Taken from Hire with Your Head by Lou Adler.
"
If you're trying to persuade people to do something, or buy something, it seems to me you should use their language, the language in which they think." - David Ogilvy.
The best people are looking, finding and hiring them is the challenge. Counteroffers are more prevalent and more are being accepted.
-First it's important to recognize that top performers don't look for new opportunities the same way that average candidates look. They're more selective, and even if they are looking, they will only consider positions that offer true opportunities...
The common agreement among the best people is that their criteria to move forward or not involves a long-term goal and major career step, not just a tactical decision based on salary and location. Not understanding this difference is why so many companies lose so many good people. If you want to get more of these great people into the game,
your job descriptions must describe career opportunities, not just skills and experiences.
-The mission statement for any sourcing program should be to find the strongest people possible in the shortest period of time at the lowest reasonable cost.
-It is not a viable strategy to use boring qualification-intensive ads, and "hoping" something will work.
Channels for a sequenced sourcing program:
Develop a sourcing strategy that consists of multiple channels sequenced in some way based on quality, cost, and time not a silver bullet approach:
-Resume databases
-Internal transfers
-Internet-based advertising
-Employee referrals
-College recruiting
-Diversity recruiting
-Campaigns and career events
-Direct sourcing
-External recruiting - Paying a fee for an A player is always worth it. Paying a fee for a B player is not.
Corporate recruiting departments all want to find the silver bullet or the next tech toy to solve their sourcing problems. A one stop solution doesn't exist.
Offer Careers Not JOBS
-Top people don't use the same criteria when applying, considering, or accepting an offer.
The following are the top 5 critera that top people use when deciding to accept an offer:
1) The job match: the best people want to do work that challenges them and allows them to grow in areas they deem important.
2) The hiring manager: Top people want to work for leaders and mentors who can help them reach their goals.
3) The quality of the team: The team is very important for a top person. Meeting strong potential coworkers (or peers) can overcome other concerns and minimize the chances of accepting a counteroffer.
4) The company: A strong company with a great employee can get someone interested, but these factors are less important when a person makes the final decision or not.
5) The compensation package - as long as the package is reasonable, most top people don't consider it the number-one consideration.
-A great web site with boring jobs won't attract top people.
The sourcing sweet spot - semi active and semi passive people.
Very active - These are people who need a job and are aggressively looking. Around 20 percent of the market. Top people are underrepresented in this pool.
Semi-Active (Best) - These are people who are fully employed but want a better job. Compelling advertisements work on these people. They represent around 25 percent of the employment market and are the sourcing sweet spot. To capture them your ads need to be visible and you must move fast. For a corporation with limited resources most of its efforts should be spent on sourcing people from this group.
Semi-passive (Second Best) - The best approach to this group is to pre-qualify them before you call. The only way to pre-qualify someone is if he's been referred by someone else.
Very passive - These people don't want another job. It takes too much effort and time to call and convince them (though some talent does reside in this pool).
-In good economic times, fast-growing, highly visible companies attract a larger share of top candidates. In slower economic times, solid, stable companies with a more secure future enjoy the spotlight.
-Top people will explore career opportunities if the underlying message makes career sense.
Don't post traditional skills-based job descriptions if you want to see more top people. This is akin to advertising the technical specifications for a consumer product and expecting people to buy it. The best candidates are not interested in doing the same job over and over again, even for more money. If the ad is compelling enough then you'll attract more high-potential candidates and those great applications sitting ont he fence, waiting for the right opportunity to present itself.
******Example of a BORING AD
Customer Service Representative
-We are looking for a Customer Service Representative on behalf of our client, Acme Systems. This position is based in Dallas, TX.
Summary
-Our customer service representatives will apply their strong communication skills to fulfill customer needs to ensure customer satisfaction.
Responsibilities
-Respond to a high volume of customer inquiries.
-Process orders and prepare various correspondences.
-Two year's previous customer service experience.
-Proven track record of stability and commitment to providing excellent customer service.
-Strong computer skills.
-Excellent communication skills, detail-oriented, and ability to multitask.
-Able to work in a team environment.
Example of a BORING AD******
******Example of the same add improved
Customer Service Rep, Jugglers, and Master Organizer
Our client is growing fast in major part due to its focus on ensuring great customer service. As part of this expansion, the company wants to hire people who are looking for long-term careers in customer service, sales, or marketing. If you're interested in a career, not just a paycheck, then check this out:
1. You'll be put through a highly interactive three-week training course on using state-of-the-art CRM systems.
2. You'll need to juggle lots of tasks, track down orders, and solve tough-scheduling problems in order to keep our discriminating customers happy.
3. Attention to detail is critical. We take great pride in marking sure every order is 100 percent correct.
4. Our customers and your teammates are counting on you to be here, every day. If you're ever worked in this type of environment, you know how important teamwork and commitment are to personal success.
5. We'd like a year-or-so in a call center or customer service position. More important though is a commitment to yourself to be as good as you possible can. We'll help you achieve this goal.
Example of the same add improved******
******Example of another great ad (this ad performs consistently in the market so feel ree to mimic it)
CEO (circa 2010) Fast-Forward One Year
We'd like to thank you for making Philadelphia a great place to live. Here's what happened under your leadership:
1. You raised $50 Million to create a City of Life center as a safe place for inner-city kids to hang out after school.
2. You introduced a new program for single moms to enter the workforce with real jobs that offered real careers.
3. You got the top 50 companies in Philadelphia to make major commitments to being part of the city's revitalization program.
4. Your programs helped stem the tide on drug use, reduced gang membership, and increased the graduate rate of all city high school.
We can't wait until net year.
Now Back to Today.
If you'd like this story to be yours...
Example of another great ad (this ad performs consistently in the market so feel ree to mimic it)******
(By the way, the above concept can be used to shape your own mission statement, see rapid planning model by Tony Robbins).
-ZoomInfo is a site that searches the internet for names of people and categorizes them by title and company. Their JobCast emailing system allows you to automatically send the ad to anyone with an email address. Two of the final four candidates for the CEO position came from referrals from the JobCast email. The key was that the ad was so compelling that people wanted to send it to others.
-
If you want to attract the best people, ads should be written from their unique perspective - they don't need a job, but they might check out a better opportunity. Design and write your ad to stand out and attract top people who have multiple opportunities.
In Summary, great ads should:
1) Have a compelling title that's quickly seen on the long listings of open opportunities.
2) Write copy that's focused on what the candidate will learn, do, and become.
3) Describe the most critical skills in the context of how they're used.
-An ad needs to overcome the intertia of not responding, or the pull of dozens of similar-sounding ads.
-A suvery of over 500 candidates we took a few years ago showed that 65 percent to 70 percent of all candidates checked out a company's web site before applying for a job they found at one of the job boards. Half decided not to apply as a result, because the career section was weak. It surprises me that some people dismiss the need for a career site, suggesting that they just want to hire passive candidates. Even passive candidates will look on your site before considering a potential opportunity.
Employee Referral Programs
-As far as I'm concerned, a proactive company employee referral program should be at the core of every sourcing strategy. Most companies will tell you that their internal employee referral program has produced more top people than all other methods combined. In the past, we've heard this from representatives of Microsoft, AIG, Wells Fargo, Yahoo, etc.
-Promote a formal referral program and offer a bounty. These can range from $500 to $3000. Encourage employees to refer other A players and make sure you follow up quickly with every referred person in a very professional manner.
-
P.S. Don't miss an important post!
Sign up in the top right of this page!