Your marketing plan should be a clear, concise, and well thought out document that guides you through your marketing program. It should focus on the objective of your marketing and how you intend to accomplish that objective. Whether your company provides products or services, your marketing plan is essential to your success.

The six major elements to creating a successful marketing plan are listed below. You may only need only a sentence or two per section… or you might want to break each down into a few succinct bullet points.

As you go through each section, keep the following tips and hints in mind:

Keep your marketing plan simple.

Many small business owners get so involved in details that they lose sight of their goals. By keeping your plan simple, you will create a clear roadmap that focuses on what you need to accomplish.

Write your marketing plan down (as opposed to thinking about it and keeping it in your head).

It is important to have a document that will remind you what you are trying to accomplish.

Be direct and be clear.

If you’re not sure, ask a friend, relative, colleague or employee to read your plan. They should immediately grasp your goals.

Don’t build in too much flexibility.

You may be tempted to plan for various market contingencies. If your market changes that quickly, then you should incorporate that into your plan. But create a strategy you can keep to – that’s the purpose of having a plan in the first place.

Review your marketing plan often – quarterly or even monthly.

That doesn’t mean you have to revise it every month. But take some time to evaluate it and make sure you’re on track.

Finally….never stop marketing!

Once you have your plan in place, you need to take action. Commit yourself to your marketing program. Don’t let yourself stagnate. Keep at it, and you’ll be giving your business the opportunity to flourish.

Things First

An opening check list is a great place to start. Remember that airline pilots are required to use a checklist before they take off!

Here are items you should have on your opening checklist. Add additional items that would be appropriate for your own business.

• Do I have a one-year cash flow projection prepared to insure there will be ongoing liquidity?
• Do I have the necessary e-commerce tools in place?
• Are all insurance policies in force?
• If I plan to sell on credit terms, is my credit rating policy in place to avoid taking on customers with poor credit ratings? (The last thing you need is to have customers who don’t pay on time, and good customers will respect you for this policy).
• Is my business plan complete and in written format? Does it include pre-opening, first year and long-range planning? It will play a key role in securing investors and will help uncover any weaknesses in the planning process.
• Have I taken the time to gain practical job experience and learn the basics of my business by first working in the business for someone else? (This is probably the best way to discover if you have made a choice that will be not only successful, but also satisfying to you.)
• Have I budgeted adequately for prototypes, research, sampling and trials?
• Have I successfully test-marketed my product or service? Was the response positive? (If not, you need to re-design, re-work and re-test.)
• Have I focused on selling a great product at a fair price rather than a fair product at a great price? (“Great product” suggests a product or service with pricing power and “fair product” suggests a commodity-type business more susceptible to competition.)
• Do I have all the communication, computer and other business tools in place? Do I have the skills to use them?
• Has my accountant fully explained the difference between hiring independent contractors and employees and the importance of compliance with IRS rules? (While my landscaper may be an independent contractor, in most cases my sales staff will be employees and I must conform to reporting and withholding requirements.)
• Are the following elements of my business structure in place:
  • Is my accounting and bookkeeping system in place? Accountant selected?
  • Are my premises ready? This includes including having a signed lease and my tenant improvements completed.
  • Have all permits and licenses been secured?
  • Has the business name been registered? Check with my attorney.
  • Are computers, telephones, cell phones, fax and utilities operating?
  • Are graphics for advertising and promotional materials ready?
  • Is the website name registered and website on line?
  • Is infrastructure in place for e-business, if appropriate?
  • Are all security systems in place including protection of premises, shrinkage control and internal security?
• Have I selected and trained the number of employees I will need?
• Have I determined my personal work schedule?
• Have I included my requirements for managers, consultants, independent contractors, agents and sales representatives?

Take time to recruit and then train your employees thoroughly in marketing skills.

Finding the good employee.

Most employers agree: the toughest part of being an employer is finding and keeping good employees. Begin your search for the good employee as soon as you decide that you are going to be an entrepreneur.

• Define what you need from an employee.
• List the characteristics you require.
• Network: get the word out that you are looking for help.
• Develop and maintain sources for building your workforce.
• Consider family members, retired workers and students.

