Hi everyone, I've been running my boutique alone for four years, I can't keep up anymore and I'm going to hire my first employee but honestly I don't know where to start.
I'm confused with insurance, contracts, payroll, and I also don't know how to find the right person, I've done everything myself until now.
If anyone has been through this, I'd really appreciate it if you could write down what I should pay attention to.
I'll write it step by step from an HR perspective, the first hire creates the same panic in everyone.
Define the job first, not the person. Note down every task you do for a week. Then mark the ones you want to hand over. Those tasks are your job description.
Then clarify the working arrangement: full-time, part-time, which days, which hours. In the boutique business, weekends and working hours are the most contentious topics, so write them down from the start.
Discuss the financial and legal side with your accountant before hiring. There are obligations like workplace notification, insured employment registration, payroll setup, and having a written employment contract. These are technical issues and every situation can have its own specifics — don't proceed based on hearsay.
To find the right person: don't ask abstract questions in the interview. Instead of "How would you describe yourself," give a real scenario. "A customer wants a return but the tag is removed, what do you do?" The answer will tell you about their working style.
Finally, use the probation period and actually evaluate during that time. Most employers see the probation period as "a period that passes automatically" and then work with the wrong person for a year.
As an accountant, a warning: don't get stuck on the gross salary when calculating costs.
The total cost to the employer is found by adding the employer's share of insurance premiums, unemployment insurance share, and items like transport and meals if applicable, on top of the net salary. Rates are determined by legislation and change occasionally, and incentives can also come into play.
That's why have your accountant calculate the exact figure. Ask "What will my total monthly cost be if I pay this net salary," and you'll get a clear answer in one question.
Also do cash flow planning: employee costs are fixed every month, but your sales fluctuate. Make sure you can cover the first employee's cost for at least six months upfront.
I'm also a boutique owner, I hired my first employee two years ago, let me share my experience because no one talks about this.
The hardest part wasn't insurance or anything, the accountant handles that anyway. The hardest part was learning to let go of the work.
For the first three months, I checked everything behind her back, corrected it, then did it myself. Result: I got exhausted and she felt useless, she almost quit.
Then I set a rule for myself: if I've handed over a task, I don't interfere with the outcome, we only talk if the result is wrong. Things improved then.
Ms. Sevgi, you've also been doing everything yourself for four years, this will be the hardest part for you, I'm telling you now.
Ms. Ayşegül is absolutely right, I'm already thinking about that, wondering if she'll do the same as me.
I started noting down everything I did during the week, just like Gamze suggested. Honestly, I was surprised—I had no idea there were so many small tasks.
I'll also meet with my accountant this week to get the books sorted. Thanks to all of you, I feel so much more relieved.
I completely agree. Solutions that work at a small scale collapse when you grow; I learned this late.
When the closure decision was made is as decisive as the decision itself. Just leaving this note, it might be useful.
I completely agree. Cutting your own salary is a temporary tactic; if it lasts more than six months, something will break.
If the gap between accounts receivable and accounts payable turnover days is widening, revenue won't save you. Hope this helps.
Don't miss this: When we decide without measuring, we always end up in the same place.
Of course, it varies if your situation is different.
Three different views emerged, they all complement each other. When you try to change everything at once, nothing settles.
Just because everyone does it doesn't mean it's right.
I agree with this. If you get three different answers on a topic the question was asked wrong.
When making a decision first look at what data you have on hand. Correct me if I'm wrong.
Let me write how it's done in practice. When you try to change everything at once, nothing settles.
If I were you, I'd go this route.
Doki · Vulnerability scanning · 2023
Just a heads-up. The longer you delay cutting the team, the more people it affects.
When you try to change everything at once, nothing settles. If you have questions, write them; I'll answer as best I can.
exatcly like that and when making a decision, first look at what data you have on hand.
im also curious if anyone does it differently.
We got stuck at the same point for a while. When the closure decision was made is as decisive as the decision itself.
Hope this helps.
I'm curious too. The real issue isn't the number, but what it's based on.
Correct me if I'm wrong.
I agree with this. When making decisions, write down the worst-case scenario too, not just the best.
If you have questions, write them; I'll answer as best I can.
The most overlooked point about hiring is this: The longer you delay cutting the team, the more people it affects.
When you try to change everything at once, nothing settles. Good luck with that.