By Barry Deutsch, Impact Hiring Solutions
If you're only seeing the bottom third of all possible candidates, that's who you'll hire, even if you're great at using all the other techniques we’ve mentioned, such as defining superior performance or conducting a performance-based interview. As a manager or executive, don't assume that your current candidate sourcing programs are adequate to find the best people.
A good sourcing program is a critical component of an effective hiring program and it needs to operate on several levels. Attracting the interest of top people right from the start is the key to eventually getting the right person into the job. Our experience in conducting hiring process audits over the last 10 years has shown that most companies are only using at best 20 percent of their internal candidate sourcing capability. Many of the techniques for acquiring top talent are simple to implement and do not require a large investment of time or expense.
The best candidates don't look for jobs in the same way typical candidates do. A new job for a top candidate is always a strategic decision based on an opportunity for personal growth. For the typical candidate, the primary motivating need is to get another job. Most sourcing programs don't take this difference into account, and as a result never attract enough top candidates. Managing motivation is a critical aspect of every successful search assignment. You must focus on the needs of the best to attract a bigger pool of talented candidates.
If you're only seeing the bottom third of all possible candidates, that's who you'll hire, even if you're great at using all the other techniques we’ve mentioned, such as defining superior performance or conducting a performance-based interview. As a manager or executive, don't assume that your current candidate sourcing programs are adequate to find the best people.
A good sourcing program is a critical component of an effective hiring program and it needs to operate on several levels. Attracting the interest of top people right from the start is the key to eventually getting the right person into the job. Our experience in conducting hiring process audits over the last 10 years has shown that most companies are only using at best 20 percent of their internal candidate sourcing capability. Many of the techniques for acquiring top talent are simple to implement and do not require a large investment of time or expense.
The best candidates don't look for jobs in the same way typical candidates do. A new job for a top candidate is always a strategic decision based on an opportunity for personal growth. For the typical candidate, the primary motivating need is to get another job. Most sourcing programs don't take this difference into account, and as a result never attract enough top candidates. Managing motivation is a critical aspect of every successful search assignment. You must focus on the needs of the best to attract a bigger pool of talented candidates.
The primary method of getting the attention of top candidates is through writing outrageous and compelling marketing statements (we don’t call them ads since we’re going to use them on an escalating level that transcends simple classified job advertising). Here are the five key ingredients to writing outrageous and compelling marketing statements that will dramatically increase your pool of candidates:
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The Doing — Get as much action into your compelling marketing statement as possible; focus on what the candidate will have to do once they're hired. This is the heart of your compelling marketing statement - setting up what you expect the person to accomplish. If you make the "doing" sound exciting, you'll prompt all of those qualified candidates who aren't actively job-seeking to sit up and take notice. (You'll also discourage people who don't want to work very hard.) If you want to motivate people to excellence, devote at least 50% of the ad to the "doing". Add lines like this to your compelling marketing statements: "Get set to rebuild a electro-mechanical consumer product line with lots of potential, but little direction." or "Take over a customer service department of 10 people that needs an energizing force and a new direction."
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The Becoming — Use your imagination to paint a clear and attractive picture of how the person can grow and develop over the first year. Give them something to reach for. People stay at jobs when they can see a compelling future. Often they'll take less of a salary increase: The career opportunity more than compensates for an additional 10% salary. The "becoming" needs to be mentioned subtly in line with some salesmanship about the company. For example, "Become an e-commerce guru as you lead the launch of our state-of-the-art Internet application." Here's another, "Enhance your UNIX Systems Administrator skills as you take on one of the biggest IT challenges to come to Austin." -
The Having — Don't pack your compelling marketing statements with lists of requirements, skills, academics or duties. These are a big turn-off and exclude the best from even applying. Not surprisingly, unqualified people, who often only read the title, apply in great numbers (Do you get too many responses?). "Experience" is a poor predictor of on the job success, so minimize this in your ads -- no more than one general sentence. Something like, "Send in your resume if you have a few years in our industry, solid academics, and a track record of building awesome teams” works best, we've found. Keep this part simple and vague.
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Outrageous Titles — Use interesting and exciting titles for your positions. Be a bit creative here. Instead of "UNIX Administrator" use "UNIX Guru". Instead of "Sales Manager", use "Sales General" or "Decorated Road Warrior". An "Inside Sales Person" could become a "Tele-sales Wizard". This causes candidates to read the advertisement or compelling marketing statement to learn more.
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Qualify Candidates Right from the Start — At the end of your compelling marketing statement, ask the candidate to submit a one-page write-up of their most significant comparable accomplishment (or add this request to an auto-email response). This is a more meaningful way to filter candidates. The quality of the accomplishment is more predictive of success than all the degrees and experiences in the world.
You can also take this document and pass it out to all your employees, asking them to forward it to individuals who might like to hear about the compelling opportunity in your company. Using this compelling marketing statement will dramatically boost your internal employee referrals. We’ve always felt that the greatest source of new candidates can come from your existing group of employees. Your best people already know other great people.
Unfortunately, most companies don’t give their employees a vehicle (such as the compelling marketing statement) to distribute to people they know. When your employees start emailing this compelling statement of work, you’ll be amazed at how many great candidates start raising their hands to be considered for the position.
Unfortunately, most companies don’t give their employees a vehicle (such as the compelling marketing statement) to distribute to people they know. When your employees start emailing this compelling statement of work, you’ll be amazed at how many great candidates start raising their hands to be considered for the position.
This compelling marketing statement you’ve just written can be used far beyond simply placing the ad in the newspaper or on-line. Once you’ve prepared this document, you can send it to a specialty trade organization, user forum, or other special interest group, both on-line and off-line. We call this approach “Sourcing by one degree of separation”. Stayed tuned for a future installment of a more in-depth look at how to leverage other networks through sourcing by one degree of separation.
Final Thoughts
According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com) and author of Cracking the Personality Code (www.crackingthepersonalitycode.com) hiring the right people is key to future growth. If you would like additional information on hiring, please click here to see an article on this subject: http://lighthouseconsulting.org/Articles/KOTHireRightFirstTime/.
About the Author:
According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com) and author of Cracking the Personality Code (www.crackingthepersonalitycode.com) hiring the right people is key to future growth. If you would like additional information on hiring, please click here to see an article on this subject: http://lighthouseconsulting.org/Articles/KOTHireRightFirstTime/.
About the Author:
Barry Deutsch (Barry@impacthiring.com ) is a veteran recruiter, national trainer, and hiring coach to CEOs across the country. Barry is a partner with Impact Hiring Solutions, a hiring portal, training, and hiring systems consulting company. His industry career includes general management positions within Westinghouse Group W Cable organization, as well as senior-level financial management positions within Beatrice Foods and Mattel. Barry can be contacted at (310)502-5313.