Your customers need to feel confident that they are dealing with people who are knowledgeable and helpful. Five characteristics customers like most when dealing with a sales or service person are:

1. Product or service knowledge
2. Presentable appearance
3. Courtesy
4. Honesty
5. Sincerity

To achieve these qualities, look for marketing employees who:

• Like what they do
• Are quick learners who have curiosity to expand their knowledge
• Project a pleasant and positive image
• Like people and relate well to them
• Are helpful to customers as well as to fellow associates
• Are ambitious and hope someday to have your job

Here’s a checklist for hiring and training your marketing team:

• Know who you will need to hire.
• Have a hiring policy in place that includes salary structure, incentive compensation and perks.
• Create job descriptions for everyone (including for yourself), including specific skills required for each employee.
• Maintain a schedule of ongoing staff meetings to discuss product information, sales techniques and customer service.
• Develop policies and procedures on handling customer complaints and concerns. Keep in mind that you will get your best marketing feedback from an unhappy customer.
• Develop clear protocols for handling customers via telephone, fax or e-mail.
• Continuously re-define the skills and requirements needed by new employees.

What and How to Buy

Since products are changing and improving at a more rapid rate, inventory obsolescence has becomes a greater business risk. Many products such as computers can be obsolete the day they are purchased.

Rapid delivery firms (UPS, FedEx) and just-in-time assembly systems are great tools to use to minimize your inventories. These expanding technologies have greatly reduced the need for warehousing as well as the risk of obsolescence. And, the cash you free up can be put to more productive uses.

If you are selling a product, you may want to consider having the item manufactured by an outside source rather than setting up your own production facility. Many start-up entrepreneurs outsource production in order to concentrate on marketing. There may also be cost considerations because other places might be able to provide the same product more cheaply.

How to Buy Checklist

• Buy only what you think you can sell.
• Never place an order without knowing price and terms.
• Purchase orders must be in writing.
• Have complete specifications.
• Buy subject to your contingencies.
• Have backup sources.
• Be loyal to good suppliers.
• Have promises and extras verified in writing.
• Get price protection.
• Try to award to the lowest bidder.
• Don’t be hesitant to repeatedly contact suppliers to expedite needed merchandise. “The squeaky wheels get the grease.”
• Communicate complaints.
• Use internal controls for ordering and receiving.
• Count and inspect everything as received.
• Use an inventory control system.
• Ask for and take term discounts.
• Pay on time.
• Pay only after verification.
• Watch your cash flow.
• Consider suppliers as a source of financing.
• It is better to pull suppliers your way, not push them. Be nice.

Marketing Tools

Your business name will announce who you are and what you stand for. A memorable logo also adds to your marketability. It will establish your name and brand recognition. It will enhance the image you wish to create. Your logo can be used on all company materials including stationery, business cards, brochures, website, gift boxes and shipping containers. A good name is:

• Easy to remember
• Simple to spell and pronounce
• Clearly says what you do
• Stirs customer interest
• Doesn’t confuse you with a similar business
• Has a positive ring to it
• Evokes a visual image
• Doesn’t limit you to a geographical location or to a product

A memorable logo also adds to your marketability. It will establish your name and brand recognition and enhance the image you wish to create. Your logo should be used on all of your company’s materials including brochures, stationery, business cards, website, shipping containers and documents.

E-Commerce

You may want to include the Internet in your Marketing Plan. Please refer to

Advertising: Getting the Right Message to the Right Audience Via the Right Media

Your advertising plan becomes your blueprint for marketing. It will include your objectives, budget, media plan and creative approach. A basic rule in promotion and advertising is, “Do what you do best, and hire for what you don’t.”

Discuss your advertising plan with your vendors. They may provide you with co-op money if you follow their rules and make proper application for the money. Even the smallest advertiser can get up to half of their advertising costs reimbursed.

