are too busy helping another company succeed to actively seek new
opportunities.
ASSESS, ENHANCE AND LEVERAGE YOUR
EMPLOYMENT BRAND
WHERE DO YOU START?
Begin shifting your paradigm to recruitment as a sales process. Ask
these questions:
• Are we strategic in forecasting our internal talent needs and
understanding the impact of external forces?
• Do we have a strong employment brand that accurately
communicates the culture of our company?
• Do we leverage our employment brand through effective social
media campaigns and employee referral programs? Are our
employees brand ambassadors and raving fans of their
employment experience?
1. Attract more qualified candidates that fit your culture • 2. Engage with passive candidates who are succeeding elsewhere
and likely unaware of your company Do we continually source candidates with the right skills,
experience, and cultural fit?
• Does everyone involved in the hiring process at our company
know how to offer candidates an engaging, compelling
experience? Do we dazzle and delight?
• Do we offer an effective 90-day onboarding plan to entangle new
hires and get them up to speed quickly?
It’s an employee’s market, and employees want much more than a
job. They want an experience, in order to work for you and stay
engaged. Evaluate your company culture and understand how
employees view you as an employer. Use strength in these areas to
differentiate from other employers and offer current and prospective
employees the most compelling value proposition.
THE BENEFITS OF AN ONGOING
RECRUITMENT PROCESS
3. Experience candidate choice, to address both short-term and
long-term needs
4. Compare multiple candidates for each open position, instead of
evaluating one candidate in isolation
5. Look beyond your immediate needs and consider opportunistic
hiring of game changers and A-players
Then be prepared to:
• Shift the resources you allocate. Get realistic about the time and
money it takes to cultivate relationships with candidates and
employees.
• Provide executive oversight and buy-in. Thoughtfully consider the
leader you appoint to drive this initiative and establish recruitment
as an ongoing and strategic process.
• Evaluate the internal and external experts you rely on. Go beyond
HR tacticians to incorporate sales and marketing best practices.
6. Address turnover with a “bench” of available candidates
7. Manage performance issues and eliminate the bottom 10
percent
It’s harder today to find top talent than it is to find new customers. Isn’t
it time to apply a sales methodology to your recruiting efforts?
MEET
KATHLEEN QUINN VOTAW
Kathleen Quinn Votaw is a CEO, author and speaker. Her firm,
TalenTrust, serves clients across the U.S. and has been named
to the Inc. 5000 list of high growth companies in 2016 and
2015. She is the author of Solve the People Puzzle: How High
Growth Companies Attract and Retain Top Talent .
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