February 19, 2015
Recruiting is often an expensive proposition, but Dr. John Sullivan, an internationally known HR thought-leader from the Silicon Valley, says that there are several budget-friendly, and easy-to-implement recruiting tools that will make your life much easier.
Here are a few to get you started:
Give me five. Referrals are number one in producing quality hires, and Sullivan says that this approach is the most effective. How does it work? Ask your top-performing employees to identify the top five people who they know in their field in each of these five categories: best performer, most innovative idea person, best technologist, best manager, and best at working under pressure. If an individual’s name is mentioned two or more times within the five categories, contact them immediately; they are a star. Of course, you can customize categories as needed.
Boomerangs. Re-recruit performers who previously worked at your company (i.e., boomerang rehires). Some of them may not be happy in their new positions, but are hesitant to call you again. A simple note or quick call may be all it takes.
Reference referrals. On the anniversary date of new hires who turn out to be exceptional employees, call the references back and thank them. Then ask them: “Who else do you know who is equally as good?” Also consider hiring the references.
Develop a “company sell sheet.” Many managers do a poor job selling the company to potential recruits. Survey your key employees to identify the specific factors that make your firm superior to your competitors. Then compile a list of these “compelling features” that hiring managers and recruiters can use to better sell your firm and for recruitment branding purposes. Also provide them with a side-by-side opportunity comparison sheet showing where your company’s opportunities are superior to each of your competitors.
Ask candidates for their job acceptance criteria. Selling top-quality candidates is always difficult, but you can make the candidate experience easier if you start out by asking each candidate up front to identify their expectations and the key factors they will consider when evaluating an offer. In addition, have them outline “deal breaker” factors that would cause them to drop out of the process or not consider an offer. Tailor your assessment/selling approach so that you end up providing them with compelling information demonstrating that you meet each of their acceptance criteria.