There are many types of paid media to deliver your message. A few of the most commonly used are:

• Print (newspapers, magazines and newsletters)
• Radio
• Television, including cable
• Internet
• Yellow Pages
• Direct mail
• Trade shows

Every entrepreneur learns through experience that there is a most efficient way to spend advertising dollars. This can be hit-or-miss for the beginner and very costly. So, once again, learn from the previous mistakes of your competitors. Find out and follow how your most successful competitors advertise and promote their products or services.

Whatever advertising media you decide to use, become knowledgeable regarding the do’s and don’ts of advertising in that particular medium. For example, if direct mail works best for you, there are books in your library devoted to this subject. They will provide huge insights that can save you from wasting advertising dollars.

Media publicity is free and helps to create a positive image for you business. Newspapers could be interested in writing a feature story about you because of the widespread interest in entrepreneurship and the fact that you are a successful start-up. Local newspapers, even the free ones, are very effective. Your “press release” must have news value that can be turned into a bit more of a feature story, as opposed to an announcement. This will make it more interesting and relevant to the reader. Editorial space is much more valuable to you than display space…and it’s free!

Mailing Lists

Now, before your start your business, is the right time to begin developing a database of future customers you wish to target. This list can be used for direct mail, invitations and newsletters. Your database could include specific individuals, companies and groups by location. Begin now to:

• Join the Chamber of Commerce.
• Collect business cards.
• Collect names or mailing lists from your church, school, organizations and community groups.
• Get involved in your industry and community affairs.

Most Common Mistakes Made in Opening A Business: Your Checklist to Avoid Pitfalls.

• Haste
• Lack of focus: specialize, specialize, specialize
• Lack of on-the-job experience
• Inadequate research and testing: test market first
• Lack of a well thought-out business plan
• Lack of working capital
• Unprofessional decor, theme, logo, stationery, attire, packaging, ads and website
• Not opening quietly to work out the shortcomings
• Poor signs: signs should be big, clear and readable – simple is good
• Untrained staff
• Poor relationship with vendors
• Unfocused marketing plan
• Not using the advertising media that works best for your specific business
• Skimping on insurance
• Ignoring possible problems
• Not recognizing your limitations

Suggested Activities

• Develop a mailing list NOW.
• Watch for growth possibilities and plan growth direction.
• Join your trade association and subscribe to trade magazines (stay current).
• Continue to review, develop and update your business plan, stating how you will market your product or service.
• Continue to develop your budget including proposed expenses for displays, signs, advertising, promotions and website marketing.
• Begin a file for merchandising and marketing ideas.
• Take seminars and classes.
• Read current trade magazines, papers and books, attend openings and promotions of businesses like yours.
• Develop and maintain an employee handbook.
• Talk to anyone and everyone in your field and collect business cards.
• Prepare a plan for growth possibilities.
• List potential problems and possible solutions.
• Become personally involved in selling your product or service.
• Keep your skills and knowledge current.
• Keep a journal to include your dreams of having your own business.

Adapted From Small Business Toolkit(IFC)

A sound pricing structure helps companies generate sales and build customer loyalty. The wrong pricing structure can leave businesses struggling to service customers and reach profitability. When you need to determine what to charge for your products and services, steer clear of these common pricing mistakes.

Underselling

To set realistic prices, you need to be aware of all costs involved in producing your product or service. This includes easy to track costs such as the price of parts and supplies, as well as less tangible costs associated with the skills and knowledge you bring to the table. Some entrepreneurs set prices that do not account for all of these expenses. They may forget to add in overhead such as utilities or rent, or have difficulty putting a price tag on the value of their time. One approach service-based businesses use to determine a fair rate for their offerings is to set an hourly wage to charge for services. They then multiply this figure by the total number of hours it takes to complete a job to determine a project’s overall price.

Following the competition

Basing your pricing structure on the competition’s can be dangerous because the costs competitors use to calculate prices may have little relation to your own. They may pay suppliers less or more than you do, buy different technology, and have larger or smaller marketing budgets. That said, it does pay to know how much competitors charge so you can confirm that your prices are realistic for the market. If you notice your figures are much lower than competitors’, check to be sure you haven’t left something out of the pricing equation.

