Our goal is to understand what is working and what is not during the process of talent management, which considers recruiting, hiring, developing, engaging, leading and retaining. Recruiting unfortunately does not work efficiently and attracting great talents is an important issue for all organizations.
Most companies admit that they fail in sourcing great talents in four categories of executive, professional, technical and unskilled while only about 10 percent of the companies believe they do an excellent job in sourcing talents. The best job in recruiting is done through the professionals, followed by technical employees, then executives and lastly unskilled employees.
Important thing to know is that whether the person is high-level employee or the lowest, you want someone who has the right skills and right attitude to succeed in your organization. The people you want to bring, high performers, are not wandering around door by door and they are not looking for an average job. They seek for a continual success and a job where the culture fits their personality.
In sales world, we always think competitively in terms of getting customers and try to woo their customers away from others but we do not have the same mind when it comes to employees. High performers will not just show up in front of our doors so we need to do better in sourcing talents and try to attract high performers just like we attract our customers to use our products.
In this context, we have a formula to attract high performers to apply for jobs at your organization. P = A + U – S where P stands for the Probability of high performers applying to your company, A stands for the Attraction they feel to your organization’s hallmarks, U stands for Urgency they feel to leave their current situation and S stands for Suspicions they have about your authenticity.
There are three important criteria for high performers to find your organization appealing to apply:High performers need to feel an attraction to your unique culture, your hallmarks:
High performers need to understand two aspects of your hallmarks: first is your organization’s unique characters that differentiate you from other organizations and second is what separates high and low performers for your organization.High performers need to feel some urgency to leave their current situation:
High performers will not leave their jobs if they are happy and feel fulfilled. They need to get aware of the de-motivators they face and motivators that are missing in their present job.You can make all the pitches, but high performers are very good at sniffing out subterfuge:
Any bad smell in accuracy will raise suspicions and cause in decreasing attraction, which will lower the probability that they apply for the job.
People would not leave a place where they are happy and comfortable, unless they hear different identical things about other places with distinguishable features that intrigue them.
As most of the key phrases from job ads are the same, the key is to use distinctive features in your job openings. If you want to catch the interest of high performers, your job ads have to include Behavioral Specificity as you use to discover your hallmarks and define specific behaviors. Remember three-question test to assess if you are getting Behavioral Specificity or not. These questions are:
High performers want to know what differentiates your organization from others. Your hallmarks characteristics are what make your culture different from others and this difference is what you want to sell in your job ads without using same, boring language as many companies do in their job ads.
Another important rationale about your hallmarks is that key cultural characteristics separate between your high and low performers. High performers want to remain as high performers, so you need to tell them all the great things about what a high performer in your organization means. Also, high performers don’t like to work with low performers and it is important for them to know that you don’t like working with them neither.
Your recruiting effort is to attract people, and the best way to do that is to use your hallmarks. Positive and negative hallmarks list will show what makes a person a high performer in your culture. Including your hallmarks in your recruiting efforts will attract the right candidates and will send away the people you do not want in your organization.
You need to provide an extra push to make the high performers think about leaving their current working place for your organization. Luckily, most companies are not great at engaging and fulfilling their high performers, so you do have a chance to influence people, who believe they are happy at their jobs, and make them feel an urgency to go somewhere better.
Everyone has his or her own motivators and de-motivators. Motivators fulfill you, make you want to give your hundred percent and make you keep going, whereas de-motivators suck your energy, stop you from giving 100 percent and make you want to quit. First of two questions in this matter is ‘‘how do you discover the motivators and de-motivators of people?’’ and the second question is ‘‘can you really work this information into a recruiting pitch like a job ad?’’
You just need to ask two questions to your recruiters and high performers if you want to know about people’s motivators and de-motivators. Two questions that you need are:
The answers to these two questions will be the key to develop your recruiting method. You shall ask these questions to your recruiters, as they are in contact with the people you are looking for. If you do not have recruiters, you can ask these questions to your own high performers. Nevertheless, as these people share the same hallmarks with you, it is wiser to ask the questions to them and compare different answers, regardless of having recruiters or not. In addition, as these people had already been in the same position with your candidates before, they may give you good clues about what demotivated them so that you can use this data for a better recruiting pitch and make the candidates feel the urgency to apply your company.
There are three common de-motivators among high performers.
Being a High Performer Smells Bad
Being a high performer means having the worst job that stinks. The reason is simple: anytime when there is an important situation or an issue, we all look for the people who give their 100 percent effort, who happen to be the high performers.
The Boss Cannot Tell the Difference between High Performers and Middle Performers
Imagine a group of two who are assigned to a difficult project. High performer puts more effort than the middle performer. When they finish the project, they receive the same comment from the boss without differentiating the efforts. It is important for the high performer to be noticed that he or she gives 100 percent effort so that you can avoid a possible de-motivator.
The Bloom Comes Off the Rose
A study shows that employee engagement drops steadily after the first year of work and after ten years, the scores start to increase. You need to analyze your employee engagement data to see if there is a drop and to step in when necessary.
Motivators and De-motivators in Job Ads
Motivators and de-motivators information should be placed into you recruiting pitch because the only way to excite high performers’ attention can be succeed by discussing the issues that matter to them and whether you can meet their needs or not.
Instead of starting your job ads about how many employees working in the organization or rewards you have, how much money the company makes and so forth; you should get their attention with the things they are interested. People are interested in learning how you can offer their motivators they want and eliminate their de-motivators they are suffering.
Last piece of hallmarks recruiting formula is the suspicion that people have for the authenticity of your organization culture, motivators and de-motivators. You need to avoid unspecific language that cause suspicion, and show who you really are and stay focused on engaging people with hallmarks, motivators and de-motivators to eliminate any suspicion.
Authenticity is also critical in recruiting with social media. A survey proofs that job seekers who use social media want to see job listings, fact sheet on the company, career paths within the organization, something that conveys fun about working for the organization, employee testimonials on company social media pages.
The same survey also tell us about the displeasures which are communications read like an ad, failure to respond to questions, failure to regularly post information, removed or filtered comments, inconsistency in messaging in different social media sites.
The key is to be real, share your hallmarks and stop worrying about appearing attractive to the people who do not share the same culture with the organization.
Effective recruiting is about revealing who you really are. Most of the recruiting techniques are manufactured pieces than do not give any meaning why the company is different from another, nor explain why a high performer would prefer working in that company. When you show your hallmarks either in videos, ads or recruiter’s speech, you are showing real you to everyone. You already have high performers who fit in your culture and you want more people like them.