INTD 55 business practices developing a team of staff & consultants

INTD 55 business practices developing a team of staff & consultants when planning your business, consider not only how many staff members but also what types of employees are necessary for your firm’s size and goals

forecasting the nature of projects your firm takes on determines what kind of personnel you will need in the future keep ongoing, updated lists

forecasting—keep ongoing, updated lists

staff positions CEO—heavy investment—emotionally, physically & financially—safeguards should be in place managing director—often a partner—responsible for coordinating schedules, processing & expediting orders, managing finances, handling business management problems marketing director—develops business—keeps marketing program on schedule

staff positions • human resources manager — • staffing • training & organizational development • salary & benefits program administration • employee relations & communications • receptionist—represents you more than anyone else in the firm—requires knowledge, control, grace, and courtesy

other staff positions • assistant designer • administrative assistant • bookkeeper • draftsperson • installation specialist • librarian • project manager • renderer • salesperson • secretary • staff designer

short-term staff • freelancers—available and want to work with you on specialized projects • borrowing a staff person—gives flexibility of being able to do large projects without the encumbrance of a larger staff • independent contractors: • artist • artisan • craftsperson • contractor • tradesperson

short-term staff • independent contractor or employee? • follow these guidelines from tax experts to avoid IRS scrutiny • independent contractors: • are paid for each individual project • offer their services to other companies or people • have their own tools and equipment • earn a profit or suffer a loss from the activity • establish, usually in conjunction with their employers, the scheduling of work to be done • may work in more than one location • set their own hours • hire and pay their own support people or assistants

short-term staff • independent contractor or employee? • employees: • have a regular paying relationship • work for one employer • can be fired or may quit without any liability • usually receive reimbursements for expenses • are part of an organization

finding the right employees • writing a job description—should include approximate duties, responsibilities & specific skills, education and experience required • job title • immediate supervisor • required background experience • job responsibilities • special situations • travel requirements • salary range • benefits • opportunities

interviewing a prospective employee interview techniques—compare job requirements with stated abilities & experience of applicant, ask for resume & portfolio, design staff questionnaire, find our career goals equal opportunity laws—cannot discriminate on basis of race, religion, marital status, political affiliation, gender, pregnancy, disability, national origin or age legal commitments—be careful what you promise new employees, may be wise to have a 90 day “probationary” period

interviewing a prospective employee— • questions NOT to ask • marital status • birthplace • age • religion • disability • how or when citizenship was obtained • how skill in foreign languages was obtained • any arrests for crimes—can ask if ever convicted • about possessions—car, home, etc… • physical characteristics • about children, spouse or parents

interviewing a prospective employee getting references—get written permission from applicant so previous employer will not get into trouble hiring an employee—send letter defining position, responsibilities & conditions of employment noncompete agreements—upon leaving your employment, cannot work at same type of business in same geographic area for a defined period of time notifying other applicants—send letter & call other applicants promptly

salaries & benefits • normally designers begin at a starting rate & receive raises according to productivity or amount of work they bring to firm • health benefits—generally primary expected benefit • vacations—traditionally not outstanding • insurance—workmen’s comp required by law • key person insurance—protects firm & ensures funds for replacement, credit, continuing business, etc… • discounts—generally on furniture • retirement plans—expensive for small firms, matching is an option

employee evaluations • best to conduct review just after project completion while it is fresh in everyone’s mind—review firm goals & compare to individual’s performance • keep communication open throughout the review period—express compliments or indicate areas that need improvement as the circumstances occur • notice of unsatisfactory performance— • schedule a meeting with associate & another management level person • document consistent underperformance • give employee memo outlining unsatisfactory performance, the corrective action, and time frame

termination or resignation of an employee by having a solid, consistent performance evaluation and review process in place you can be sure that termination is supported through documentation it is important to remain on good terms with everyone you have worked with or for, whenever possible—if employees resign it is important to have an exit interview to learn the reasons for their leaving

INTD 55 business practices developing a team of staff & consultants