The April Jobs Report released by the Labor Department shows better than expected jobs growth in April and the lowest unemployment level since May 2007. Optimism is up and the job market is hot! If you’re in growth mode, you may be looking at hiring in the near future. If this is the case, understanding how to hire well in a tight talent market is essential.

The best sales execs do their research before following up on a lead or approaching a prospective client. Part of this research includes looking at what their competitors have to offer. Likewise, understanding the current talent market is vital to position your company and hiring opportunity to attract the best candidates. If you don’t know what competencies you’re targeting and who your competition is, you won’t be in the best position to acquire top talent.

I coach my clients to clearly define their value proposition for the talent market and to share it throughout the organization. Questions you might ask include:

1. What’s great about working for our company?
2. What’s our company culture?
3. Why have other employees joined our company?
4. Why do they stay?

Face the market with transparency about who you are and the things that make you a uniquely great place to work. That way, you can focus on attracting employees who fit best with you and quickly screening out those who don’t.

In the recruiting industry, there’s a key metric called Time-to-Hire. It measures the time from when a position is first posted for candidates to apply through to an accepted offer and candidate start date. In most recruiting efforts there are multiple steps from start to finish. The key is to minimize the time for each step and time between these steps, thus keeping the search moving with the most viable candidates staying engaged from start to finish.

To present a consistent and winning value proposition and manage your time-to-hire, it helps to have each person involved in the process on the same page. Investing time upfront defining the goals for the position, putting your recruiting campaign together and gaining agreement from your hiring team, will position you to pull targeted candidates into your process and keep them focused on joining your team.

If you would like further information or are interested in discussing your hiring needs, we invite you to get in touch with JESSI Search.

According to a recent Forbes article, the cost of on-boarding an employee is at roughly $240,000. And, according to the U.S. Department of Labor, the price of a bad hire is at least 30 percent of the employee’s first-year earnings. For a small company, a five-figure investment in the wrong person is a threat to the business. The True Cost of a Bad Hire – It’s More than You Think, (Forbes, September 2016)

Do you have a well-defined hiring process?  Or, do you spread the word, post the job and then interview those candidates who express interest and seem to have the most applicable background?  If you’re not investing in your hiring process, you may pay a high price, not only in dollars but also with the impact on your reputation and culture.

So how should you be hiring? Several steps are easy to skip or gloss past when it’s critical you get someone onboard quickly.  A few of the steps you want to ensure you don’t miss are defined below:

1. Building the Candidate Profile – It’s hard to hit the target if you don’t know what you’re aiming for. You should build a profile of the ideal candidate based on the components identified in the position description and aspects of your company culture. Using an assessment to benchmark your best talent and further hone in on the right attributes for future hires is one of the best ways to ensure a strong hire each time. 
2. Developing the Attraction Campaign
3. Setting the Compensation Band
4. Putting together your Marketing pieces
5. Sourcing and Qualifying Candidates
6. Initial Interview/Phone Screen
7. Assessment
8. Final Interviews
9. Selection
10. Offer and Negotiation
11. Acceptance and Start Date
12. On-boarding Plan for Accelerated Success – But wait, you’re not done yet! Don’t overlook the importance of effectively on-boarding your new hires: https://jessisearch.com/how-jessi-search-closes-candidates/

If these steps are more than you and your team have the time to invest in when you have hiring needs, you may want to consider partnering with a reputable recruiting agency or talent acquisition consultant to assist you. It will soon become apparent that having a trusted talent acquisition partner sets you apart and results in accessing and closing the right people so you can achieve your business goals.

I love to hear from candidates after they start with our client companies.  We work especially hard to make a great match and post-start feedback is a valuable measure for us.  We recently placed a candidate with a large company in a role where they would have peers and employees all over the globe.  It was wonderful to hear the lengths her new employer went to ensure that she was introduced to varied team members and walked through the internal processes and tools that she needed to hit the ground running.  We’ve heard a different story from candidates who want to network with us because they are disenchanted with the company they recently joined, leading them to continue their search.

