeting for time off perks is important to overall success.

As I think about how I work, I know that it is a perk I want to give anyone who works for me. I decide when and where I work. I may work 8-5 one day and only work 2-6 the next. I know the work I have to do and I work it into my life. When I’m ready to hire, I want whoever I hire to be able to do the same. If they decide that they want to go to the grocery on a Tuesday at 10am and therefore will do their work later in the day, fine. As long as the work gets done I don’t care when it gets done.

But here’s the kicker. Saying that and doing it are two different things. If I call that employee Tuesday at 10am and find out they are at the grocery, I really can’t be upset. I have to be ok with it because that is how I have designed the work to be. I can only be upset when the work isn’t accomplished.

This may be the hardest part of all of this. If we have designed the benefit and developed a work-around for when employees need to use it, we can’t get upset when they do. We can only get upset when it starts interfering with their work. The problem then is not the benefit, but how the employee is using or abusing it.

The bottom line is, in companies where this perk has been developed as a true benefit, the upside far outweighs the downside. This, possibly more than any other perk, fosters employee loyalty. Loyalty to the company, to the job and to it’s leaders. Knowing that a company cares about how a person balances being a parent with working is worth almost everything to many.

Does your company offer this as a perk? I would love to hear how it works. You can contact me directly or share your thoughts in the comments below.

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Should You Buy or Build Small Business Leaders?

should you buy or build small business leaders

I love this question. I love philosophizing about these things. Playing out the “on the one hand” scenario. I’m one of those weirdos who enjoys playing out possible scenarios in an effort to figure out which might work out the best. Because with this question as with many others the answer is a frustrating one.

It depends.

This is definitely not a question where one size fits all. What is right for one business may be the worst answer possible for another. Possibly, the most accurate answer that would fit most businesses is that you should mix it up – buy (hire from the outside) some leaders while building (train from the inside) others.

Let’s look at why.

Depending on the stage of the business, leaders hired from the outside may bring much needed and immediate expertise. When a business is in desperate need of marketing or sales for example, they may not have time to groom someone from the inside. Further, experience at other companies and environments proves extremely helpful in a small business or startup environment. Even if the CEO had the time to build leaders from the current staff, if they have only experienced this environment, they may be missing valuable expertise that someone from the outside could bring.

On the other hand….

Nothing says we care about the future of our employees like internal promotions and leadership development programs. The number one complaint from small business employees is lack of advancement opportunities. Any small business who figures out how to offer that is light years ahead of their competitors. Mark my words on that.

What’s more, training existing employees for advancement opportunities eliminates the cultural learning curve. They already understand the business, how things operate and may have even been involved in much of the growth. There will be no time spent getting them up to speed on how thing work. Even showing someone where the bathroom is takes time and existing employees do not need that training.

Growing from within also creates extreme loyalty not found in outside candidates – at least initially. Those employees who have been groomed to take on more responsibility are more likely to stay with the business and not look for those opportunities elsewhere.

When this question is asked of me, I always prefer building over buying if the business has the ability to do so. I think it offers more benefits than hiring from the outside both in the short term and long term.

What do you think? Have you made building talent a priority in your small business or do you find that buying the talent you need for leadership roles is better? I would love to hear about your experience.

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Deductive Reasoning: The Skill to Always Look For in the Hiring Process

deductive reasoning skills

I will admit before I even get into this post that my stance on this may have something to do with lack of deductive reasoning skills being a huge pet peeve of mine. When someone asks me a question that is glaringly obvious if they just looked around or thought it through, I want to poke their eyes right out.

No really. I have an almost violent reaction.

Example A: “I’m going to be sick today and stay home, but I know the Holiday party is also today. Does that mean I will miss it?”

Let’s think this through. If you are not coming into work and the Holiday party is being held at work then yes, yes you will miss it.

Example B: “Wow the grass is wet. Think it rained?”

Nope. The grass is crying.

Whenever someone fails to use deductive reasoning it makes me think of Bill Engvall and “Here’s Your Sign“. I don’t necessarily think it is that people are stupid, I just think they are lazy. It’s easier to ask a question quickly than take the time to think something through. We are lazy with our words and we are definitely lazy in our thinking.

I blame Google.

Here’s why I don’t think I’m alone in this thinking however. Nearly all of my clients tell me that one of the skills they need most in candidates is critical thinking. The ability to think things through. The ability to think beyond this present moment. The ability to realize, on your own, that if the grass is wet and there aren’t sprinklers present, it probably rained.

