talent flow

Improve The Efficiency Of Your Recruiting Process With These 4 Steps

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Talent fuels the success of your organization. That’s why your process must be efficient. In this episode, I detail the four steps for improving recruiting and hiring efficiency.

Scott WintripImprove The Efficiency Of Your Recruiting Process With These 4 Steps
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Want to Hire Faster? Eliminate These 3 Obstacles.

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Many organizations are struggling to fill open positions. It takes them weeks or months to fill just one job. The skills shortage often gets the blame. Because there are more jobs than people to fill them, leaders have come to expect that hiring will be a time-consuming challenge.

Another group of companies is having a different hiring experience. These organizations fill their open seats with relative ease and speed, even though there aren’t enough qualified people to go around. What makes these organizations different isn’t their reputation, location, work environment, or pay and benefits. It’s how they’ve chosen to address the talent shortage. They’ve overcome three common obstacles that slow down fast hiring.

THE REAL PROBLEM
While the global talent shortage is an ongoing reality, it’s not the real problem. The skills shortage is merely a challenge that can be solved by a better process.

The critical problem—the only one you can control—is having the right kind of hiring process. The right process taps into a sufficient pool of talent and efficiently moves candidates toward hire.

To fill jobs quickly with top talent, your hiring process must overcome these three obstacles.

Obstacle #1: Tapping into a candidate pool that’s too small
If you asked employers why they can’t fill jobs, over a third will tell you they’re not getting enough applicants, or they’re getting no applicants at all. Yet, only 10 percent of these employers leverage untapped talent pools.

Faster hiring requires mass: You must build a critical mass of candidates to select from. Building mass requires tapping into overlooked pools of people.

To determine if your organization is tapping into a candidate pool that’s too small, take these three steps.

Step #1: Review the eight talent streams
There are eight streams of talent. Each stream provides access to unique people. Compare these streams to how your company acquires candidates.

Step #2: Determine which streams lead to successful hires
Review your organization’s hires over the past six to 12 months. Note which streams these hires came from and which streams didn’t produce any successful hires.

Step #3: Assess which streams are being under-used or overlooked
Every talent stream should be producing candidates, some of whom become quality hires. Those that don’t are under-used or overlooked.

Obstacle #2: Employing interviewing methods that are inaccurate and slow
During typical interviews, candidates are on their best behavior. As a result, interviews are often a poor barometer as to who will fail or succeed in a given role. Some “newer” interview methods, such as behavioral interviewing, have only made the process longer. Hundreds of books and articles have been written on how to beat behavioral interviews. These books and articles demonstrate simple methods for telling interviewers exactly what they want to hear.

Interviews cannot be a conceptual exercise. They must allow you to see proof then-and-there that a candidate can do the job and do it well.

Take time to evaluate the speed and accuracy of your interviewing methods by reviewing each step of the process, evaluating the effectiveness of techniques used by interviewers. Answer these questions.

  • Does the interviewing technique consistently uncover irrefutable proof about a candidate’s fitness for the job?
  • If “no,” how can we replace or eliminate that technique to get a better result?
  • If “yes,” what can we do to streamline this technique and still get the same consistent irrefutable proof?

Obstacle #3: Failing to build and maintain a prospective employee pipeline
When a seat opens suddenly, the amount of activity it generates can feel overwhelming. Without an active talent pipeline, a frantic dance ensues. Managers have to handle extra work as the company tries to find suitable candidates. Days later, schedules have to be coordinated for phone screenings and interviews. Work piles up, good candidates take other jobs, and nerves fray.

Maintaining a pipeline of ready-to-hire prospective employees eliminates the dance. When jobs open, there’s no rush, panic, or chaos. Instead, you can hire from your overflowing pipeline.

It’s vital that your organization assess its pipelining strategies. Starting with the most critical roles in your organization, answer these questions.

  • For each role, how many people are ready to hire right now?
  • For any roles where there aren’t people ready to hire now, where is the pipelining process failing? For example, are there viable candidates who are stuck at the interview stage? Is there a lack of suitable candidates to interview? Is recruiting failing to generate candidates? Use what you learn to address those process problems.

Speed is no longer a competitive advantage. In today’s fast-paced competitive world, it’s a requirement for doing business and hiring quality employees. The importance of having talented people exactly when they’re needed makes fast and accurate hiring a strategic imperative.

Scott WintripWant to Hire Faster? Eliminate These 3 Obstacles.
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Why, Hire Slow, Fire Fast is Dead Wrong!

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How can you speed up the hiring process while making sure you hire the right person? Bestselling author and Top 30 Global Leadership Guru Dov Baron and I discuss concrete steps you can take in this segment of his award-winning podcast.