We’ve all been there.  It’s our first week and we don’t even yet know where the rest room is located!  Learning new names, places and the lay of the land can be daunting. Organizations who are great at helping new members feel immediately welcome and part of the team do these key things:

1. Focus on On-boarding – It’s not all about the paperwork!
2. Get to know them as a Person
3. Provide Single Points-of-Contact
4. Have Relevant Training
5. Help to Quickly Engaging in their Work
6. And if they’re Relocating, they do more

Yes, there is paperwork requiring completion to allow access to systems, provide tools and, of course, get paid.  But a key focus while on-boarding should also be to make your new hires feel connected.  Some companies put together a photo collage of teammates, delineating what each team member does, how they can help you, and perhaps most importantly, what interests each individual in their work and outside of the job.

Assessments are sometimes used as part of the interview process.  I’m a proponent of using them for this purpose and also the added benefit of using the data to target customization of the on-boarding process based on the individual’s style of processing information and communication.

Assigning a mentor for the first 30 days is common.  Whether you assign one mentor or a single point-of-contact for different areas of the job, having a defined go-to person is a benefit.

You hired this individual for a specific skill set and experience.  However, there are things that the rest of you know about the company’s objectives, drivers and approach that the new hire needs to understand.  Having a well thought out training program pays dividends.  I was extremely impressed by one of our US-based client’s objectives to have all new hires for their sales expansion on-board before their sales strategy kick-off meeting in Europe.  While there was expense to send a multitude of new sales executives to this week-long international meeting and training sessions, the pay off in allowing them to hit the ground running was huge.  It’s interesting to note that every one of those individuals remains with the company and reports a high level of satisfaction!

A key desire when someone has started in a new role is to “get started!”  Thinking through the tasks you will assign in the first four weeks, 30 days and 90 days and communicating these helps to give the new hire an understanding of what will be expected of them from the get-go.  It will also allow them to prepare and focus their attention and feel like they are contributing more quickly. Ideally, you’ll be developing this plan jointly.  It’s important to seek your employee’s opinions and this is a way to show that you value their opinion from the beginning.

Finally, if you’ve had to look outside of your area to find the right person, helping them and their family to have a smooth transition to their new home location is a way to differentiate your company culture as welcoming, as well as helping to remove some of the distraction that goes along with a relocation.  Some companies put together a full book or packet of information from real estate data and Realtors to schools to favorite restaurants and service organizations.  These are always appreciated!

The risk of not implementing a strong on-boarding process is that the person you invested so much in finding and hiring, turns your opportunity into their bridge job to a position with a new company whose culture they view as more welcoming!

You’ll never regret investing to hire right or in your employees’ start with the company.  We’re interested in hearing what you’ve experienced as a new hire.  And, we hope you’ll also share your creative ideas to help a new employee to feel welcome, quickly integrated into the team, and set up for success in their role.

Anxious for that perfect job opportunity, you reach out to recruiters in your desired location and career discipline.  Right approach?  Maybe, depending on how you manage it.  You wouldn’t approach a potential employer without preparation; don’t make that mistake when reaching out to recruiters whose expertise you are requesting and potential representation into their clients you are seeking.   First, stop and think about these things:

How were you introduced to the recruiter?   You’ll have greater success if you’re introduced by a mutual contact. As the leader of a recruiting organization, I get 10-15 candidate contacts from job-seekers a week.  The initial encounter often goes something like this, “I came across your name and think you could help me in my search.  Can we speak or meet?”  To me, this comes across with a “what’s in it for me” attitude from the job seeker.  There’s nothing compelling in this type of outreach that inspires me to open up my calendar and invest my time with them.  However, I do value those candidates who are referred to me by someone I trust and respect, and those who create interest from the first encounter.  Those with a random approach are very unlikely to make it onto my calendar.

