Attract & Acquire Archives - CCI Consulting

Trends and Predictions HR Leaders Need to Know for 2024

CCI Consulting — Fri, 22 Dec 2023 15:00:49 +0000

With 2024 upon us, HR and organizational leaders are pondering on what challenges and trends to expect as the new year unfolds. Our leaders here at CCI Consulting have weighed in on their top potential organizational impacts and offer their insights, best practices, and recommendations to help better prepare your leaders for what 2024 holds.

WORKFORCE TRENDS IN 2024

TREND #1:

Pay transparency is becoming the new normal – With the passing of pay transparency regulations in many states, there is increasing pressure to ensure that companies have considered their overall design and management of executive and employee pay. Currently, where required, regulations enforce the addition of pay ranges in job postings when looking for prospective candidates. Ultimately, pay transparency can affect an employer’s brand, reputation, and ability to attract and retain talent while ensuring some level of pay equity.

WHAT HR CAN DO:

Accurately represent pay ranges – When publishing job postings, it is important to look at the compensation strategy that currently exists within the organization. If none exists, now is the time to start the process. Start with well-written job descriptions. A job description is the driver for determining the worth of a particular role. Work in tandem with managers to update responsibilities, competencies, education, and job experience needed to perform the role. Using updated job descriptions, conduct a market study for each role. Compare your organization with others in your industry of similar size. Leveraging industry-leading compensation databases ensures the delivery of salary benchmarking, grades, and market pricing data that is directly relevant to your organization’s strategic compensation plan. Analyze current internal salaries against the market price for each role to determine how the current compensation for each individual employee compares and formulate a plan to address this. Determine the best way to communicate externally, for job posting purposes, but also internally for the benefit of employees.

Generally, the goal is to take steps to ensure a compensation strategy that meets the needs of the organization while being mindful of the regulations. Use this as an opportunity to build strong relationships, loyalty, and trust with your employees and future employees.

TREND #2

Hybrid workplace remains the mainstay – A couple of years post-pandemic, many organizations are still struggling to normalize the workplace. Recognizing what employees value from their employer is evolving and things like workplace flexibility, and remote working, remain a strong pressure. Many companies continue to struggle with the future of the physical workspace. There have been some big headlines recently on companies who have mandated their employees return to the office, but most companies have settled into a hybrid model.

WHAT HR CAN DO:

Offer development and team-building opportunities – Even though we have had a lot of practice working in a remote environment, collaboration, communication, and building relationships remain an obstacle for many. By offering development and team-building opportunities, individuals and teams are likely to work together more effectively.

TREND #3

Economic uncertainty and challenges attracting and retaining talent remain – “Changing Conditions Ahead” would be an appropriate caution sign for the talent market in 2024. The road ahead is shrouded in fog as traditional measures of economic health and the labor market have become more difficult to discern and have not been as responsive to levers pulled by governing agencies. The 2023 recession that was widely expected never materialized. The labor market demonstrated remarkable resilience throughout 2023, despite the Federal Reserve’s moves to increase interest rates and tap the breaks on growth; however, the inflationary pressures impacting business materialized. Employers were to be in the driver’s seat again, however, making changes to popular hybrid and remote working arrangements forged during the pandemic have resulted in employee discord and damage to the company’s reputation. Prognostications for 2023 did not play out as anticipated. Couple economic uncertainty with the ongoing challenge of attracting and retaining skilled talent, major demographic headwinds, and an election year on the horizon; uncertainty is the norm. It is tough out there for human resources professionals.

WHAT HR CAN DO:

Be prepared and mindful of changes to the labor market – The message to business leaders and HR professionals is to stay alert to shifts in the business and talent landscape and be prepared to act to mitigate risk to your organization. As the year has drawn to a close, there has been an uptick in layoff activity across a variety of industries, and unemployment data indicates that it is taking longer for displaced individuals to land their next position. If your business circumstances indicate a reduction in force may be necessary, a reorganization or merger has resulted in redundancies, or a single individual is being separated from the organization; being mindful of how your employees are treated in the offboarding process will make a significant difference in the preservation of your brand and your ability to attract talent in the future.
An important part of being prepared for changing business conditions is to proactively establish a relationship with a reputable Career Transition service provider before an emergent need occurs. Ensuring your departing employees are personally assisted in preparing for their next career opportunity will have an impact on their future success and perception of the organization. Harsh reviews on social media are a red flag to talent considering joining your team. Transparency, empathy, and direct support through Career Transition programs help minimize reputational risk to your business. It also allows remaining employees to stay engaged and productive by knowing their peers are supported in the exit process. In the ever-changing business world, the employees released today may be those you will need to return when the market shifts again.

TREND #4

Concern grows with effective hybrid leadership and the influence of AI technology – In 2024, the business landscape will undoubtedly continue to gain complexity. Given the increasing number of recent lay-offs and uncertainty in the market caused by geopolitical controversy and a precarious election, leaders will likely find themselves navigating the challenging terrain of the heightened anxiety and burnout of key members of their teams while also striving to maintain effective leadership in a hybrid model. In addition, leaders must keep their finger on the pulse of AI-influenced technological advances that they need to leverage to remain current and competitive.

