GREAT 150 IDEA: Ask Your Best Clients to Meet Key Job Candidates

Before hiring a key employee, such as a new sales or account manager, marketing chief, graphic designer, or even an executive assistant, consider introducing your top candidates to your best clients or customers.

This serves several important purposes. First of all, it gives the prospective employee an opportunity to meet your most important clients. It emphasizes the client relationship by involving them in the hiring process. It also gives you the benefit of another expert opinion on your candidate. Keep it informal. Don't make a big deal about the meeting. If you can, leave them alone for a few minutes, so they can speak privately. Give them enough time to form an impression of each other.

There are some risks involved with this courtesy call. If your client feels negative about the person, and you end up hiring him or her, the new employee will have to work extra hard to build the relationship. On the flip side, if your client is very impressed, you might risk losing that person to the client at some point. But I believe the risks are worth it.

If you are looking for a high-level executive for your company, here are some tips from Gregory Winfield, president, Greater Richmond Partnership:

• Make certain the executive is not a dyed-in-the-wool corporate player. Those spoiled by the trappings of a huge support staff and a battalion of secretaries may resent having to roll up their sleeves and write a marketing plan.
• Look for decisive individuals capable of making choices without the support of committees. The bureaucratic gamesmanship that goes with the turf in a giant corporation cannot be tolerated in smaller firms where speed and agility are vital.
• Seek executives with an entrepreneurial flair. Managers who have worked for other small companies are more likely to have the right skills. An ideal candidate will relish the opportunity to net a large bonus, but accept the risk of no bonus at all.
• Don't hire an entrepreneur on the rebound from a failed venture. Why would you take that risk?
• Look for someone who is not looking for a job. Offer a salary and benefits package attractive enough to lure someone away from a successful company.
• Be wary of the “small business is a family affair” syndrome. Although hiring relatives may be a kind gesture, only do it if they are really the most qualified person for the job.
• Look for those who lead by example rather than by force. Check references to make sure the person has been successful at a company your size.
• Ask business associates for referrals. Use all of your contacts to find good candidates.