Next, consider your expectations of the recruiter and how you communicate it.  Do you understand how recruiting agencies work?  Their customers are hiring managers.  Recruiters make a living by gaining the trust of clients with hiring needs who compensate them to find the right candidate set and then help them to navigate the interview and hiring process so that they can make the best hire.  This results in the recruiter earning a placement fee.

If you’re treating recruiters like you are their customers and it is the recruiter’s responsibility to invest their time in serving your interest to find the best job for you, you have it backwards.  You would best be served by a career coach who could help you to put your best foot forward when approaching the market, and to navigate each step through acceptance of your next great career opportunity.

If your motive is to be a visible and valuable potential candidate for a recruiter, develop your value proposition.  Have a high quality resume, once you’re sure that your LinkedIn profile makes the best representation of you, connect with them.  Think about your introduction, and concisely let them know what value you bring for their client, along with your experience and skill set.   Above all, keep in mind that this is your opportunity to differentiate yourself, by highlighting your accomplishments and successes; the same thing you will want to do in front of prospective employers.

Lastly, it’s important to remember that recruiters are assessing each interaction with you.  I often get the message that, “I didn’t take the time to prepare because you’re just the recruiter.”  And you wouldn’t believe the things candidates whom I barely know have shared with me.  Don’t expect I won’t forget that!  You can guess where these candidates land when I’m prioritizing outreach efforts and candidate set.

Here are a few things that may be highlighted by my clients:

1. We need someone who has strong written skills, as they will be preparing presentations and communications to our customers. If you’ve sent me e-mails and resumes with errors, it is obvious to me that you do not meet this client’s requirements.

2. We’re a small company where everyone jumps in to help and puts forth a great effort. If you display a sense of entitlement, expecting me to re-write your resume for you, I know that you will not be a good fit for this company.

3. This position demands excellent communication with internal and external customers. If during our dialogue I haven’t received a full sense of your value, I’m not getting the message that you communicate well, and therefore, do not feel that you meet this client’s requirements.

We build our reputation on being able to access candidates that others can’t and by presenting candidates for our clients’ consideration with whom we are confident will impress them!

It is a tight talent market and having access to the right candidates at the right time is golden!  If you do your part to effectively gain visibility with recruiters who may be able to place you in the future, you are creating a win-win situation when they get that next job opening that does match your skill set, and they can present YOU to their client for consideration with confidence.

Your position is approved; you’re ready to get the right person on your team ASAP. You post it and spread the word. The right applicants will follow and you’ll have a selection of interested candidates to choose from. Or is it that simple?

To select the most qualified candidates who will fit your culture, and make a long-term contribution, you need to do more than spread a net to catch those who might be looking at any given moment. It is important to define your unique value proposition.

More than half the candidates we bring to our clients for consideration are in a job that they find satisfying. They’re not looking for a new position. They are passive candidates, or as I like to say, “They don’t even realize they are ready for their next exciting career move until we contact them!” Approach all candidates with your value proposition in mind. Passive candidates in particular need to be convinced to enter the interview process and you can increase their motivation by ensuring your value proposition resonates with them. This will increase your success in attracting the best candidates and making hiring a decision that will serve you best now and for the future.

Your value proposition includes things such as:

• Aspects of your culture, those things that employees appreciate and enjoy
• Unique benefits you offer your employees
• What you’re doing now that excites people who work on your team (aspects of your work)
• How you prepare them to be a strong contributor on the team
• Future plans that they’ll want to be a part of

We don’t start a client search until we understand their value proposition. Oftentimes, we help them to develop it so that they’re setting themselves apart from the first communication through the offer process. Compensation is oftentimes not the number one driver in a decision to accept a position. This has been validated by candidates who have accepted our client’s offer. A candidate who joined our client’s team for a leadership role in Training and Development said, “I had another higher paying offer but I was treated so well by every person I interacted with throughout the interview process, that I knew I wanted to be a part of that culture.”

In today’s difficult talent market, candidates expect to hear and see your value proposition before making a decision to join your team. A well defined value proposition that is communicated to everyone involved in the interview and hiring process will set you and your opportunity apart from others.