In the proverbial war for talent, small business leaders can understandably feel intimidated by the prospect of competing with large firms. Big budgets often spell deeper pockets for salaries, signing bonuses, advanced talent acquisition technology, and recruiting staff resources that small employers may not be able to compete with. The prospect of trying to attract available talent away from the gravitational pull of big organizations can be daunting. Yet, history is full of examples of smaller forces going toe-to-toe with those larger and better-equipped despite seemingly impossible odds. The American Colonies vs. Great Britain, Apple vs. IBM in the 1980’s, and in more recent years OpenAI vs. Google are but a few examples of such “David vs. Goliath” scenarios.  We can learn from these unexpected outcomes by examining the common threads employed by the “little guys” to level the field and even gain the playing ground. 

Smaller organizations have distinct advantages in several areas, including greater agility, less bureaucracy, opportunities for diverse job responsibilities not always found in larger siloed environments, tighter-knit employee relationships, and cultures that are more closely tied to the organizational mission.  In smaller-scale recruitment processes, it can be easier to create high-touch candidate experiences and nimble selection processes not necessarily practical for big employers. A well-considered strategy for optimizing the advantages of scale can give smaller firms an edge in attracting strong talent. To do so, consider incorporating the following: 

Seek out lower cost recruitment resources. Recruitment tools and services are rarely “one size fits all.” With some research diligence and negotiation with vendors, resources outside of the major providers can be identified, which are both functional and affordable. Consider partnering with small business trade associations that may have negotiated favorable pricing with service providers. 

Capitalize on agility in the selection process.  Selection time is a major factor in successfully recruiting candidates and sets the tone with future employees about the nimbleness of an organization to make important decisions.  Often, candidates are being courted by several employers at the same time.  Response time to applications, amount of required interview steps, and accelerated decision-making timelines can all be advantages over larger employers who may have more red tape in their selection process.

Enhance benefit offerings.  Healthcare benefits are of key importance to current and prospective employees of any sized organization. Seeking out ways to enhance your benefit options can’t be overlooked to be competitive. Budget-challenged smaller firms may find it difficult to provide extensive and low-cost options, but that doesn’t mean the current offering can’t be improved upon. Enlist the assistance of benefits brokers to source a broader selection with varying price points. Consider low-cost enhancements like flexible or health savings accounts. Identify options that large-scale employers might find financially prohibitive to offer because of their big employee rosters, such as gym membership reimbursements or time off to support charitable causes.  

Capitalize on Workplace Flexibility.  Large employers must create policies that will need to apply to potentially thousands of employees. Small employers have a distinct advantage in this regard. Providing remote work options, for example, is an offering that remains of high value to employees but is increasingly unique to find among job opportunities. A recent US Government Accountability Office report showed that employers who offer even limited hybrid work options have distinct advantages in recruiting and retention over firms that do not.  If practical, doing so can be a true differentiator and be valued above even pay and benefit packages by job seekers.  

Make Employee Development a Priority.  Candidates are increasingly inquisitive about opportunities for career advancement with prospective employers.  Internal mobility can be a challenge for smaller employers with flatter organizational structures. Build employee development into the organizational HR strategy and prioritize as a vehicle to better attract new hires and retain existing employees.  Creating “stretch” assignments, cross-training opportunities, mentorship programs, and professional development opportunities by funding training, certifications, and conference attendance are relatively inexpensive vehicles to support employee growth in the absence of internal mobility.  

Focus on Your Employer Brand.  Finally, embrace--and broadcast--your differences as a smaller employer. There are prospective employees who prefer the dynamics of working for a smaller company. Create a beacon for them to be drawn in a sea of numerous opportunities. Develop job advertising verbiage that highlights your size and the advantages of working in your environment.  Showcase your mission and how candidates have an opportunity to make a difference on the company website and in job postings. Ensure that it is a topic consistently discussed with candidates throughout the interview process.  

ASE Connect

Dan Van Slambrook leads ASE’s staffing services. If you are interested in learning about ASE’s budget-friendly recruitment resources, please contact him at dvanslam@aseonline.org or visit our website. 

Sources: B2Bdaily.com; GAO.gov