WHAT HR CAN DO:

Leverage Executive Coaching services – In this environment, Executive Coaches will prove to be invaluable allies on the leadership journey, offering a unique blend of professional guidance and personalized support to leaders on the brink. This level of complexity can impede decision-making and compromise the overall well-being of leaders. Executive coaches specialize in helping these leaders regain balance by identifying stress triggers, clarifying priorities, and fostering a resilient mindset.

Executive coaches are the strategic partners that give leaders the edge they need to enhance their effectiveness and remain successful. From facilitating effective communication across dispersed teams to promoting inclusive leadership, executive coaches play a crucial role in helping leaders hone these capabilities. By offering a safe space for reflection and equipping leaders with tools to foster team cohesion, these coaches contribute significantly to the success of leaders in today’s dynamic work environment.

TREND #5

Top talent is reluctant to take on a new opportunity – Candidates, particularly passive ones, are becoming increasingly selective amid changing market environments. At the executive level, the quality of the opportunity from the standpoint of compensation, benefits packages, growth potential, company, and challenges are critical, as the costs associated with changing jobs are higher in today’s volatile market. Many companies are having difficulty “closing the deal” on their own. Even organizations with robust, experienced internal recruiting teams are facing a great deal of unexpected occurrences and surprises coming up during (and after) the offer process (e.g., extensive negotiations, counteroffers, etc.).

WHAT HR CAN DO:

Partner with a trusted executive recruiter – The intense competition for executive talent in today’s market has exploited another facet of the executive hiring process – the treacherous time between the offer and the start date. While losing a candidate to a last-minute competing offer was not previously unheard of, the frequency and aggressiveness of incidents happening in today’s market require CEOs, Boards, and hiring teams to respond strategically to compete.
To best mitigate risk, CEOs and hiring teams must change their mindset. Know the fight is still looming, understand how risks may manifest themselves within the hiring process, and deploy thoughtful, proactive tactics to meet the demands of today’s talent market. This is where a trusted executive recruiter can add a lot of value, shaping the perception of candidates and aligning a company’s value proposition with a candidate’s goals and requirements. A well-seasoned executive recruiter knows how to truly partner with organizations and candidates to ensure the best possible outcome for both, marrying together their mutual long-term success.

TREND #6

Defining your Employee Value Proposition (EVP) Statement – According to the Mercer 2024 Global Talent Trends© Survey, when asked “What are the top priorities for HR in 2024”, 61% of respondents said EVP. An EVP is a statement of the benefits, perks, and opportunities that an organization offers to its employees. The goal of an EVP is to attract, retain, and engage employees, and to help build your employer brand.

WHAT HR CAN DO:

Human Resources plays a huge role in defining an organization’s EVP. HR can take these three immediate steps to understand and drive your organization’s EVP. These include:

Collect employee feedback. When employees feel like their voices are heard, they’re more likely to be engaged and invested in their work. Collect data through an engagement survey or focus groups to understand what is most important to your employees.
Offer internal career development. It is estimated that 40% of employees in the US have changed jobs or roles since 2020. An internal mobility strategy will help your organization become more agile and efficient in moving and developing existing employees so that you can grow your business’s best asset: Your People!
Offer development options. In addition to the search for better work-life balance, pay, and benefits, a big reason employee are quitting their jobs is a perceived lack of professional development and career growth opportunities. In a 2021 report by Monster, 45% of surveyed employees said they would be more likely to stay at their current jobs if they were offered more training. Employees respond with better performance and higher commitment when they know you care about their development.

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Workforce Trends and Predictions for 2023: What HR Leaders Need to Know

Kimberlee Beck — Wed, 02 Nov 2022 13:43:31 +0000

Human resources professionals have contended with challenge after challenge over the past few years, and 2023 is shaping up to be a continuation of many of those issues – along with a few new ones rearing their heads.

Our team members have weighed in on the workforce trends impacting organizations as we head into 2023 and offer their insights, best practices, and recommended actions for HR & organizational leaders as the next year unfolds.

WORKFORCE TRENDS IN 2023

TREND #1:

Unemployment will remain low – Unemployment is historically low, and inflation is the highest it’s been in 40 years. The lower workforce participation rates and recent strong earnings from Fortune 500 companies mean that unemployment will continue to remain historically low in 2023, even if there is a recession. If unemployment were to rise slightly from 3.5%, it would still be far below normal levels.

WHAT HR CAN DO:

Be flexible with job requirements – To broaden their talent pool, companies must consider evaluating candidates based on behavioral competencies and technical skills rather than educational credentials. The U.S. government, for instance, requires agencies “to limit the use of educational requirements” in federal contracts, and calls on them “to increase the use of skills and competency-based hiring for employment.”

“Using assessments and competency-based interviewing will ensure that companies are identifying and investing in the talent they seek,” says Jeffrey Harvey, Vice President, Executive Search.

TREND #2

Rising wages are here to stay – Companies are setting aside an average 3.9% of total payroll for wage increases in 2022. Pay will continue to rise through 2023 and beyond, especially for blue-collar jobs and manual services due to the shrinking working-age population and low unemployment rates (Conference Board).