Competing on price

Setting prices solely to beat the competition is a shaky proposition. You’re bound to attract buyers this way, but they are unlikely to be loyal customers. If low cost attracted them to your business, they may abandon your company when a less expensive option comes along. A better approach is to differentiate your business from competitors in other ways, such as superior customer service, enhanced product features, or finer quality.

Waiting too long to raise prices

Increased demand or the rising cost of supplies may put you in the position of having to decide whether or not to raise prices. Some business owners avoid increases because they fear customers will react negatively. In many cases it’s a better strategy to make regular, small price increases than to hit customers with one large increase. In other words, a 10 percent price increase is likely to draw more negative attention than two 5 percent increases.

Dropping prices without changing delivery

Some clients may try to finagle a better deal from your company. This can put you in a difficult position, especially if you run a service-based business. Delivering an agreed-upon order for a lower price can inadvertently send the message that your initial prices were too high, and all future business is open to price negotiation. A better approach is to agree to a lower price, but change the delivery terms slightly. For example, if you’re negotiating the price for a three-month long technical installation, you might agree to a lower project cost if the number of weekly meetings is reduced or monthly reports are streamlined. Another option that makes sense for large orders is to position lower rates as volume discounts.

Setting random prices

Some customers may insist upon having an understanding of how your pricing structure is designed, so it is critical to be able to justify the prices you charge. In addition, unless you have a clear sense of how costs relate to your prices, it will be difficult for you to identify when the right time is to adjust the amount you charge.

When you deliver an in-person sales presentation, you have a unique opportunity to appeal to your prospect on a number of levels at once.

Your physical appearance, your choice of words, your general demeanor and your level of enthusiasm all play a part in whether you come across as powerful and persuasive or weak and ineffective. No two sales presentations will be (or should be) alike, but there are some elements common to all successful presentations.

Follow these pointers to make the most of your next presentation:

Be enthusiastic

You can’t persuade anyone if you aren’t persuaded yourself. Believe in what you are offering and communicate that confidence with your enthusiasm. This doesn’t necessarily mean talking fast or loudly. It means being lively and punchy as you make your points and ask your questions.

Keep it simple

Don’t try to dazzle your audience with jargon or fancy words. People are rarely impressed by language that they don’t readily understand. More often they’ll be confused, irritated, or bored. Say what you mean as clearly and concisely as possible. Be yourself and speak with the vocabulary you normally use.

Keep checking in

Remember that a powerful and successful presentation will be interactive. As you work your way through your presentation, constantly monitor the communication process, “Is this clear, so far?” “These are the items most important to you, is that right?”

Make eye contact

When you meet someone’s eye, you are much more likely to win his or her confidence and trust. Remember that a presentation is like a conversation. Keep eye contact with everyone in the room and don’t focus on only one or two people you think may be key. You don’t necessarily know who the major player will be or how much input others will have in the decision-making process. And it never pays to alienate anyone in your audience.

Put yourself in your listener’s shoes

Make your presentation interesting and informative, and be sensitive to the amount of time you are taking. Picture yourself on the other side of the table and ask, “what would I want to be hearing and seeing right about now?” Remember that for your customer, there is nothing inherently interesting about you or what you are selling. You have got to make him care by answering the questions he’ll be asking himself: “So what?” “What’s in it for me?” and “How do I benefit?”

Be well rehearsed

Don’t think you can create a successful presentation on the fly. Plan your presentations carefully and run through them several times in advance to polish your techniques and build your confidence. Check your timing. If you’re using slides and charts, make sure they’re in the right order. Try and anticipate questions or issues that your prospect might raise, and prepare answers to them in advance.

Dress for success

In this day and age of the casual office, it’s sometimes hard to figure out what’s appropriate to wear. You should be dressed at least as formally as the people you will be meeting with. It’s always better to err on the side of being overdressed. When in doubt, dress conservatively in traditional business attire. Exit gracefully

Whether or not you think you’ve been successful, be gracious and leave the door open for further communication. Always conclude by thanking your prospects for their time.

You can use customer service as a powerful way to set yourself apart from your competition. Its one of the strengths a small business has, and by emphasizing customer service, you can compete with larger companies who may offer more variety, lower prices, and other perks you can’t afford.

