Why Some People Won't Come to Work For You
One of my weekly ezines (Electronic Recruiting
Exchange) recently carried an article about a survey
which found that an organization's reputation
as an employer is important in a candidate's
decision to come to work for them in 9 out of 10 cases:
* 86% of the participants would not work for an organization with
a bad reputation, even if they offered more
financial incentive than one with a good reputation.
* 61% said they would not work for a company
whose vision, values and culture did not match
theirs.
* 23% said they would resign if the organization
did not stick to its culture or branding. (From
Bells & Whistles Blog, Anna Kassulke, June 2007)
That survey aligns with large-scale, validated
research by a number of consulting firms about
how to get the most out of people. Three important
points to consider!
1. Does your organization have a bad reputation? If so, your recruiting and hiring process is going
to be tougher. My advice for the long haul - figure
out why and fix it...no business survives without
people and there is almost always a solution that
doesn't require drastic change. As you change it,
deal with reputation issues up front and honestly in interviews.
Sometimes a "damaging admission" (that you know
your reputation isn't great) will undo much of
the emotional baggage that the bad reputation
carries, as long as it comes from a sincere manager
and there is some open Q&A time to explore it.
Most people know they aren't working as much for a
company as a person, so try to undo the reputation
during your interview process by attacking it head on.
2. Are you using vision, values and culture in
your screening process - you can waste tons of
valuable time interviewing people who will, at
offer time, evaluate you and decide they don't
fit. Even worse, you could hire someone who fools you
because they need a job, and then find out you've
got someone who isn't in the job heart and mind!
Don't waste oen minute interviewing candidate's
you can't land - screen them out, and screen in
the ones who have BOTH a skill and values match.
And these don't have to be spit-shined and printed
on a coffee cup to be real - figure out what's real and use
it to screen, because what's real is what will
either keep or repel new employees.
3. Does culture mean anything in how you operate - one of the biggest mistakes you can make as
an employer, one sure to set you up for a
vicious resignation-hire-resignation cycle is to
say one thing and do another. You don't need a
hyped up set of cultural statements, just something
real that you're prepared to live be and talk
about with employees. If you say one thing and do
another you'll be in deep doo-da!
Bottom line - recruiting seems so simple but
there's a lot that goes into finding and
developing an effective employe, and finding one who will stay with you is one of the most important things you can do.
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