Attracting talent


Every company wants to improve its talent level. The “talent war” is ongoing. “The term ‘topgrading’ [a systematic process for upgrading talent] has become commonplace in board rooms across the country,” says Bob Diers, vice president of TNS Partners Inc. “Everyone believes that their company is a great place to work, but prospective candidates often are not intimately familiar with the hiring organization and its people.”

Not all companies appreciate the techniques required to attract top talent to their organizations. Smart Business spoke with Diers about how to get top talent inside your door.

What is the first thing companies need to do when interviewing for an open position?
It is vital that they understand that they are both buyer and seller and that they will have to do some selling on the company’s part. No matter how good a company is, when that candidate walks through the door, if he or she doesn’t feel welcome or courted a little bit, that feeling won’t last.

It is important that the company ask itself if the candidate will fit in, if there is good chemistry, and if the candidate is talented and technically capable. On the other side of the coin, if you want to attract the top talent to the company, you need to make that known to the candidate. It is very important that the buyer-seller mindset exists.

Doesn’t the fact that the candidate is interviewing for the job demonstrate he or she is interested?
Interested, yes; sold, no. The candidate is not going to waste his or her time coming in for an interview if not interested in the job. The majority of the people we deal with are actively working, are happily involved with what they are doing, and wouldn’t be involved in the process if the interest level had not been generated by us. They didn’t call us, we called them.

Typically, a candidate will realize an opening is a good opportunity and agree to talk more. If it hadn’t been for our contact, this person may not have even considered leaving his or her current company, at least not at this time. The candidate will need to be convinced that joining the new company would improve his or her quality of life. And if relocation is required, the candidate is also potentially giving up a certain lifestyle.

What are some of the things the hiring company can do to make itself more attractive to the candidate?
Recognize that candidates are currently working and have responsibilities responding to the demands of that role. You are asking the candidate to take time off to come in and talk with you. The odds are that he or she telling the boss that they are going to take a vacation day and that is precious time for them. Schedule the interview for a Monday or Friday so that it can be made into a three-day weekend, which makes traveling back and forth considerably easier.

Make the trip as painless as possible. Ask if the candidate has a preferred airline and make the reservations, as well as hotel and car rental reservations. Provide detailed directions to the hotel and to your office. Any expense that can be prepaid should be prepaid. And make sure the candidate has an interview schedule ahead of time.

The process is a ‘high-touch’ event. As it moves to the second round, be sure to involve the spouse. This may include dinner with the hiring manager and his or her spouse, as well as time with a real estate agent in the area. If the candidate has children, offer babysitting services for them at their home or in your city. If you have to fly in grandma to watch her grandchildren, do it. You cannot put a price tag on peace of mind.

Do you have any advice on the interviews themselves?
Be sure that the people on the interview schedule meet ahead of time. This can be done in person, on the phone or by e-mail. Each person needs to understand his or her area focus. The worst thing that can happen is for a candidate to have one interview six times. The candidate is taking time to prepare for the prospective employer, and the hiring company needs to invest preparation time as well.

If the interview schedule begins to fall behind, make sure the candidate has the opportunity to ask questions. If he or she leaves your office with unanswered questions, you do not have an engaged candidate. Lastly, timely feedback is critical to any successful recruiting process as it reinforces the organization’s ability to execute.

BOB DIERS is vice president of TNS Consulting Inc. Reach him at (214) 369-3565 or [email protected].