Preparing Today for the Future Scarce Labor Market - Attracting New Employees, Part 2, Section 3
Let's categorize recruitment prospects into four categories:
1. Excited and motivated in their current employment
2. Content but pursuable
3. Testing the waters
4. Actively looking to leave their current employ
Employees that are excited and motivated in their current employment situation are the most difficult to recruit, however, they are attainable, just ask any good search firm consultant. These employees want to stay in their current employ and do not have a very compelling reason to leave.
Because they are very happy with their current situation, they are not 'looking'; consequently, typical recruitment tactics will prove to be ineffective in reaching and motivating this group to take and interview.
'Content but pursuable' are employees that are satisfied, but not excited about their current employment situation. Because they are satisfied, as employment opportunities expand for recruitment prospects, they become more and more selective when considering the employer with which they want to work.
Often it is not enough to offer a 20% salary increase. You need to get to know them intimately. What are their likes and dislikes, one of the things that motivate them, what type of work situation. They prefer a kind of work environment is most appealing to them?
Should also consider having a senior manager or executive give them a call. People want to be courted. They want to feel that their one. They want to feel that they're important. So having a CEO or sea level, employee. Give them a call will go along way in convincing them to consider making a move.
Candidates that are 'testing the waters' are often trying to determine their job worth on the open market or they may be content with their present employer, but there's something missing. Our job as recruiters is to identify what that 'something' is and leverage that need to move them into our companies.
As I'm sure you know, all candidates aren't motivated by money; they may be in search of title, greater responsibility, more respect than they think they're receiving from their current employer, opportunities for growth, more job security or new challenges. If you have done your homework, you will know what buttons to push and how to position your job offering so that it is most appealing.
Candidates that are 'actively looking to leave their current employ' are already gone; psychologically. Their body may be roaming the halls and occupying an chair, but the only reason they haven't physically left is they have not found the right opportunity. Present them with that opportunity and they are history!
While you are recruiting what you think is the perfect candidate, develop a screening, interviewing and selection process that either confirms your intuition or proves you wrong.
Design the interview schedule
* How many rounds - This refers to the number of times you plan to bring the candidate in to visit with company staff.
* Who will be involved
* What will be the interview sequence
* What role will each interviewer play
* How will the information be collected and analyzed
* How will the final decision be made
Develop the selection criteria
Properly preparing the interviewers
* Ensure they know their role
* Provide structured interview questions
* Provide a copy of the candidates resume
* Ensure they use the data collection tool provided
* Review the do's and don't's of interviewing
* Conduct the interviews
* Make the selection
1. Excited and motivated in their current employment
2. Content but pursuable
3. Testing the waters
4. Actively looking to leave their current employ
Employees that are excited and motivated in their current employment situation are the most difficult to recruit, however, they are attainable, just ask any good search firm consultant. These employees want to stay in their current employ and do not have a very compelling reason to leave.
Because they are very happy with their current situation, they are not 'looking'; consequently, typical recruitment tactics will prove to be ineffective in reaching and motivating this group to take and interview.
'Content but pursuable' are employees that are satisfied, but not excited about their current employment situation. Because they are satisfied, as employment opportunities expand for recruitment prospects, they become more and more selective when considering the employer with which they want to work.
Often it is not enough to offer a 20% salary increase. You need to get to know them intimately. What are their likes and dislikes, one of the things that motivate them, what type of work situation. They prefer a kind of work environment is most appealing to them?
Should also consider having a senior manager or executive give them a call. People want to be courted. They want to feel that their one. They want to feel that they're important. So having a CEO or sea level, employee. Give them a call will go along way in convincing them to consider making a move.
Candidates that are 'testing the waters' are often trying to determine their job worth on the open market or they may be content with their present employer, but there's something missing. Our job as recruiters is to identify what that 'something' is and leverage that need to move them into our companies.
As I'm sure you know, all candidates aren't motivated by money; they may be in search of title, greater responsibility, more respect than they think they're receiving from their current employer, opportunities for growth, more job security or new challenges. If you have done your homework, you will know what buttons to push and how to position your job offering so that it is most appealing.
Candidates that are 'actively looking to leave their current employ' are already gone; psychologically. Their body may be roaming the halls and occupying an chair, but the only reason they haven't physically left is they have not found the right opportunity. Present them with that opportunity and they are history!
While you are recruiting what you think is the perfect candidate, develop a screening, interviewing and selection process that either confirms your intuition or proves you wrong.
Design the interview schedule
* How many rounds - This refers to the number of times you plan to bring the candidate in to visit with company staff.
* Who will be involved
* What will be the interview sequence
* What role will each interviewer play
* How will the information be collected and analyzed
* How will the final decision be made
Develop the selection criteria
Properly preparing the interviewers
* Ensure they know their role
* Provide structured interview questions
* Provide a copy of the candidates resume
* Ensure they use the data collection tool provided
* Review the do's and don't's of interviewing
* Conduct the interviews
* Make the selection
