Small and midsize businesses depend on entry level workers to maintain day to day operations as well as deliver customer service for those businesses that are consumer facing. The pandemic created seismic shifts in the labor market and hiring for entry level positions has become much more difficult. Effects of the ‘Great Resignation’ still linger among frontline ranks and the pool of qualified and enthusiastic candidates gets smaller every year. How can SMBs maintain productivity and service levels in the current hiring environment? Doing more with less has become a mantra for many small and midsize organizations and focusing attention on existing human assets can potentially mitigate the effects of an unfriendly labor landscape. SMB owners and managers have a unique opportunity to build ‘better workers’ by developing and expanding current staff abilities.

Upskilling and Reskilling

Filling entry level and frontline vacancies has become an uphill battle for small and midsize businesses but organizations depend on these assets to run the day to operations and in many cases, generate revenue through customer service. SMBs can look within to fill any gaps in productivity by adding and improving skills and habits to tenured staff. Upskilling and reskilling are methods that SMB owners and managers can use to gain more performance from existing frontline teams. Upskilling is an efficient way to expand an individual’s capability and can be deployed quickly via one on one coaching and mini huddles. Reskilling focuses efforts on improving existing skill sets to increase productivity and accuracy. Some areas to focus on when upskilling:

Communication skills

Organizational habits

Business specific tasks

Fast and practical, upskilling and reskilling is an effective way to get more output from existing frontline and entry level teams. Providing ongoing development may also increase the worker experience, further driving performance and productivity.

Culture Check

SMB leadership plays a key role in defining workplace culture and the effects, whether positive or negative, have greater impact in small and midsize businesses. Owners and managers have a unique opportunity to create workplace cultures that elevate the worker experience and, ultimately, increase productivity. Encouraging open communication and feedback can give leadership the ‘pulse’ of the business and pivot if changes are needed. Expanding the roles of individuals can instill a sense of ‘ownership’ within the team which is a core characteristic of high performing frontline teams. Promoting a positive workplace culture takes consistent effort and a unified message that resonates easily with entry level teams. Savvy owners and managers understand the importance of ‘team mood’ and can use the business size as an advantage to affect changes quickly.

Planning for Development

Small business owners and managers wear many ‘hats’ and staff development and training are one of those areas that gets put to the wayside but the benefits of having a well trained and skilled frontline team are significant to both the business and the individual. Planning for training is a foundational method to ensure development goals are defined and met. Owners and managers that work with entry level teams should quantify individual strengths and weaknesses as well as learning and skills opportunities. Creating a ‘wish list’ of abilities and skills is a starting point for mapping out an individual’s development path. Successful development relies on consistency and follow through and strategizing training initiatives is a key method to effectively deploying new skills and increasing individual ability along the frontline.

The Bottom Line

The current labor market for entry level positions is a difficult one to navigate and in certain instances, SMBs have no choice but to hire to fill vacancies. But refocusing attention on developing and upskilling current frontline team members can help control and minimize gaps in productivity and customer service. Identifying strengths in current employees and building skills upon those strengths can increase individual capability and accuracy and ultimately, drive productivity and efficiency. Reskilling in organizational habits can also improve accuracy and reduce costly mistakes that small and midsize businesses cannot afford. SMB owners and managers are also in a unique position to build a culture within the organization that could promote ‘ownership of the business’ within the individual. Prioritizing culture building and open communication is a practical conduit to increasing entry level worker enthusiasm and participation in the business. As hiring becomes more difficult for these types of vacancies, SMB leadership can put the spotlight on current assets and improve upon what is already there.