Selling Your Top Recruits
Don’t save your best sales pitch for a prospect. With a tight labor market, you need to sell your firm to your top recruits, too. Take a look around your firm and make a list of what’s “good” about it. Ask your employees if you want to know what's "great" about your firm.
From casual days to flexible time schedules, there’s plenty your firm “offers” its employees. But don’t stop there. Be sure to make a laundry list of benefits for your new employee and quantify them in the offer letter. These “benefits” can really add up. When they are added to a salary, they may just tip the recruiting scale in your favor.
For example, if your firm offers free covered parking or an in-house gym, take the value of these and make a list of total benefits offered, including traditional benefits such as health and dental insurance and a 401(k) plan. Providing benefits for your employees can cost your firm thousands of dollars per year. Your employees should know the value of the total compensation package you are offering (and they are receiving).
How can employees appreciate the benefits you are providing if they don't know the "fair market value" of them?
Voice of the Editor
Which isn’t completely true. I mean, occasionally I drop by when I manage to sneak out of the nonstop frat party over at Going Concern, but I’m mostly a wallflower over there. I’m happy to say that I’ve been given express permission (or explicit orders, if you like) to wander over here to AccountingWEB more often.
Why is that, you might ask? My job is to replace the irreplaceable Gail Perry as Editor-in-Chief. What does that mean? I don’t really know! I think it’ll be fun getting a feel for things, throwing in my own thoughts here and there, and listening to the discussions you’re having about the accounting profession.