Many small and medium-sized business owners face a staffing shortage. In a previous article, we discussed how a leader’s attitude toward employee turnover is a key factor in filling vacancies. But is recruitment always the main issue? In this article, we will examine another crucial factor—the manager’s interaction with the existing team.

When a Company Feels Like a Family

Small and medium-sized businesses often operate on the principles of close personal relationships. These companies may employ relatives, former classmates, neighbors, or long-time acquaintances. While this fosters trust among employees, it also presents serious risks.

First, managers often believe they understand their employees and their motivations well. As a result, they may overlook disciplinary violations or inefficiencies, especially when it involves close associates. Employees, aware of this “loyalty,” may take advantage of the situation—being rude to customers, disregarding work schedules, or even engaging in minor theft.

Second, such workplace environments can be challenging for newcomers to integrate into. Experienced employees may create emotional barriers, withhold assistance, refuse to share information, or even deliberately undermine new hires. This happens because it benefits them to maintain their “irreplaceability” and prove that the company cannot function without them.

Why Is This a Problem for Management?

No recruitment system will be effective if the team is not interested in welcoming new employees. At the same time, managers may fail to notice this issue or even unintentionally encourage such behavior.

Often, employees formally complain about being overworked, but in reality, they benefit from working overtime, receiving extra pay, and enjoying managerial leniency. This creates a vicious cycle—new hires are not accepted, while existing employees take advantage of the situation.

How Can a Manager Change the Situation?

• Personal involvement in training. The manager should personally oversee the new employee’s adaptation process, regularly checking in on their challenges and providing support.
• Equal conditions for all. Violations should be addressed regardless of an employee’s tenure or personal relationships.
• Strict response to resistance from senior employees. If barriers are being created for newcomers, management must put an immediate stop to it.
• Transparent HR policies. Employees should understand that their value is determined not by their years with the company but by their performance.

If a company does not ensure equal conditions for all employees, attracting and retaining new staff will be difficult. Even the best recruitment strategy will fail if the team resists change.

A manager must be prepared not only to bring in new employees but also to create favorable conditions for them, preventing internal sabotage. After all, the workplace atmosphere determines whether a new hire will become a valuable asset to the company or leave in search of a better opportunity.

Andrii Kopylov
Head of the Standards Committee, Fuel and Energy Business Association