 

Scott WintripWhy, Hire Slow, Fire Fast is Dead Wrong!
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5 Common Sense Changes for How You Hire

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It’s been said that common sense isn’t all that common. I was recently reminded of this in a disturbing way.

The people who run Tampa International Airport have installed an innovative device in their bathrooms. It’s called The Pouch. I could immediately see its usefulness. Putting a backpack, briefcase, or other small carryon in this device will keep it clean and dry.

I noticed a sticker affixed to The Pouch. It pictured a baby with the universal “don’t do this” symbol on it. Seriously? People need to be told not to put a baby in there? Does this mean someone actually tried it? Yikes! While this an extreme example, it once again showed me that people don’t always make decisions rooted in common sense.

Common sense is often lacking in many areas of life and work. One is hiring. I frequently observe organizations engaging in hiring practices that defy common sense. Does this mean that the leaders who engage in the methods are bad people? Maybe even dumb? No. Of course not.

The issue is that habits often interfere with our innate instincts. The very instincts that are at the core of common sense decision-making. We get so used to doing something a certain way, we don’t see that there’s an alternative. Frequently, it takes someone pointing out that there’s a better way. Here are five of my most frequently shared common sense hiring ideas I’m sharing with leaders.

Common Sense Change #1:

Recruit ahead instead of react to an open job

Change is inevitable, including that people will change jobs. Your best employees could leave today, tomorrow, or next week. No matter how loyal you believe them to be. Given the immediate, negative impacts of an open job, it no longer makes sense to wait until a job opens to fill it. In today fast-paced world, common sense dictates that you must line up talent before you need it.

Common Sense Change #2:

Make hiring decisions based upon facts instead of feelings

Most people understand that feelings aren’t facts. Yet, they allow their gut feelings, such as liking someone, to dictate who they hire. Sure, liking a candidate is a good thing. But likeability isn’t proof that someone fits a job. Common sense selection requires having a list of clear criteria that help you pick the right people regardless of what your feelings are telling you.

Common Sense Change #3:

Rely on multiple streams of talent instead of a singular trusted resource

Ask leaders if one resource, such as a job board or referrals, can be relied upon to fill every open job every single time. Most of these leaders will acknowledge it’s dangerous to put all of your eggs in that one basket. However, watch many of these same leaders in action, and you’ll observe contradictory behavior. They rely on that one resource to the exclusion of everything else. Here’s habit in action, trumping common sense. Filling jobs quickly with high-quality talent requires tapping into more than one talent stream.

Common Sense Change #4:

Have candidates show instead of tell

Conventional job interviews are an inaccurate way of determining fit. Why? Both the jobseeker and hiring manager are putting their best selves forward. This gives each party a narrow view of reality. It should be no surprise that many hires fail, given that a decision was made based upon limited information. The common sense way to interview is to seek proof of fit. Having candidates show you they can do the job allows you to experience them in action, while they get to try on the job for size.

Common Sense Change #5:

Change one thing at a time instead of everything at once

How many times have you tried to change many things all at once? I’m betting that didn’t turn out well. Fast change doesn’t stick. It takes time to adjust your routines and change your hiring habits. A rapid series of changes will overwhelm you. When your sense of being overwhelmed reaches a tipping point, you’ll give up and revert back to your previous routine. Better to change one thing at a time and have it stick, than rush the process and have to start all over again.

Access to your common sense is immediately available any time you need it. You just have to get out of your own way. The beauty is the inherent simplicity that comes with it. Common sense solutions are the easiest to employ, once you realize the only thing standing in their way is you.

Scott Wintrip5 Common Sense Changes for How You Hire
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Dear Hiring Manager: An Open Letter

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Dear Hiring Manager,

I understand that you’re busy. Probably more than ever since your company has likely remained lean following the Great Recession. That’s why I’m suggesting you take on an important task. One that may seem counterintuitive. Your company needs your help generating candidate referrals to fill your jobs.

You may be thinking, “This so-called hiring expert has lost his mind. I’ve already got a full calendar and a desk loaded with work.” A recent story about restaurant chain Cracker Barrel demonstrates why helping with referrals is in your best interest.

Cracker Barrel is known for it’s innovative marketing approaches. One of these has included managers picking random people from the local phonebook and inviting them to a new Cracker Barrel for a home-cooked meal on the house. As the company puts it, “Two weeks later, business picked up. All over town, people were talking about the new restaurant near the interstate and the manager who was calling people to invite them over for dinner.” 

