Archive for October, 2008

Recruitment Ads that Impress

Tuesday, October 28th, 2008

Source key talent by differentiating your organization

To attract your future skilled and productive employees, make your first impression count. No matter who you hire, you’ll be investing resources, training, time, and money, so sourcing skilled candidates is the first step to getting a solid employee ROI.

Solid candidates looking for a progressive organization, and meaningful work experiences, will overlook opportunities if you’ve failed to provide them with important information-qualitative information about who you are as an organization, your culture, values, offerings, and how you treat employees.  People are looking for more than ‘just a job’.

Generic ads do suffer. A basic old style ad that just describes the position, responsibilities and education requirements may give a potential applicant the impression that ‘things haven’t changed in your organization’.  There’s  no evidence you’re a reputable employer and there’s room for assumptions that your organization is not yet on board with the best people practices that value contributions, support employee development, and ensure a progressive healthy working environment.  Time to refresh how you are selling your organization to potential employees

Welcome to the new “basics” of a vacancy ad:

  • Employer branding is the new norm.  You may not have the resources for a full branding initiative, but you already have enough information to share.  That includes: your vision; your goals; what you value; your attitudes toward employees; and what you have to offer.  People need to have a sense of the employee experience and what’s great about working in your organization.  And, culture fit is often more important than skill fit. 
  • The position and reporting structure, primary focus and key responsibilities.  Articulate the highlights so people will know if their strengths align with the position.
  • The experience, credentials and education requirements for your ‘ideal candidate’.  Many skills are transferable across positions, so be clear, but keep an open view to where candidates have gained experiences.
  • Make it easy for candidates to submit resumes.  People may be deterred by a cumbersome process.  If your process is complex, your competitors may benefit.

Try this:

Checkout the national and provincial lists of ‘top employers’, then look to their career sites.  Or, review through any career listing and you’ll see how the new ad basics do impress.  Then proudly share what you offer.

“Things are changing here”

Thursday, October 2nd, 2008

Growth, restructuring, reengineering all mean that ‘things are going to change around here’. You’ve invested resources, time and money to design the new business strategy.  The next step is developing a change plan for your workforce. Even positive change can leave people a bit shaken, uncertain. This includes your high performers, who will want to know how they fit in the future, what the changes are, and how they can get there. 

Here are some core elements for you to consider as you move forward. They will support maintaining a productive, motivated workforce during times of change and growth:

1. Share the new business plans with employees so they have a clear idea of where you’re going and what you’re hoping to achieve. Break it down to short and longer term objectives. Show alignment to your mission and vision.

2. Cascading from your business growth plan, map out what will look different as you move into the future in areas of people skills and behaviors; the workplace overall, and internal processes, etc. Employees get excited about moving forward when they see how they fit in the future and how they will be supported to get there. Also ensure employees have access to be considered for any newly created opportunities – developing and promoting internal staff reaps rewards.

3. Involve employees at all levels. They can identify opportunities, provide feedback, flag areas of concern, and participate in determining solutions that keep you moving to achieve your future. Being fully engaged in the process helps maintain stability of the workforce and keeps turnover in check. Current employees are also the ones you’ll need to source more staff in future. There is a labour shortage.

4. Maintain open communication; use your intranet site if you have one, plus email/voicemail blasts and face-to-face messaging from managers so all staff are getting regular updated communication from the top. Communicate often. Celebrate mini milestones. Be prepared to recognize staff as they achieve new goals.

5. Change is a departure from the status quo; it is not business as usual. Managers are undergoing their own change, but their primary role is to lead others–they are change agents. Ensure a cohesive, on-board management team that can discuss and work through differences within that team.

Only through an effective people change plan will the journey to really begin.