How to recruit Human talent?

It doesn’t matter whether your Company is large or small would be employees want to learn about the company as well as the job.

Preparation is key:

  • We’ll take it as read that you have a well written job description free of acronyms that serve to confuse.
  • That the job offer you have would be deemed to be internationally competitive and covers all the require information including benefits.
  • That you have prepared a critique upon the company and how the position will fit into the structure.

If the answer is no to any of these points then it is back to the drawing board as you are ill equipped to recruit.
But also consider the softer issues that you would want to know about when seeking a position:

  • How bureaucratic is your organisation?
  • How close are the bosses to the workers?
  • How structured is the role, will an employee have room to breathe and express themselves?
  • What are the reporting lines and do they work and is feedback received?
  • Many entrepreneurs treat their work force as if it’s an extension of their family. What is the corporate style?
  • Small companies often offer more flexibility, more job diversity and the possibility of high growth. How does your organisation measure up?
  • Is there scope to tailor a job to deal with employees’ individual needs? For example, a small business might be more willing than a big company to allow an employee who wants to work from home on Fridays to telecommute that one day a week.

It is a challenge to find good candidates for any business let alone a new business, which is inherently a higher risk. As a business manager, you must find a way to persuade a successful individual with a secure job to come work for you. Hiring managers at small companies without big human-resources departments often struggle with getting their message across to the talent they want to attract. Honesty and openness are vital in the recruitment process. It’s important to convey the success of an enterprise and figure out what aspects of your company to emphasize to appeal to candidates.
Entrepreneurs have to make a compelling business case for why a candidate should come and work for a start up. If you’re hiring an executive, are you prepared to grant equity in exchange for the risk? For a middle manager, you have to convey that your company has staying power. For entry-level workers, you should show that there are opportunities for growth.

Big companies, even when downsizing, usually have more job openings. Regardless of the type of employee, you’ll need to show how their skills can contribute to the success of the business and that long term opportunities for personal growth exist..

Now the tricky bit:
How to reach out to the market place?
It can be any one or more of the following:

  1. Internally? Is there any one ready for promotion
  2. Use of company website, a blunt tool as will the advert be found unless heavily promoted?
  3. Networking, do colleagues know of third parties that are suitable?
  4. Job fairs can work well for local recruitment but not internationally?
  5. Adverts/Advertorials. Today’s advert is tomorrows’ fish and chip paper, use sparingly
  6. Use of agencies/head hunters. Only as good as the partners you select and performance is variable.

Above all you need short lines of communication and quick decision making.

Top talent has choices and know their worth. Individuals won’t hang around waiting for the bureaucratic wheels to turn.
Time and time again as an international recruitment agency we see businesses miss out by failing to react to opportunities and need to remember that it is the early bird with all planned strategy that catches the  talented worm.

 

Author: Chris Slay


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