But many small businesses fall short in the customer service category. Why? Ignorance is one reason. There simply are not a lot of examples of good customer service on which to model your company.

To make sure your business’ customer service is top notch, find out what your competition is doing and then copy and exceed it. Read books or listen to audiotapes by people who have studied customer service-driven companies and see what lessons you can learn from these giants. Successful entrepreneurs are always looking for ways to improve all aspects of their business.

In the meantime, here are five maxims to help make sure you leverage your small business status to provide the best customer service possible

1) Apologize, Don’t Debate

If a customer has a problem, apologize and fix the problem. Make sure to let customers vent their grievances, even if you are tempted to interrupt and correct them. Then give them a refund, new item, or whatever will fix the problem. Debating or haggling over a refund creates ill will. Repair mistakes immediately. Keep in mind that a complaint about your company is an opportunity to turn the situation around and create a loyal customer. Obviously, there will be some customer requests that are too outrageous to comply with. If that’s the case, do your best to offer a moderate, appealing alternative.

2) Feedback Keeps You Focused

Ask your customers to rate your service on a regular basis. This can be done via a short questionnaire included with every product sold or mailed to key clients. Keep the questionnaire short so that it is not a burden for customers to complete, and make sure they know they can decline to participate. Always let customers know the purpose of the survey is to serve them better. If they fill out the survey and have no problems, it is a reminder of what good service you offer. If issues do arise, they can be addressed.

3) Stay Flexible

You must be flexible when it comes to your customers and clients. This means doing a project for a client in a pinch, having an early morning meeting even if you like to sleep in, and meeting on Saturday even if you usually reserve your weekends for yourself.

Flexibility can also mean getting information for your client, even though it may not be in your area of expertise. Say, for example, you’re catering a wedding and your client needs information on Irish wedding customs. It’s just as easy to make a call to your local library and fax the information to your client as it is to say “I don’t know anything about that.” And making that extra effort will ultimately pay off with a very satisfied customer.

4) Always Say “Yes”

This doesn’t mean giving up your personal will to your customers but it does mean finding a way to help customers with their requests. If you run a gift business you might wrap a present for an important client, even if you don’t usually provide gift wrapping. You might stay up late to finish a project if a client suddenly has a deadline moved up, or travel in a snow storm to meet a client even if it means an unpleasant trip for you. Always saying yes, means the words “that isn’t possible” should be forbidden from use in your business. You cannot afford to use them. If this sounds expensive and inconvenient, it is, but it is less expensive than losing a customer and having to spend money and time landing a new one.

5) Under Promise, Over Deliver

Make your customers believe they are important to you by always appearing to go the extra mile. Build a little cushion into a deadline and deliver early. Estimate that a job will cost more than you think, and bring it in lower.

Many small businesses make the mistake of reversing this maxim – over promising and under delivering. This is a true recipe for disaster. You may get the business, but your level of service will make it difficult to compete. If 24-hour turnaround is excellent service in your industry, don’t promise it in 12 just because the customer requests it.

Before you can sell anything to anyone, you must first understand what it is they need. Here are some ways to do that:

Do your homework

Prior to your meeting with the customer, do your homework to find out as much as you can about his business. Read relevant trade journals, do a periodicals search for articles about his product or industry at the library, read the Wall Street Journal. Find out who your customer’s competitors are, what changes are coming in his business and what his chief concerns are likely to be. But always keep in mind that you will gain the most valuable information and insight into your customer’s business concerns by talking directly with him.

Open your mind, not your sample case

Don’t walk into a customer meeting with a pre-conceived idea of what you’re going to sell them and how you will sell it. You’ll sell more in the long run by finding out what aspect of the transaction matters most to your customer. For example, even if you and your competitors are each selling the same widget at the same price, your customer may be most concerned about payment terms, another might be focused on the reliability of shipments, while yet another may care most about product warranties. If you walk in and flip open your widget case before you find any of this out, you’ll have missed an opportunity to distinguish yourself from your competitors.

