Nowadays, it’s incredibly possible to create a full-functioning small business with just one virtual office. Or, to use several virtual offices to create one virtual company. This method of growth keeps payroll down and profits up, but offers unique challenges in starting and maintaining that growth. You need to have the right people working with you in a virtual environment. Here’s how to find the best employees for your Danbury virtual office, or any virtual office or company.
Be Specific with Expectations
One of the toughest aspects with virtual employees is keeping everyone on the same page and communicating needs and project guidelines effectively. It’s not as easy to find 10 or 15 minutes to go over everything and to get questions answered. Therefore, when finding and choosing the best employees, you need to be as specific as possible with your needs and expectations from the beginning. You need to know exactly the type of person it takes to be successful with your company, and to be successful in your open position. A good way to determine this is to figure out what needs to be accomplished in the first 90 days, and what’s needed to accomplish those goals.
Trial Runs are Okay
Telecommuting and a virtual lifestyle are appealing to most people, but they aren’t for everyone. If you want to ensure that every hire you make is a good one, then don’t be afraid to do a trial run. A trial run can be a project or a short period of time where the new hire is on board. At the end of the trial, you can make a final decision. This option is useful if you are considering hiring someone who’s never worked virtually before, or if you are considering a couple of candidates for a job or position. Trial runs also sort out things that might not come up during an interview or in a proposal, such as communication style, timeliness, and cultural fit.
If Possible, Don’t Turn It into a Solo Decision
This is one of the worst things you can do when managing and growing a virtual company. We understand that if you are a one-person company hiring your second person, you can’t necessarily have a second opinion, but get one if one if available. Having only yourself, or just one person, make the decision on who to hire is a mistake because teamwork is so crucial to having a virtual workforce, well, work. Everyone needs to know everyone else and to be able to trust each other. How would it look if someone new came on board that no one else knew about or knew anything about? It doesn’t work that way with a virtual company. Also, a second or third opinion could reveal insights about candidates that you may have missed, saving you from a potentially bad hire (or rescuing you from letting go a really good one).
Compensation is Still Important
One of the great things about a virtual workforce is that you can save money on payroll and costs. You don’t have to worry about benefits, or overtime, or unemployment. However, you still want to compensate competitively, and according to the candidate’s cost of living. Sure, it’s cheaper to live in some places in the U.S than in others, but this doesn’t mean you can offer someone in New York City the same salary as someone in Boise. The one in NYC is going to need a little bit more, even if the candidates are equal in all other ways, simply because of the location. However, Boise isn’t the same as Bangladesh, so you still need to compensate Americans with American wages. Even though your talent pool is global in a virtual company, compensation isn’t universal.