WHAT HR CAN DO:

Double-down on non-monetary aspects of the employee experience – Companies must be willing to be flexible with salary, benefits, and vacation/PTO to remain competitive. However, beyond compensation and benefits, companies need to create opportunities for meaning and development in the careers of their employees. “Several companies are developing internal talent and offering a path for each team member to seek their own career goals rather than climb the typical corporate ladder,” says Harvey. Many employees are attracted to developing their skills and competencies and seek opportunities where they have the freedom and choice to do so. This scenario benefits the employee and the company by maintaining engagement and upskilling employees.

TREND #3

Workers’ desire for a remote or hybrid arrangement will remain unchanged – Research by Ladders found that remote opportunities increased from under 4% of all high-paying jobs before the pandemic to about 9% at the end of 2020, and to more than 15% by 2021. According to their projections, 25% of professional workers will work remotely by the end of 2023.

WHAT HR CAN DO:

Offer remote and hybrid work arrangements – The trend of remote and hybrid work arrangements during the pandemic allowed workers to envision a work/life balance they had not seen before. “I recently conducted a senior-level HR search for a client that wanted the candidate to be onsite five days a week,” says Harvey. “Of the hundreds of prospects I reached out to, close to 75% of the potential candidates were only willing to consider opportunities that allowed for a hybrid work arrangement or a fully remote option. Companies must consider hybrid options to attract and retain talent if their business can accommodate them.”

TREND #4

The “quiet quitting” trend will continue – Quiet quitting represents a significant risk for every organization now and into 2023. While motivated and engaged employees drive results, dejected employees who simply go through the motions while they wait for a better opportunity kill productivity, morale, and organizational success.

WHAT HR CAN DO:

Commit to the three Cs: communication, celebration, and connection – Gallup research shows the rise in quiet quitters is tied to a lack of clarity about expectations, fewer opportunities to learn and grow, not feeling cared about, and feeling a disconnect with the organization’s mission and purpose.

“To alleviate quiet quitting, redouble your efforts to communicate in ways that paint a compelling vision of the future and provide clarity of expectations,” says Brian Clapp, President. “Although leaders cannot offer certainty amid uncertainty, they can provide focus by letting people know what’s expected, that their work matters, and how they are doing,” says Clapp.

This is also a time to review the way you celebrate employees. Do you only celebrate the big wins? Do recognize employees the way they prefer? Employees like it when their efforts are acknowledged and appreciated. It can be as simple as mailing a card that says “Thank you! You were instrumental in the success and completion of this project.” Take time to create a recognition program to show employees that you recognize their hard work and efforts, no matter how big or small.

Lastly, HR leaders need to identify ways to foster connection within the culture. Employees should not only feel connected to their supervisor and team members, but also to the organization. These connections need to be intentional and meaningful. While regular one-on-ones and team meetings are typical avenues of connection, consider alternatives such as involving employees in decision-making, forming committees to foster cross-department collaboration, and creating shared interest groups such as a book club or baseball league.

TREND #5

Constant change is the norm – Change is not going away; it is just going to accelerate. While we can do our best to plan for what might be ahead, the success of an organization will depend on its ability to swiftly adapt, monitor, and adjust. The more organizations and their leaders embrace change, the better equipped they’ll be to ensure their businesses and people are poised for growth.

WHAT HR CAN DO:

Invest in your leaders – It’s never been more difficult to lead. In fact, 55 percent of HR leaders reported “leading change” as a critical skill most lacking in their organization in our 2022 HR Insights Survey. Being skilled at change management is something all organizations need to take seriously and prioritize. Through coaching, leaders can gain the skills they need not only to develop their own resiliency, capacity, and composure when change occurs but also to manage the people side of change, including clearly communicating the vision for the future, setting expectations, and engaging employees in the transformation process.

TREND #6

Talent turnover and scarcity will remain a risk for companies – Voluntary turnover is expected to reach 35% in 2023, according to research from Work Institute. Employees are in control of how, when, and where they work, and they will continue to flex this control to leave organizations that don’t align with their preferences. A significant driver of this trend is hybrid work, with 52% of employees saying flexible work policies will affect their decision to stay at their organization.

WHAT HR CAN DO:

Understand and Act On What Employees Need – Stay interviews and employee engagement surveys are a couple tools organizations can leverage to help combat turnover. “These can help you gain more insight into what keeps your employees working for the organization and what aspects may need to be improved before they become huge issues,” says Mark Saddic, Vice President of Talent Development.

A focus on development and job enrichment is also key, as studies continue to show workers are willing to switch jobs if offered career advancement and training opportunities.

“Providing opportunities for development is a win-win situation for everyone. It provides employees the opportunity to expand their skillset and grow their career, which often leads to higher engagement and improved retention for the company,” says Saddic.

In Conclusion

Every organization is facing a conflux of challenging dynamics that includes bracing for market uncertainty, cost increases, a competitive labor market, and the challenge of navigating the new and probably still evolving balance of in-person, remote, or hybrid work. At the same time, both leaders and employees are understandably exhausted. In this environment of volatility, uncertainty, complexity, and ambiguity (VUCA), resist the temptation to hunker down. By implementing the action steps above, HR leaders can enable their people and organizations to compete, thrive, and grow in 2023.