Listen closely

When you’re on a sales call, you’re there to gather at least as much information as you communicate. This means asking questions and then keeping quiet until your customer has finished with his answers. Don’t start answering objections before your prospect has finished talking. The more you can get your customers to talk, the better you will understand what matters to them. Once you know that, you can make sure your presentation addresses their concerns — and eventually get their business.

Ask questions that provoke dialogue

Avoid asking closed ended questions that will get you “yes” or “no” answers. Such questions typically start with words like “Is,” “Do,” “Are”. Instead, try to ask questions that begin “what” “when” “where” “how” “tell me” and “why,” because they almost force the person to elaborate. You will get replies that start conversations. For example, “Do you have problems with vendors?” won’t get you as far as “Tell me what you would like your vendors to do better.” Your goal is to get your prospect talking about his problems and concerns so that you can determine ways your business can solve them.

Beware of questions that will slam the door shut

Instead, ask questions that will solicit key information. If you ask a customer “Can I give you a proposal on that project?” you’ll get a “yes” or “no” answer and that’s that. But if you start the process by saying “Tell me the criteria you look for in a proposal…” you are learning critical information instead of ending the discussion.

Survey your customers and prospects

Use written questionnaires or telephone surveys to learn more about your customers and prospects. Solicit comments from current customers about their level of satisfaction with your product or service. Or you might design a survey that will educate you about your prospects’ business needs. When a customer or a prospect takes the trouble to complete a questionnaire, you’ve achieved something more than just learning from the responses. The fact that he’s made even the minimal effort tells you something about his level of interest in your product or service. You now have a qualified lead to follow up.

When the applicant arrives, put him or her at ease using a friendly, businesslike attitude. Let the applicant know that you’re glad that they’ve come and that you have set aside sufficient uninterrupted time to conduct the interview.

You can start the interview with chatter about hobbies, interests, etc., if you are comfortable doing so and are confident that you can stay away from personal questions that might be considered discriminatory. Or you can simply ask one of the following questions:

“How did you happen to become interested in our organization?”

“How did you hear of the opening?”

Depending on the response, you can work in an overview of what you have planned.

“Before we start, let me give you some idea of what I’d like to cover today. I want to review your background and experience so that I can decide whether the job is suited to your talents and interests. So, I’d like to hear about your job, education, interests, outside activities, and anything else you’d like to tell me. And after we have covered your background, I want to give you information about our organization and the job, and answer any questions that you might have.”

Work Experience

A discussion of work experience should vary widely based, in part, on how long the applicant has been employed. Questions appropriate to a recent high school or college graduate will make little sense when interviewing a professional with 15 years of experience. For an applicant with substantial experience, a reasonable starting point would be a discussion of the most recent position. In addition to focusing on the jobs themselves, it might also be helpful to discuss why the applicant has changed jobs in the past, the duration of each prior employment, chronological gaps in employment, etc. The following script would be appropriate when interviewing someone who has not been working long.

“A good place to start would be your work experience.”

“I’m interested in the jobs you’ve held, what your duties and responsibilities were, your likes and dislikes, and what you felt you may have gained from them.”

“Let’s start with a brief review of your first work experiences, those you might have had part-time during school or during the summer, and then we’ll concentrate on your more recent jobs in more detail.”

“What do you remember about your very first job?”

Select specific follow-up questions for each job and move forward chronologically. It’s been suggested that you move forward chronologically because there’s a more natural conversational flow and you can see patterns of behavior emerge.

Your follow-up questions should ask for specific examples of behavior, not general or hypothetical responses. Don’t ask “Are you dependable?” because all you will get in response is a “Yes.”

Instead, say, “Tell me about a day you got to work on time, only because of extra effort.” It is focused on specific examples of behavior. Similarly, instead of asking, “Are you organized?” say “Tell me about a time when your organizational skills made a project successful” or “How did you organize your work in your last position? How did you handle the unexpected?”

Ask specific, clear questions one at a time and let the applicant answer uninterrupted. Resist filling in every lull in the conversation; wait to see if the applicant will do so.

Avoid either verbally or physically giving the applicant a clue as to how you regard their answers; remain neutral.

