Winning the Talent War (Part III):

Communicating the Brand More Effectively to Attract Potential Employees

Effectively attracting and hiring high-quality employees begins with the philosophy and approach to how an organization hires, and what the approach tells candidates about the organization.

First off, securing the right types of candidates is not about the offer amount alone. Of course, any compelling job offer requires a competitive salary and benefits package. But let's face it, if a financial offering isn't compelling, a well-informed candidate would already know that from the hiring organization's reputation on the street (candidates communicate with their peers frequently about these things!), and would likely not even take calls or emails about the position.

Successfully attracting and hiring the right candidates begins in the early stages of candidate/hiring organization interaction. Each interaction an organization has with a candidate begins the formulation of the candidate's opinion of the prospect organization. Each interaction sets a specific tone:

- By what method was the candidate reached?
- How professional and polished was the initial interaction with the hiring organization's representative?
- What message was sent about the organization?

Chances are, if there are any doubts by the hiring organization about the prowess and effectiveness of each of these aspects in the interview process, the candidate experienced and recognized it immediately, and has doubts about joining the organization.

Today's candidate wants and expects to be approached in a professional and forthright manner. Small attention to detail such as contacting the candidate via the preferred method listed in their credentials/profile or resume can send an important message about your organization's attention to detail. If the candidate is a passive candidate, the candidate is more likely impressed by a subtle approach, which avoids making them uncomfortable at an existing place-of-work or social situation.

The candidate wants to sense that the hiring organization is genuinely interested in what type of cultural fit they will be at the organization, beyond skill set alone. With the talent crunch in the market today, the candidate can afford to be selective in making a career choice.

Successful Interaction with Candidates:

During the interview process, the candidate wants to be interviewed and evaluated by individuals who truly understand the answers to the questions which are being asked, not merely reciting template questions and recording answers. The top candidates for any position gauge how closely their responses are measured by the interviewers. It takes more than a friendly, energetic person on the other end of a phone conversation or email exchange to make for a compelling interview-it takes some one who truly understands the organization, the job role, and offers solid reasoning why joining the organization is the right choice, at the right time.

Effectively communicating why the organization is the right choice for the candidate requires a process which is smoothly run, and is a true two-way street. Clearly, it is important not to overlook the vetting process in evaluating candidates, but no organization should underestimate how important the organizational "sell" is in recruiting candidates in today's market. The interviewer should be able to offer numerous reasons, beyond salary/ benefits and the specific job details, about why the organization is the company to be with. At minimum, recruiters should be able to discuss:

- Recent company milestones or highlights
- New product/ service offerings
- Divisional (of which the candidate is considered for) highlights
- Specific project details which the candidate should be aware of

Showcasing depth and intelligence from the initial contact is important in making a good first impression on any candidate.

Ensuring Strategic Recruitment Partners Espouse the Fundamentals:

While some of these concepts may seem basic, they can lead to an immediate disconnect between candidates and hiring organizations if overlooked or handled poorly. This is especially important to ensure if the hiring organization is working with external strategic recruitment partners to help in the hiring process; all the polish and dexterity in the world by senior employees at the hiring organization will not matter much if the initial interaction from an external agency/group representing the hiring organization is botched.

How well does the organization's strategic recruiting partner execute on these areas of detail? The candidate may finish the interview process out of courtesy, but the hiring organization has failed to close the candidate by thorough impressions through each stage of the interviewing process.

Attracting and impressing the candidate starts with the first interaction, be it by phone or via email, or in person. To ensure that all candidate interaction runs smoothly, hiring organizations should only consider strategic recruitment partners which have a proven record of corporate culture assimilation with their clients. Only partners who understand the importance of this assimilation, and have processes built around it, should be considered. Key aspects of the hiring organization's brand and company culture must be introduced early on in the interview process; does the strategic recruitment partner have the sophistication and process in place to quickly absorb the culture, and be capable of disseminating it to candidates? If not, it is highly advisable to consider new options in strategic recruitment partners.

Brand transference and assimilation is a two-way street: During the initial assessment and scoping phases of working with a strategic recruitment partner, key components of the hiring organization's brand and company must be a focus. The strategic recruiting partners should be able to effectively communicate the brand, as well as individual job profiles with the same passion, vigor, and accuracy as the hiring organization's full-time staff; the partner is an extension of the staff. Moreover, it is not a one-time deal; representatives from strategic recruiting partners (such as a client engagement manager) should be included in weekly recruitment meetings to ensure he/she is able to equip the team with the latest and greatest aspects about working in the organization.

Another aspect to ensure when working with strategic recruitment partners is access to departments beyond Human Resources/Recruiting. Representatives from other key areas, such as corporate marketing and/or finance should be introduced, and have quarterly meetings with the strategic recruitment partner representatives to ensure the latest and most accurate message about the corporate brand is being communicated by the partner to all candidates.

In many instances, the strategic recruiting partner will be the first-level contact with potential candidates, and the first impression is as important as the final interaction with a candidate considering joining an organization.

Adhering and adapting on these fundamentals will help to create and maintain a compelling culture for potential candidates, and put any organization in a highly-favorable position when compared to other career choice options.

About the Author:

Christopher R. Evans, Director of Global Marketing
RPOworldwide

Learn about RPOworldwide: www.rpoww.com
Send Christopher an email: cevans@rpoww.com