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

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

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

As for top sales people, a powerful product means they can earn bigger commissions, and their self-image are fulfilled by being on the leading 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 incentives. For everyone, superior products will earn your company better profits, enabling more reinvestment in R&D, providing challenges and adventure for your technical people, and more and better product for your sales and marketing team.

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

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

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

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

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

Last is the issue 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 salary level itself, you just have to be at or near your market rate.

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

What does all this mean in real terms? Even though you are not a Manhattan recruiter, some of the ideas in this article are harder to implement than others, and some describe conditions you simply can't accomplish. Must you arrange for every item mentioned above? Of course not, but systematically providing your people with the challenge to be their best, the opportunity to learn, the freedom to be creative, the incentives to execute and produce, a feeling of ownership, and the respect as professionals - these are the things that will make top technical and sales people want to join your organization, and have them stay.

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