Kimberlee Beck

Director of Marketing

CCI Consulting

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6 Key Insights on Attracting & Retaining Talent in 2022

Brian Clapp — Tue, 04 Jan 2022 19:06:27 +0000

Attracting and retaining talent has become increasingly important yet difficult as we sit at a paradox where many people are voluntarily quitting their roles while demand for workers is rising as the economy reopens. Changing demographics like ageing and retiring workers are another factor contributing to the labor shortages, as are demands for better pay and flexible working arrangements.

As we move into 2022, organizations will need to think more broadly–and possibly a bit differently—about their recruiting and retention strategies—from compensation, rewards, and benefits to learning & development, succession planning, and diversity, equity & inclusion (DE&I).

For guidance on improving your organization’s recruiting and retention efforts, check out the top tips from our team of HR, recruiting and talent experts below.

1. Offer Flexibility & Competitive Pay – Candidates are open to making career moves where remote working or hybrid arrangements exist. In several of our recent executive search engagements, 75 percent of engaged candidates were interested in learning about compelling career opportunities only if the new opportunity offered flexibility. With the emergence of new COVID variants, this will continue.

In this tight marketplace, candidates also know what they are worth and can command competitive compensation. To secure or retain the right talent, compensation must meet the market where the market is. When open to exploring new opportunities, candidates often have more than one opportunity pursuing them. Knowing the market from a compensation analysis / survey perspective is key but must also be paired with true candidate marketplace information and what it takes to compel a candidate to make a move. This creates other internal challenges associated with internal compression as well as budgetary constraints; and internal pay structures should be carefully evaluated. Not doing so invites the risk of losing key individuals.

– Mary Riccobono, Vice President & Practice Leader, Talent Acquisition

2. Re-Onboard Everyone – High turnover, the shift to hybrid work, concerns about health and safety, and continued uncertainty about the future mean that your entire workforce may be feeling unmoored. These upheavals mean that even long-tenured employees, many of whom have spent years building their reputations within an organization, may now feel like they are starting from scratch. That has enormous implications for performance, innovation, risk tolerance, and well-being. By seizing the new year as a moment to re-onboard everyone, managers can boost team cohesion and performance, and enhance the employee experience.

-Rob Croner, Vice President, Senior Executive Services

3. Unlock Your People Leaders – Management skills have never been so critical. A hybrid environment is a call to action for people leaders to see behind the screen of faces in meetings and into the hearts and minds of their employees. Retaining and developing talent requires personal attention that begins with a conversation. Find out if your employees’ motivations have changed, what their career aspirations might be, and whether they feel supported in their role. Based on what a manager learns, opportunities should be secured to coach and develop them to stay with you instead of losing talent because of managerial neglect.

-Adena Johnston, Vice President & Practice Leader, Talent Development

4. Get Creative with Compensation Programs – Against a backdrop of rising inflation, record turnover, and pandemic uncertainty, some organizations find themselves in the unenviable position of creating a meaningful, strategic approach to compensation – not only to manage their employee total rewards program, but to increase employee engagement as well as attract and retain top talent. To achieve these goals in your organization, look for creative ways to develop thoughtful, agile, and transparent employee compensation programs. Review your total reward programs and make sure your compensation and benefits offerings are not only competitive but offer an advantage in this unique market. Additionally, make sure you have a sound compensation strategy, your employee pay is market tested, and your benefits offer flexibility to meet employees’ needs.

-Paul Jeffers, Vice President & Practice Leader, HR Consulting

5. Make Succession Planning a Strategic Priority – For the past two years, companies have been in survival mode, focusing on day-to-day, here-and-now needs and putting succession planning to the back burner. However, now is the time to focus on the growth and development of their future leaders. Succession planning can be a great recruiting and retention tool as it creates future opportunities, drives engagement, provides a path for individual development, and preserves the culture by developing and promoting from within where possible.

Succession planning goes hand in hand with enforcing a culture of diversity and inclusion. Putting the right people with the right skills, experience and diverse backgrounds in place rounds out future teams and brings diverse thought leadership to the table. From our own experience, we realize that each new person has a unique perspective; as we build the CCI team for the future, we know our diversity and inclusion efforts will sustain our success.

-Sharon Imperiale, CEO/ Owner

6. Recognize that your organization and each one of your employees is unique. Just like your organization, each employee has different strengths, needs, and limitations. This means that leaders need to be creative and flexible in how they leverage the strengths of each team member while being cognizant of their limitations and attending to their individual needs. Failure to do so limits success, reduces engagement, and drives unnecessary turnover.

Recognizing and attending to the uniqueness of your organization and each employee is a simple and powerful way to increase organizational success. This flexibility can play out in a variety of ways, including embracing hybrid work polices, offering part-time schedules for those who want to work but are trying to gain better work/family balance, providing phased retirement as a bridge for older workers interested in extending their career, and broadening efforts to identify and recruit talent from non-traditional sources. Success will come to those organizations and those leaders who are willing to think outside the box and create win-win scenarios for prospective and current employees.

-Brian Clapp, President

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Hire A Hero – Why Military Veterans Make Good Employees

CCI Consulting — Wed, 10 Nov 2021 17:01:50 +0000

It is November, a month when we celebrate thanks. “Thanks” is often a word of reflex. But what if we really put thanks into action.