So, how does this Cracker Barrel example relate to generating job candidate referrals? Being invited by a restaurant manager for a free meal is a welcome surprise. Being contacted about career opportunities is a welcome surprise and an ego boost. When you personally reach out to a potential job candidate, you’re sending a message. You’re saying, “You matter. I value you and your background.” You’re also showing people that your company and leadership style are different and attractive.

Why is this important? You have tremendous power. You have a network of colleagues who may fit current (or future) job openings. This same group of contacts can introduce you to dozens of additional people who could also fit your hiring needs.

Now, you may be thinking, “Our corporate recruiter or someone in HR could do this just as easily as I can.” No offense to them, but they cannot. You have something they don’t—shared experience. You have much in common with that prospective job candidate. You talk their talk and understand what they go through each day. This gives you immediate credibility and helps engender trust. A recruiter or HR can help you move things forward following your initial dialogue with someone. But only after you’ve built rapport and captured the candidate’s interest.

Generating referrals now, even if you don’t have any open jobs, will save you time. This part may seem surprising. However, think about what happens when a job opens. Most managers engage in the old way of hiring—keeping a job open until the right person shows up. That means they have to do their own job, handle or delegate the workload of the open position, and conduct interviews to fill that opening. Is it any wonder so many leaders are exhausted and overwhelmed?

When you engage in the new way of hiring—cultivating talented people and waiting for the right job to show up—the exhaustion and overwhelm go away. Spending 20 minutes a week reaching out to talented people helps keep hiring manageable.

So, help your company help you. Set aside a small chunk of time weekly to cultivate referrals. Use these referrals to line up people before you need them. Engage in the new way of hiring and make hiring delays a thing of the past.

Sincerely yours,

Scott Wintrip

Scott WintripDear Hiring Manager: An Open Letter
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How to Generate 20 Job Candidate Referrals in 20 Minutes

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People are generous. When you ask for their help in the right way, you’ll be amazed at the result. Including when you ask for referrals to top talent. In this video, I walk you through a four-step process that can land you 20 job candidate referrals in just 20 minutes.

Scott WintripHow to Generate 20 Job Candidate Referrals in 20 Minutes
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Using PR to Attract Top Talent

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In movies, we’ve heard about the concept of “force.” Some films use this idea for protection, as in a force field that repels threats. Then there’s the force that’s like a special positive power, helping the good guys overcome the bad ones.

In business, there’s also a positive force. One that’s related to hiring. It’s called candidate gravity. Candidate gravity is the pull your organization has on talent. This pull may be weak, drawing in an insufficient supply of candidates; inconsistent, coming in ebbs and flows; or strong, generating a consistent stream of people. Organizations with strong candidate gravity always draw a stronger flow of top talent their way, leaving second- and third-tier candidates for everyone else. Because so many organizations have a weak or inconsistent pull on high quality people, I’ve dedicated a chapter to this topic in my new book.

How can you improve your candidate gravity? By leveraging often overlooked ways of drawing in candidates. One of those is PR. To help you get starting in using PR for recruitment or to improve your current PR efforts, I turned to a leading expert—Fauzia Burke. Fauzia is the founder and president of FSB Associates. Here’s what she had say on the topic of using PR to attract top talent.

Scott: Why is PR important in today’s competitive marketplace?

Fauzia: I think PR has always been important, but today it also gives you a competitive advantage. In the past the companies with the most money won the image game because they could out-spend the little guys on advertising. PR levels the playing field. If your ideas are better and you are doing good work, you can get the same amount of coverage as a big company. PR helps to build credibility through securing positive media coverage, and a great PR firm will help your company put its best foot forward by getting you in front of the right, influential media. While advertising and content marketing are important, PR is more influential because it provides third party validation and cannot be purchased.

Scott: When properly leveraged, how can a sustained PR campaign attract more top talent?

Fauzia: I like that you are thinking of a sustained PR campaign. Much of the success from PR comes from consistency. Think about it: the first thing most of us do when investigating a new company or person to work with is we “google” it. Hopefully, the top results for your company will be an official website, plus positive press on that valuable first two pages of a Google search result. Along with positive press, you also want to make sure the media is current. A good story from five years ago won’t have the same impact as positive stories every year. You want to make sure your company is presenting itself in the best possible light and appears current.

Scott: What are the steps to get started in incorporating PR into an organization’s recruiting efforts?

Fauzia: Whether you decide to hire an outside PR firm or use staff in-house, obviously your goal is to attract and keep top talent. Think about a plan or strategy to attract the right kind of person. What qualities would they be looking for in a future employer?