You often hear to hire for attitude and train the rest and I do think their is merit to that. But if I were going to hire for one thing over skillset it would be thinking skills: critical thinking skills, deductive reasoning and the ability to think things through and ask the right questions.

What do you think? Are deductive reasoning skills a must have requirement for you or is there something else you look for in every candidate?

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How to Offer a Realistic Job Preview during the Interview Process

job shadowing

I wrote a post several years ago, and then re-posted it earlier this year, about smoke and mirrors during the hiring process. What we sell as recruiters is not always what the candidate receives when signing on. It isn’t that we intentionally lie (well, not all of us), it’s just that we either forget to share things that a candidate might find important or we don’t give as realistic as a picture as we can.

In my work with small businesses I find that realistic job previews are more important than they have been at any other time in my career. At least three times a day while interviewing a candidate I find myself uttering these same words.

“Have you ever worked in a small business environment like this before? No? Well then you may not be aware of how different it is than a larger environment. Let me list a few specific things that are going to be very different for you.”

And that’s just the common stuff, like everyone wearing many hats and the roller coaster ride that small businesses face every day. I then have to give a RJP about that particular work environment and the leaders attached to it.

And that usually isn’t enough.

Whenever possible, I encourage the leaders of a small business to allow us to take the candidate experience one step further. As we narrow down our final two or three candidates, I want to allow them to actually come in for a few hours and experience the environment. Maybe they can shadow a person in the role. Maybe they can sit in on a meeting or even just meet with a few employees in the breakroom. Whatever we can do to show the candidate what it’s like to work in the business.

When they can see the environment with their own eyes, they will pick up on things that may or may not work for them. They can see the things we may have forgot to tell them.

In my call center days, we had every single candidate sit with a seasoned rep and listen to actual calls. It was always eye opening for the candidate when they happened to sit in on a call where the customer was angry. No matter how much we told them in the interview process that this was going to happen, nothing can prepare you for going through it. For those who joined the company, handling their first angry caller wasn’t met with such sticker shock considering they experienced it before ever taking the job.

I know some small companies who actually hire individuals for two week trial periods. They agree on a set amount for the two weeks and tell the person they will get that money regardless of whether they finish the two weeks or not. They want the person to experience the environment before officially signing on board. This is taking RJP’s to a whole other level. What a great way to figure out if someone is going to work out or not.

I realize RJP’s do not work in every environment. Some may have regulatory concerns or the virtual nature of the company may make a RJP nearly impossible. But for most, it can be done. Have the candidate sign a confidentiality agreement and you’re all set.

It is always better for them to realize the environment is not going to work for them before their first day of work, than after.

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What the 50th Hire Means for Small Businesses

Hiring the 50th employee

Some small businesses like to maintain a smaller employee population. Most small business owners, however, have dreams of growing into a larger organization with employee numbers in the hundreds or even thousands. Either way is fine, but for those looking to grow large employee population bases only one number matters.



5. 0.

The threshold where everything changes. At least until (if) President-elect Trump makes changes.

Fifty means the business is now very likely subject to the Family Medical Leave Act (FMLA) and the Affordable Care Act (ACA). Federal contractors may now be subject to Affirmative Action plans and EEO-1 forms. There is additional reporting that may be required under various laws as well such as Form 5500.

And those are only the federal laws. Each state may have it’s own grouping of laws that impact businesses with 50 or more employees (hello California).

Some of these laws, such as FMLA, can vastly change the way a business is currently handling it. If a business has been giving three weeks of unpaid leave, FMLA will now require them to offer up to twelve weeks once they hit 50 employees. This can represent a big change.

For this reason, I encourage employers to think about these changes well before you hit that 50th mark. When you are inching closer and know you will likely hit the mark in the next year or so, start thinking about what changes you can implement now that will lessen the financial and administrative burden when the time comes. I find that businesses always find these changes easier to swallow when they have been phased in.

It may be that once employers hit the 35 employee threshold they expand their leave policies or look into more robust benefit plans. At the 45 employee mark they start thinking through who will handle some of the administration that comes along with the ACA such as year end reporting.

Planning ahead is always better than scrambling at the last minute when it comes to legal compliance. Don’t wait until the 50th employee starts to figure out how you are going to accommodate these changes.

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