On November 11th, we celebrate Veterans Day. We reflect on those serving, those who served, and those who offered the ultimate sacrifice of their life. Reflection is appropriate, but we can do more. There are over 300,000 Veterans seeking employment in a labor force that is in dire need of talent. Their numbers are improving, and the Bureau of Labor Statistics reveals a positive trend.

Many employers view a Military resume as lacking relevant civilian work experience. That is true—they have jobs that are military related, but many of their skills, talents, and abilities are not dissimilar to what corporations seek.

When my son returned from a yearlong deployment, he told me “Mission accomplished: we all came home safe.” Knowing he was often in harm’s way, I asked, how? He told me that it was the team. “We work well together, collaborate, listen, and communicate and trust each other,” he said. The very essence of military training is about discipline, teamwork, trust, and getting the job done.

Think about companies identifying their values. Very often they are: collaboration, integrity, relationships, loyalty, and respect. So why do Military vets struggle to enter the civilian workforce? I think employers are missing the mark by not including Veterans in their applicant pool. Currently, we are hearing of a labor shortage, especially in logistics and supply chain. Did you know that a Lieutenant is responsible for millions of dollars of high-value equipment? That means inventory, deployment, and accountability. That’s probably more responsibility than most supply chain positions require. And when you consider the values mentioned above and the inherent discipline and work ethic, it sounds like an ideal team member.

Diversity, equity, and inclusion has been brought to the forefront by many social and political issues over the last few years. When we speak about inclusion, it means including people that are not just like everyone else…someone who has different skills, a different background, and a different perspective. Inclusion makes a team better. When we talk about inclusion, do we include veterans?

Enhancing the transition from military to civilian should be a priority for employers. Including veterans in the employment process should be a leadership directive. If it comes from the top, the importance becomes clear. Let’s all promote the value of considering Veterans for employment. It’s a great way to say thanks for having our backs, missing family and holidays, and for being selfless!

Sharon Imperiale
CEO
CCI Consulting

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topics affecting HR leaders and organizations today.

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It’s a Candidate’s Market – How to Compete to Hire the Talent You Need

CCI Consulting — Wed, 08 Sep 2021 19:11:02 +0000

It’s a candidate’s market, pure and simple. Hiring for leadership and professional roles is more challenging than ever. The competition for talent is increasing—a colleague of mine would say, “it’s fierce.” In a candidate’s market, candidates have more options, preferences, and expectations in considering making a next career move. Could it be a transient symptom of the pandemic world that we have lived in since March of 2020? Transient—I don’t think so. I believe the recruiting and hiring challenges are with us for the foreseeable future and it will require more resilience and versatility than ever before.

The world of work has changed and recruiting and hiring practices have pivoted well to respond to those circumstances. Recruiting, hiring, onboarding, and training have become more virtual and driven some overdue efficiencies; many organizations are doing a very nice job balancing the technical efficiencies with personal experience to assure candidate engagement. Achieving the right balance is a work in progress and requires a candidate (customer) centric approach. Candidates have choices as they are being highly selective in what positions and employers they are choosing to pursue. The initial touchpoints with candidates are more important than ever and set the tone for the possibilities.

For some organizations, the business needs require a return to full time, onsite operations, or there is a preference for a return to “normal” and a pre-pandemic work structure. Others are opting for a hybrid or remote scenario, particularly as COVID variants continue to emerge. A strong argument can be made for the advantages and disadvantages of each.

Turnover is on the rise and employees are leaving jobs in greater numbers. According to the U.S. Department of Labor, during the months of April, May, and June 2021, a total of 11.5 million workers voluntarily left their jobs. Microsoft’s 2021 Work Trend Index predicts that 41% of people are likely to consider leaving their jobs within the next year for varying reasons. A Gallup poll similarly found that 48% of employees are actively searching for new opportunities. Citing federal surveys, a Bloomberg article also reported that “about 2.7 million Americans aged 55 or older are contemplating retirement years earlier than they had imagined,” embracing a “life-is-short” mentality. Everywhere you look, these predictions are the same; every business and HR leader we talk to names talent acquisition and retention as top concerns. It is a trend being dubbed “the Great Resignation.”

A few other major trends the CCI executive search team are seeing include:

Flexible work schedules: Many candidates have had remote work circumstances for 16 months now and have learned to not only appreciate the flexibility of that schedule but also feel they have proven their ability as high-performing and productive contributors. The desire for flexibility is a trend with all levels of roles through to leadership positions; it is frequently a key factor in a candidate’s consideration of an opportunity.
Compensation is trending high in the market: Compensation is always a combination of art and science, taking into consideration three components: survey data, budget, and marketplace compensation (actual candidates’ information and what it takes to compel them to make a move). Often, we are seeing that companies have compression issues with legacy employees being paid less than the market. This further complicates the recruiting and hiring challenge.
The “happy in place” trend is on the rise. While this seems to be contrary to the Microsoft survey around turnover, it is likely a combination of candidates being highly selective in what job opportunities they are open to considering, enjoying the culture of the current organization, and being satisfied with the compensation structure.
Culture of diversity, equality, and inclusion: 2020 brought a greater focus on the need for diversity, equity, and inclusion. It is top of mind for candidates and speaks to the overall culture of the organization and what it will be like to work there.
Career management and development opportunities: Candidates are drawn to organizations that are focused on developing their employees and helping them with internal career management and progression. Companies that have a culture of developing, mentoring, and growing talent are viewed as employers of choice. It is a differentiator for candidates and has never been more critical than today when the talent shortages we are seeing are expected to continue.

