As a business grows, so does the workload. Many businesses start with the owner doing all the work. This may work for some, but once the business grows, you may not be capable of handling the workload. If you continue to try to run it on your own, it will begin to suffer and you’ll reduce further growth.
Before You Hire: Self-Check
Before you post a job, look for ways to reduce or automate the work. Sometimes a new process, better tool, or outsourcing part of the workload can solve the issue without a full hire. Ask yourself:
- Can I automate part of this task with software?
- Can I delegate it to an existing team member?
- Would a part-time or contract role make more sense?
If none of these options solve it, hiring is likely the right move.
Signs You Need to Hire
You Can’t Keep Up With the Workload
When you can’t keep up with the workload, you need to simplify the job, eliminate some tasks, or consider getting some help.
You Can’t Service Customers Effectively
Your customers are one of the most important parts of a business. Without them, you have no business. Therefore, it’s very important to make sure you’re doing everything you can to go over and above when servicing your customers. If your customer service is lacking because you’re understaffed, it’s time to consider hiring the staff you need.
Sales Are Suffering
If you can’t keep up with filling orders, that’s a good sign that your business is moving in the right direction. People want what you have to offer, but your revenue and profits suffer when you can’t fill orders on time. If you see this as a trend, you need to consider improving by hiring the right number of employees that will allow you to fulfill your orders.
You’re Expanding
When your business is ready for expansion, you need to keep in mind the extra workload. Naturally, when a business expands, the workload may also increase. You need to staff accordingly to ensure your expansion is successful.
How to Hire an Employee
Identify Job Requirements
Identify the task you’re hiring for. Define each part of the job and write out a detailed description of what the job entails. This helps you get clear on what you need and helps the applicant understand what’s needed.
You may want to add extra responsibilities to the job description. In the future, if you need your employee to perform these tasks, it’s easier to say it’s in the job description than to add obligations out of the blue.
Identify the Experience Needed
Define how much experience you’re looking for. You may want somebody with 2 to 5 years of experience, or you may opt for minimal experience where you’ll train on the job.
Identify the Personality
Jot down a few characteristics of the personality you’re looking for. You may want someone serious or someone with a laid-back style. When you know what you want, it’s easier to screen the best candidates during interviews.
Identify the Skills You’re Looking For
Make a list of the most important skills and prioritize them from top to bottom. During the interview, rate each skill on a scale from 1 to 5. This helps you identify the people who have what you need.
Ask Questions
Create questions tied to the skills you’re looking for. Use questions that help you identify their intelligence, speed of thought, and accuracy. Avoid general questions that have nothing to do with the job.
Identify the Cost of Hiring
Identify the costs involved when hiring. For example, an entry-level position can cost an average of $26,000 per year in wages. There are other costs as well, like benefits and payroll taxes.
Look at the cost for one year and decide if it’s worth it. If the costs are higher than expected, improve the role so you’re getting your money’s worth and attracting qualified employees.
For example, rather than hire for a data entry position and a receptionist at $26,000 each (totaling $52,000 a year), you might combine the two jobs into one and offer $32,000.
Identify the Workload
Now that you’ve looked at costs, consider the workload. Is there enough work to keep this employee busy year-round? If you have seasonal peaks, consider a contract position for a few months of the year.
If the workload is light, improve the job description. Adjust the responsibilities and combine other tasks that will be your new employee’s responsibility. It’s better to do this before you hire. It’s easier to hire for a specific job than to add responsibilities later.
Use a Trial or Contract Period
Whenever possible, start new hires with a short trial period or a project-based contract. It lets you confirm fit, reliability, and skill before making it official. It also gives the new hire time to test if your workplace is right for them.
Train and Onboard the Right Way
A great hire still needs guidance. Use a simple onboarding plan with three parts:
- Day 1: Introduce tools, systems, and goals.
- Week 1: Review processes and clarify expectations.
- Month 1: Give feedback and adjust responsibilities.
Clear structure in the first month builds confidence and performance long-term.
The Effects of Hiring the Wrong Employee
If you hire an employee who doesn’t work out, you lose time and money. You’ve gone through resumes, interviews, paperwork, and training. Now you have to start over.
If your training process is two weeks, you’ve lost that time and must spend another two weeks training somebody new. Keep in mind: it’s easier to hire than to fire.
When to Let Go
It’s never easy, but keeping the wrong employee too long can harm your business and your team. If training and feedback haven’t helped, make a clean, fair decision. Ending the wrong fit opens space for the right one.
Helpful Hiring Tools
- Job Boards: Indeed, ZipRecruiter, Glassdoor
- Applicant Tracking: BreezyHR, Workable, or Google Forms for small businesses
- Background Checks: Checkr, GoodHire
- Payroll & HR: Gusto, QuickBooks Payroll
Hiring Scorecard (Simple)
Use this quick scorecard during interviews. Keep it on one page. Score each item from 1 (low) to 5 (high). Add notes beside each line. Compare totals across candidates.
| Category | Weight | Score (1–5) | Weighted | Notes |
|---|---|---|---|---|
| Core skills match | 30% | Hands-on examples | ||
| Accuracy & attention to detail | 15% | Test task result | ||
| Speed & problem-solving | 15% | Timed exercise | ||
| Communication with customers | 15% | Role-play | ||
| Reliability & ownership | 10% | Past examples | ||
| Culture & personality fit | 10% | Values match | ||
| Growth potential | 5% | Willing to learn | ||
| Total | 100% |
Tip: Multiply each score by the weight to get the weighted column. Add the weighted column for the final number.
Sample Interview Questions Tied to Skills
Ask for specific examples. Keep it practical. Listen for clear steps, outcomes, and what they learned.
- Attention to detail: Walk me through a task you owned where a small error could cause a big problem. How did you prevent it?
- Accuracy: Tell me about a time you found and fixed a mistake before it reached a customer.
- Speed of thought: You have two urgent requests at once. How do you decide what to do first?
- Problem-solving: Describe a process you improved. What was the before and after?
- Customer communication: A customer is upset about a late order. Show me how you would respond.
- Ownership: Share a time you took responsibility for an issue you didn’t cause. What did you do?
- Learning ability: Tell me about a new tool or system you learned fast. How did you ramp up?
- Team fit: What work environment helps you do your best work? What doesn’t?
Quick Cost Calculator (Plain Language)
Use this to estimate the real cost of a new hire. Keep it simple and yearly. Then break it down by month.
- Base wages: Start with the annual salary. Example: $32,000.
- Benefits estimate: Add a percentage. Example: 12% of $32,000 = $3,840.
- Payroll taxes estimate: Add a percentage. Example: 7.65% of $32,000 = $2,448.
- Tools & software: Laptops, phones, licenses. Example: $900.
- Training: Time and materials. Example: $2,000.
- Recruiting: Job ads and screening time. Example: $800.
Total first-year cost (example): $32,000 + $3,840 + $2,448 + $900 + $2,000 + $800 = $41,988 (about $3,499 per month).
Simple break-even check: If this hire frees 15 hours per week and your time is worth $80/hour, that’s 15 × 52 × $80 = $62,400 of value per year. Compare that to $41,988. If the value is higher, the hire likely pays off.
Adjust the numbers to match your situation. Keep the math on one sheet so it’s easy to update.
Next Steps
Create your job description. Build your scorecard. Post the role. Use the questions above. Run the cost check. Hire when the numbers and the workload both say “yes.”