To draw the applicant out without revealing what you’re thinking, try using his or her own words. If the candidate says, “I like to work independently , ” you could respond with “Independently?” Of course, you could also use the opportunity to ask the applicant to give an example of what he or she did working independently.

After you have covered the applicant’s work experience, you could move on to education.

Education

As in the case of the work experience portion of the interview, the education discussion must be tailored to suit the applicant’s educational level. The sample interview that follows would be appropriate for a younger applicant who has not been out of high school for any length of time. When interviewing for a professional position, the focus would shift to the professional education.

“You’ve given me a good review of your work experience—now let’s talk about your education. Why don’t we start with high school briefly and then cover more recent schooling and any specialized on the job training you may have had. I’m interested in the subjects you preferred, your grades, extracurricular activities, and anything else of importance.”

“What was high school like for you?”

Select specific follow-up questions for each educational experience and move forward chronologically. Don’t necessarily accept answers at face value. Chronology reveals patterns. Take the information and patterns of behavior that you’re being told and analyze them in terms of the performance skills you determined that you needed before the interview began.

Activities and Interests

“Turning to the present, I’d like to give you the opportunity to mention some of your interests and activities outside of work—hobbies, what you do for fun and relaxation, any community activities, professional associations, or anything else you’d like to mention that you think might be relevant to our job. What would you like to mention?”

Select specific follow-up questions.

Show interest and attention, as well as respect for the applicant. Don’t talk down. Do use an appropriate language level.

Self-Assessment

“Now let’s try to summarize our conversation. Thinking about all we’ve covered today, what would you say are some of your strengths—qualities both personal and professional that make you a good prospect for any employer?”

Select specific follow-up questions as needed.

“You’ve given me some real assets, and now I’d like to hear about areas you’d like to develop further—all of us have qualities we’d like to change or improve. What are some of yours?”

Select specific follow-up questions as needed.

Transition to Information-Giving Phase

If you are still interested in the applicant, proceed to this phase of the interview. On the other hand, if you have already decided that the applicant isn’t suitable, there isn’t much point in describing a position that the applicant won’t be filling.

“You’ve given me a good review of your background and experience, and I have enjoyed talking with you. Before we turn to my review of our organization, and the job, is there anything else about your background you would like to cover?”

“Do you have any specific questions or concerns before I give you information about the job and the opportunities here?”

All right, now I have some information I’d like to give you.”

Review the organization, the job, benefits, location, etc.

Tailor your presentation as appropriate to your interest in the candidate.

Closing

“Do you have any other questions about us, the job, or anything else?”

Close the interview graciously. If you have already decided not to offer the applicant a job, you can let them know at this point. Do so cordially and uncritically; you needn’t be specific about why you’ve rejected the candidate.

“I’ve enjoyed talking with you today, but we won’t be able to offer you this position.”

If you think that you would consider the applicant for another position in the future, say so. You’ve already spent the time on an interview.

If pressed for a reason why an applicant won’t be offered a job, you always have the option of telling the applicant that you do not discuss the reasons for your hiring decisions. Or, you may explain that, for example, you have already interviewed other, more qualified applicants. Use your judgment, realizing that it can create a very awkward situation if you merely tell an applicant that he or she is “unqualified” or “lacking experience.” Be honest, but don’t be confrontational.

If you’ve found a promising candidate, you can continue.

“What is your level of interest in us at this point?”

Explore any doubts or reservations the applicant might have.

“Let me review what the next steps are.”

Let the applicant know what’s likely to happen next, whether another interview will be needed, and how long it will be before a decision is made.

“I want to thank you for coming today….”

Setting goals with your employees is an essential element of effective human resources management.

There are a variety of reasons to set employee goals. Goals can: focus employees on the purpose of your business; enhance your chances of success by applying your employees efforts to your company’s long-and short-term success; and motivate employees. Employee goal-setting is also an important part of an employee appraisal or bonus program because without goals, achievement is not easily measured.