With these predictions and trends looming over an already tight candidate market, it is prudent and compelling for organizations to candidly reflect on: Why should the candidate choose you? Yes, choose you. It is a mutual choice: the employer’s and the candidate’s – and candidates have, and will continue to have, more choices and competing opportunities. Consider your organization and the opportunity from the candidate’s perspective. While you are evaluating the candidate, they are evaluating you.

To stay competitive and improve your positioning as an employer of choice, consider the following:

What differentiates your organization, team, and role?
How is the company culture appealing and engaging; are you embracing a culture of inclusiveness?
What is your brand in the marketplace?
Is your website compelling to the candidate audience?
Are hiring managers’ LinkedIn profiles updated and engaging to job candidates? It’s one of the first places candidates will research.
Is the compensation marketplace competitive?
Are the benefits attractive and competitive?
Can you offer a hybrid or fully remote work structure?
What career development opportunities do you offer?
“Time kills all deals” is a phrase I often hear; today, more than ever, it means that your hiring process must keep a good cadence and momentum – or you risk finding the talent you need but losing them to a competing opportunity with a faster process.

It’s been, and will continue to be, a learning experience for some companies and hiring managers to grasp how quickly the dynamics of hiring talent have shifted in this competitive marketplace. The trends outlined above certainly represent significant challenges. But they also represent opportunities to bring in new leadership and perspectives and think about new ways of working and building culture. Our executive search team is providing our clients with the real-world perspective and the advisory partnership needed to overcome the challenges of this workplace exodus. If you’re seeking to hire, being aware of the factors and trends impacting recruiting right now will help maximize the likeliness of success for your organization.

Mary Riccobono
Vice President and Practice Leader, Talent Acquisition
CCI Consulting

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Virtual Recruiting: Best Practices for Hiring Remotely During COVID-19 and Beyond

CCI Consulting — Sun, 17 May 2020 12:04:45 +0000

With advances in technology, tools, and connectivity, virtual recruiting is a mainstay of the search firm process. In recent years, virtual recruitment companies have experienced first-hand how web-enabled functionality is creating efficiency. According to a LinkedIn 2018 Global Trends Report, “video interviews are largely replacing the traditional phone screen.” We are also seeing it replace the in-person interview.

Though virtual recruiting is not a new concept, many companies are just stepping into this foray as they adjust to COVID-19 work-from-home restrictions. While many companies are experiencing temporary downsizings during the pandemic, others are still actively recruiting and hiring during COVID-19. Candidates are still exploring job-listing sites and sending resumes at similar rates. As we come out of this worldwide challenge together, it is likely that the trend toward virtual recruiting will have increased and become integral to how companies engage, select, and hire.

Wherever you are in the spectrum of virtual recruiting experience, and whatever tools you are using (Skype, Zoom, FaceTime, and the myriad of others), these unusual times require each of us to hone our people, process, and technology skills to a new level.

Successfully doing so requires a change in cultural mindset and an operational shift for it to be fully embraced. At a tactical level, proactive and careful preparation is one of the easiest things to do and makes a major difference in the video interviewing experience for all participants. Now, more than ever, it is important to take into consideration how the overall recruiting and interview experience sends a powerful message to candidates about what it’s like to work for your company and how you treat and value your employees.

In addition to adhering to social distancing guidance, virtual interviewing during COVID-19 allows companies to reduce cost, increase geographic reach, save time, and creates flexibility for candidates, recruiters, and hiring managers. Our need to rapidly adjust to the pandemic circumstances may forever change how we approach recruiting. There is simply no way that our lives will resume as if this had never happened.

As CCI Consulting has years of practical experience as a virtual recruitment company, we’re extremely familiar with certain organizational concerns that can arrive from this new landscape. We’ve accumulated some best practices below to help you navigate the remote recruiting and interviewing process.

PREPARE YOURSELF AND BE PROACTIVE

Interviewing during COVID-19 requires the same seriousness as traditional, in-person interviews. When creating a video interview, the goal is to conduct a high-quality, professional experience that reflects you and your company’s image and culture.

Consider conducting some practice sessions and videotaping yourself to get a better sense of your own natural movement, physical habits, and body language.

Here are some other hiring best practice tips to consider:

