Hiring Your First Employee

Hire for the next two years, not the last six months

Owners often write the job description for the role they wish they had last year, based on what overwhelmed them. The better question is what the business will need the next person to do for the next two years. A hire that solves an immediate problem but does not fit where the business is heading usually has to be re-hired within twelve months.

What a useful job ad does

A good job ad is short, honest, and specific. It describes the work plainly, the kind of person who would thrive, the pay range honestly, and how to apply. Avoid corporate language. Avoid lists of twenty 'essential' requirements. Avoid hiding the salary. The best candidates self-select on clarity; the worst self-select on vagueness.

The interview that actually predicts performance

• Ask about specific past situations — not what they would do, but what they did.
• Have them do a short, paid sample of real work — nothing predicts performance better.
• Talk with at least two people about each candidate — your perspective alone is too thin.
• Reference-check properly — three former managers, asking specific questions, not just confirming dates.
• Sleep on it before making the offer — first impressions are unreliable on their own.

Pay properly, set expectations honestly

Underpaying your first hire to save money is a false economy. The cost of replacing a hire that leaves within twelve months — recruitment, training, lost productivity — almost always exceeds the savings. Pay at the market rate, set the expectations clearly, and document the role and the standards from day one.

The first 90 days set the tone

Plan the first ninety days carefully — orientation, paired work, gradually increased ownership, formal review at the end. A vague start almost always produces a vague employee. A structured start almost always produces one who knows what good looks like, feels supported, and is set up to actually succeed in the role.