To be effective, employee goals must be clear and understandable. Each goal must be concrete, attainable, and critical to the growth of your business. The tips below will help you set good goals:

Set goals with employees

Employees are often the best source for information about what job-specific goals will contribute to overall increased productivity, responsiveness, or other business goal. Involving employees in goal-setting also eliminates the potential for the resentment that can arise when goals are imposed.

Reevaluate goals frequently

At a minimum, do this halfway through the year to insure that goals still make sense and that employees are on track.

Make goals specific and measurable

Don’t set goals such as “Do a better job,” because a general goal does not instruct an employee in what steps to take. An example of a constructive goal is “Increase response time to customer calls by 30%” or “Cut customer complaints by half.”

Goals don’t have to be tied to sales

Don’t automatically assume that bonuses should be tied to increased sales or even profitability. For example, it may be most important in a given year for your business to cut costs or raise visibility. Tie bonuses into that critical goal rather than one that is traditional.

Make sure employees goals are attainable

Many people have a tendency to set goals too high. Unattainable goals lead to employee frustration and lack of motivation and it is your job to make sure that employee goals are realistic.

Be consistent

Don’t set different goals for employees the same responsibilities. Not only will this likely breed resentment, but it can put you in legal hot water in terms of charges of discrimination.

Watch your timing

It’s common for businesses to set annual employee goals at the beginning of the year. Others may want to do it before a busy season, or at an annual company meeting. Be careful to set employee goals and conduct evaluations on a calendar year, not on employee anniversaries. This way, it will be easier for you to compare performance between people with similar jobs.

Avoid rivalry

You want your employees to work against your competitors, not each other. Avoid things like contests as part of your goal setting. Instead, have your employees strive to meet a specified target within a specified period, and reward those who meet it. By doing this, you provide all of your employees with incentive to share information and help each other.

Set goals that tie employees into the success of your company

You might want to base financial incentives on the overall goals of your company. This can be used to encourage teamwork, and for everyone in the company to know that they are involved in your growth and continued prosperity. For example, Levi Strauss has set financial goals for the company for the year 2001; if the company attains that goal, it will be possible for each employee to get a bonus equivalent to their entire 1996 salary!!

Creating a clear job description before you begin the hiring process can help you choose the best candidate from a pool of applicants.

It usually consists of two areas — a summary of the job’s responsibilities, and a list of the key duties that will be performed. It’s worth your time and effort to think the job description through completely. A confusing, hazy, or incorrect description can make it much harder for you to match a candidate and a job, because you’re not sure about exactly what the job entails.

An accurate job description is also essential for drafting classified ads, job postings or other recruitment efforts. It lets you be clear on exactly which talents you’re looking for, and focus your ad on those attributes to attract the most qualified candidates.

Use the tips below when you’re drafting a job description.

Avoid generalizations

Be as specific as possible when you describe the duties and responsibilities you will need this employee to perform. Think in terms of the benefits this employee will provide to your organization or to your customers/clients. For example, don’t describe a video store clerk simply as someone who will “rent videos to customers.” Instead, if you use something like “will assist customers in choosing movies they will like by sharing his or her knowledge of recent or classic films,” you will know you need someone who loves film and can convey their enthusiasm to your customers.

Prioritize

Once you’ve created a list of responsibilities and duties, put them in order of importance. Start with skills that are integral to the job to be performed. This way you will know what is necessary for the successful execution of the job, what simply is desired, and what may actually be irrelevant. Hiring is often a matter of trade-offs, so by prioritizing, you’re helping yourself determine what you can or can’t live with.

Use measurable criteria

Be explicit about the kind of performance you’re looking for from someone, and whenever possible look for ways to quantify those criteria with numbers or dates. Otherwise, you may find that you’ve hired someone who can perform the necessary tasks, but falls short in productivity or throughput. For example, will an account manager be working with one, four or ten accounts at a time? Will a bookkeeper be expected to update accounts receivable daily, weekly or monthly?

Ask for help

Spend time with others in your organization who will be managing or interacting with a new employee to find out what they think the chief duties of this person should be. Those who are on the front lines with someone often know more about what day-to-day skills are necessary to perform a job successfully. You’ll find this input invaluable.