Know the job description; have it printed and handy during the interview
Know the candidate’s resume and highlight any area you specifically want to explore; have it printed for easy reference
Create an Interview Guide and use it for consistency with each candidate
Plan interview structure, sequencing, and timing
- This is particularly important if there are multiple interviewers; it will help you stay organized
Create an interview agenda template that you can tailor to each interview
Send an agenda to the candidate with as much notice as possible
- Give them the context for why the interview is happening virtually
- If your practice is to record interviews, let the candidate know and secure their permission
- Provide specific guidance about the experience and expectations; ask if they have questions about the process
- Include timing and parties participating (along with LinkedIn profiles)
- Include any pre-hire documentation required for completion (application, compliance documentation, benefits information)
- If available, include company links to virtual tours, employee testimonials, news links, etc.
- Confirm the meeting 24-hours prior
Assist hiring managers in updating their LinkedIn profiles so that candidates can research them in advance
If you are sharing the company’s web conferencing tool:
- Be sure there is a scheduling protocol so that no scheduling overlap occurs
- Some companies are having one person responsible for scheduling to assure double booking or overlap doesn’t occur
Find an attractive, quiet area with adequate lighting to conduct your virtual meeting
- Become familiar with using the backdrop or virtual settings function; many programs allow you to set a professional background or to import a picture of your office when it’s tidy
Position your laptop at a level where you can look straight ahead at the camera (at eye level) so that your image is appropriately positioned on the screen; a couple of books under your laptop usually does the trick
Double-check the technology prior to the interview, test the camera and microphone. Know how to use the “mute” button. Know how to turn the video on and off!
Sign on to the virtual meeting at least 10 minutes before start time
Make eye contact with the camera (not the screen); occasionally look down at the candidate’s image or to write notes as needed
Smile (naturally); it is important to portray your best body language in a virtual interview
Station yourself in a professional setting. Even though you’re hiring during COVID-19 and may not be in the office, you’re still representing the company
Start the interview with something casual to break the ice; these are unusual times for all of us and starting of the conversation warmly is helpful

Creating a human connection via technology has its challenges and we need to adopt approaches that optimize the interviewing process and result in a win-win outcome for everyone. Perfecting your “practice” takes practice. Be patient with yourself and others who are invested in the process. Resilience will prevail!

Mary Riccobono, SPHR
Vice President & Practice Leader, Talent Acquisition
CCI Consulting

Always have our latest insights on leveraging the full potential of your people and navigating the ever-changing world of work.

The post Virtual Recruiting: Best Practices for Hiring Remotely During COVID-19 and Beyond appeared first on CCI Consulting.

7 Tips for Recruiting Talent in a Tight Labor Market

CCI Consulting — Fri, 23 Aug 2019 14:16:06 +0000

Smart Strategies for Recruiting Top Talent in a Tight Market,

Plus 3 Recruiting Pitfalls to Avoid

Attracting, acquiring, and retaining talent is more challenging than ever before. The tight labor market demands that companies adopt a recruiting strategy that recognizes that engagement starts well before either the interview process or the start date.

Your “employment brand” speaks to your image and perception of what it is like to work for you; and how you value the candidate experience as they are considering affiliating with your company. Your employment brand is the composite of the market perception of prospective employees, current employees, and previous employees as well. Company culture, work environment, compensation, employee benefits, work-life balance, and development opportunities are top of mind when discussing the employee value proposition. Creating a compelling candidate experience and perception will help your organization stay ahead of your competition and differentiate you as an employer of choice.

Many experienced candidates are doing careful research on the companies they are considering, including using the company’s website, LinkedIn profiles, and employee review sites such as Glassdoor. They network with candidates who have previously worked for the company to get inside information on what it is like to work there. Top-tier candidates have options and are judicious about the opportunities they explore.

Employers should be watchful of their reputation on job search websites such as Glassdoor and Indeed, both negative and positive, and watch for trends. This vantage point, combined with the internal feedback received in both stay interviews and exit interviews, can be very insightful.

As an employer, consider the following key strategies to help recruit great talent in a tight labor market and ensure your company stays ahead of the competition.

1. Cater Your Hiring Process to the Candidate

Consider your hiring process from the candidate’s point of view.

Is the career page on your website a fluid, efficient, and user-friendly process?
Is your organization utilizing mobile technology in the recruiting process?
What does your recruiting process say about your organization?
- How has the interview process been communicated in advance?
- How many interviews do candidates have to go through (and take off from work for)?
- Do you keep the lines of communication open and regular?
- How long do you take to make a decision and how is the candidate perceiving this experience? (A 2018 study by Gartner found that the average time between the initial job interview and the hiring manager making an offer was 33 days—an 84% increase since 2010. In a competitive market, a slow hiring process can lead to a reduction in candidates accepting offers.)

Here are a few strategies to help improve your candidate experience:

Design your interview process for maximum efficiency and candidate engagement, so that candidates know what to expect in your process and feel respected and valued.
Use technology to your advantage and consider Skype or web-conferences in the early stages of interviews.
Personalize your email communications with candidates; even a standard template can easily be tailored for a personalized tone.
Capture interview team feedback quickly while it is fresh and keep momentum and urgency.
Avoid losing a top candidate because of delays in the offer letter approval process; assign proxies in the approval process to avoid delays if someone is travelling or unexpectedly out of the office.
Consider engaging an external search partner to manage the project for you and to assure that key components of the employment experience are handled with a dedicated focus (when internal resources may be stretched thin).

2. Market Your Organization

The Talent Board North American Candidate Experience Research Report recently found that candidates want three primary things from a hiring company:

A clear understanding of the company culture
Insight into the employee experience
A sense of connection with the employer brand

The report also noted that 75% of candidates conduct their job search research across multiple channels before applying. The way your company presents its culture, values, and brand is a critical decision factor for candidates. Effectively managing your social media brand increases your candidate pool. Here are a few ways to make your company more marketable to candidates:

Use your company’s website and social media accounts to promote your organization’s mission, vision, values and culture
Showcase career development opportunities and employee testimonials
Come up with two or three “Wow!” selling points of why a candidate should consider your company. Consider answering the following:
- What’s the company’s value proposition?
- What qualities make your company unique and an Employer of Choice?

