Good employees are hard to find. It may be easy to fill vacant positions if you are a huge, well known, organization (like Google), but there is a great challenge attracting (and keeping) top performers if you are smaller and less well known. As a New York Recruiter this is a challenge I deal with on a daily basis, particularly since I compete with other Recruiters in New York.

As per chief executives and industry recruiters, who were interviewed for this article, there are three main areas on which to concentrate: the quality and market position of your product or service, environment, and salary.

Cutting Edge technology and a high perception of quality will lure top technical and design people, salespeople and support people, all for a variety of reasons. Technology people relish the challenge of designing something new, plus they need ongoing prospects for skill enhancement to remain fresh.

As for top sales people, a strong product means they can earn bigger commissions, and their self-image are fulfilled by being on the cutting edge. And top support people are smart enough to know that a quality product makes everyone's job easier, and it enables them to earn their rewards. For everyone, superior products will earn your company better profits, enabling more reinvestment in R&D, presenting challenges and adventure for your technical people, and more and better product for your sales and marketing personnel.

The following factors play a large role in the decision of an employee to join an organization:

Environmental factors - the corporate philosophy, the caliber of co-workers, the attitude of your management team, and your physical environment can be crucial in finding and retaining talented employees.

Corporate culture is one topic smaller companies have an edge - that "hell-bent-for-leather" stance makes it exciting and challenging to come to work, and there are less layers of bureaucracy people find so stifling. Real teamwork, where success is shared and the team asserts a common commitment, will draw other specialists.

Having a smart, talented staff will captivate more smart, talented people. So will a mutually respectful atmosphere which values the views of the rank-and-file along with open-management policies keeping the groups informed on the state-of-the-company.

A training plan, designed career paths and professional conference attendance are additional ways to attract and keep people. Other small but significant options include dress code, flexible work hours, telecommuting, offices with walls - these all help.

Last is the aspect of compensation. The big salary problem is no matter how much you pay; a competitor can pay a little bit more. So in terms of pay level itself, you just have to be at or close to your market rate.

Equity - stock allotments, options and equity-like phantom stock - is a powerful way for smaller companies to attract people at all levels. Plus, smaller companies can allot equity without the usual waiting period required by public and larger companies.

What does all this mean in actual terms? Even though you are not a Manhattan recruiter, some of the tips in this article are harder to implement than others, and some explain conditions you simply can't achieve. Must you arrange for every item stated above? Of course not, but scientifically providing your people with the challenge to be their best, the opportunity to learn, the choice to be creative, the incentives to execute and produce, a feeling of ownership, and the esteem as professionals - these are the things that will make top technical and sales people want to join your company, and have them continue.

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