Once you have your strategy set, determine who in your organization will serve as your official spokesperson. Just remember good PR is an invitation to prospects to check out your company. Don’t forget to get your house in order first. Evaluate your social media platforms and make sure your content fits your corporate message. Commit to an editorial calendar for social posting and blogging. This may sound like a lot of work, but once you spend some time on the strategy, execution will be much easier.

Scott: One’s one secret people don’t know about writing great PR content?

Fauzia: In my opinion, the best PR content isn’t about “selling” something. It’s about providing helpful information—sometimes information people didn’t even know they needed. When you are seen as an authority in your industry, people will come back to you for thought pieces, opinions and your product and services.

Scott: What’s one closing piece of advice you’d like to share with readers?

Fauzia: PR needs to be a longterm strategy, so don’t be discouraged if you don’t see immediate results. An online brand can take at least 18 months to be fully executed, and even online coverage takes at least 6-8 weeks from the time you start to see results. Pace yourself and stay consistent.

Fauzia’s firm, FSB Associates, is an online publicity and marketing firm specializing in creating awareness for books and authors. She’s also the author of Online Marketing for Busy Authors (Berrett-Koehler Publishers, April 2016). Fauzia worked for Wiley and Henry Holt before starting FSB, and has promoted the books of authors such as Alan Alda, Arianna Huffington, Deepak Chopra, Melissa Francis, S. C. Gwynne, Mika Brzezinski, Charles Spencer and many more. For online marketing, book publishing and social media advice, follow Fauzia on Twitter (@FauziaBurke) and Facebook (Fauzia S. Burke). For more information on her book, please visit: http://www.FauziaBurke.com.

Scott WintripUsing PR to Attract Top Talent
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Five Tips to Network for Top Talent

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Word of mouth is a powerful way to find great talent and fill open positions. It’s also often overlooked. Why? Because people forget to ask for this help. Plus, they don’t realize the potency of this stream of talent.

Just how potent are referrals? In reviewing the hiring practices of 70 companies last year, there was a pattern. Those whose employees at all levels of the organization networked for referrals filled their jobs four times faster than those that did not.

Tip #1: Don’t be afraid to ask for help.
If there’s a “magic bullet” for effective networking and getting quality referrals, it’s this: just ask for help.

Simply telling someone that you need help—even saying the word itself—creates an important dynamic. It’s human nature for us to help one another. When you use the word “help,” you’re reminding the person you’re asking of your shared humanity. This simple approach often paves the way for people to be generous in pointing you in the right direction.

Tip #2: Realize a little goes a long way.
Investing a few minutes each day in referral recon pays off in dividends. And it’s easy; it doesn’t even feel like work.

When a vendor stops by, ask for their help with referrals; at the local office supply store or that restaurant where you’re having lunch, network with the employees you meet; a phone call to a friend could turn into two or three candidate referrals. Small, quick inquiries such as these can turn into big wins when you find a great person to hire.

Tip #3: Get specific with qualities you’re looking for.
Don’t just ask your contacts for referrals to people who are looking for a job. Ask for referrals to the specific type of person you want to hire.

For example, if you’re looking for a store manager, you might say, “Who do you know that is good at managing a retail store? I’m looking especially for someone who listens more than they speak.” This precision helps the person you’re asking thoroughly “search” their mental Rolodex for the right person amongst the hundreds of people they know.

Tip #4: Don’t forget to ask your “obvious” networks for referrals.
How often do you ask current employees for their help with candidate referrals? What about their family members, or the previous employees who left your organization on good terms? Have you asked your own family and friends to put you in touch with referrals they know?

It’s easy to overlook the obvious resources for strong referrals. This oversight comes at a cost. We’re likely missing out on the insight of the very people who are most likely to want to help us.”

Tip #5: Remember the most important “rule” to attracting great talent.
The best attractor of top talent isn’t high salary or fancy titles; it’s being a great place to work. Make sure your organization has a positive and engaging environment and you’ll develop a reputation as an enjoyable place to work. Then when you network and request referrals, the people you ask will go out of their way to refer their friends and colleagues to you.

Reaching out to the people you meet—as well as those you already know—can connect you with impressive talent. Make referral generation a regular part of your tasks, whether you’re the CEO or in a staff-level role. Before you know it, you’ll realize that good people are easier to find.

Scott WintripFive Tips to Network for Top Talent
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How to Audit the Effectiveness of Your Hiring Process

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Auditing your company’s balance sheet can tell you a lot about the health of your organization. Auditing your hiring process can tell you a lot about the health of how you choose your employees. Scott shares fives questions you can use to complete your assessment.

Scott WintripHow to Audit the Effectiveness of Your Hiring Process
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