When a small family business begins to grow one of the first moves is to hire outside staff. Typically these employees report directly to the founder or other family members in an informal
capacity. Over time, it becomes important to formalize the hiring and firing, training and compensation within the company and an HR manager role is created. But managing non-family managers
and employees can be tricky and founders are not always sensitive to the legal status of employees and HR managers struggle with developing a formal process that meets the needs of the
company, the employee and the founder. This book will help HR managers and founders/owners develop a formal process within the company and also provide insights from family firms on how to
manage sensitive topics ranging from family member compensation; family member appraisal etc. The book also serves as a guide to HR managers struggling to get a ’seat at the table’ in family
firms showing them how to create value in their roles of ’human capacity.’