3. Emphasize Your Employee Referral Program

Current employees can be your biggest advocates and cheerleaders. Get creative with your employee referral bonus program. Gift cards, and even cash, are less appealing to some than might be extra time off. Consider if an extra day or two of PTO can work. Some other ideas to consider include tickets to a local sporting event, or a quarterly lunch with the CEO for anyone who referred candidates who were successfully hired.

4. Focus on Active and Passive Candidates

You want to find the best candidate, and that candidate may be unemployed, employed but looking, or employed and not looking. Each type of candidate will have a different level of interest and motive, so you’ll need to have recruitment strategies that appeal to each group. Posting employment ads and searching job board databases for active candidates is not enough. Direct sourcing by recruiters and hiring managers, along with materials that tell an engaging story to people who may not be familiar with your company, can generate interest among currently employed individuals, but not those who are actively looking.

Also consider revisiting former high performing employees who have left the company. They may have left for career development and have acquired valuable skills and talents that you need; or they may have left your company and have found that the grass is not always greener on the other side!

5. Talk About Salary Early

Nothing is more frustrating than working with a candidate for over a month only to find out there is a 30K salary difference in what they are looking for versus what the company can offer. Many candidates are reluctant to share their actual compensations and many states are now restricting that conversation. In states or municipalities where salary history discussion is prohibited, it can be approached in two ways. The recruiter may ask, “What are your salary expectations?” Or the candidate may ask, “What is the salary range being offered for the role?” to ensure compensation compatibility before moving forward.

6. Always Be Recruiting!

Continually recruit for a pipeline of talent and build a talent community to engage in your brand. That way, when you do have job openings, you are not starting from scratch and can save precious time.

7. Be Prepared for Counter Offers

Companies know that replacing a key employee can be time consuming and costly, so they will get very creative to retain their best talent. Be prepared to be creative on “sweetening the deal,” without upsetting internal equity. Sign-on bonuses, extra PTO, a six-month review, etc., can make a big impact in a candidate’s decision to say yes.

Recruiting Pitfalls to Avoid

No discussion about recruiting strategies would be complete without addressing a few mistakes to avoid. In an employees’ job market, employers need to buckle down and fine tune their recruiting process to ensure they don’t lose great candidates to the competition. Here are a few common recruiting pitfalls to watch out for.

Not staying in touch with candidates throughout the process

Lack of communication on either side, candidate or company, can leave the other party in the dark. Set expectations up front regarding how long the process may take, who will be involved, and if there is an assessment tool somewhere in the process. Additionally, if you tell a candidate they should have an offer by the end of the week, make sure that happens. As time keeps passing, the level of the candidate’s enthusiasm may begin to wane. There is a saying “time kills all deals;” keep it in mind during this time-sensitive period.

Not knowing the marketplace salaries

Often, internal compensation growth has not kept pace with external salaries and employers face internal equity constraints. While it is a valid internal business issue, it doesn’t change a candidate’s negative perception of an offer that is too low and may even be perceived as insulting. Know the supply and demand in the candidate market and do your compensation research. Candidates have become much more educated in compensation with many salary research websites to tap into.

Not being realistic about temp-to-perm options

In a tight labor market, temp-to-perm it is not really a viable option, particularly for most professional level roles. With unemployment hovering below 4%, chances are slim that people will be willing to walk away from a permanent job with benefits (i.e., medical, dental, 401(k) match, PTO, stock, etc.,) for the “potential” to go perm with your organization. And if you do bring people on as a temp-to-perm hire, they are most likey still getting calls from other companies for direct hire positions and may end up leaving your company anyway. So, they are at-risk employees and you may need to start over again.

Hiring in today’s competitive market takes more than finding and securing great candidates. It also requires building a workplace culture that engages and entices your employees to stay around. As you plan your recruiting strategy, be sure to take an honest look at your current company culture and brand reputation. The time and energy you invest in building a strong brand and culture will go a long way in helping you attract top-tier talent as well as retain your key employees. Good luck!

Bill McCann
Executive Search Consultant
CCI Consulting

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3 Ways to Build a Powerful Employer Brand That Attracts and Retains Talent

CCI Consulting — Tue, 06 Aug 2019 17:26:35 +0000

The employer brand is core to your organization’s ability to attract, engage, and retain top talent. With an ever-tightening job market, the best workers have greater leverage in selecting where they share their skills. Harvard Business Review notes that a poor employer reputation can cost a 10% premium in salary per hire. A well-structured employer brand is rooted in the company brand, strengthening and supporting an organization’s mission critical drivers through human capital management.

CCI Consulting, a Career Partners International firm, has over 30 years’ experience harmonizing clients’ organizational and employee goals, resulting in strengthened employer brands and improved employee experiences. The following three tactics are pivotal to nurturing a competitive employer brand.

Start at The Top

Building a world-class employer brand necessitates a trickle-down component. Without buy-in and alignment in the C-Suite, your organization will inevitably pull in different directions, causing internal conflict. CCI’s expert executive coaches guide the leadership team through these challenges and better match division goals to your company mission. When the leadership team is on the same page, an organization works more cohesively and creates a bigger impact. Employees have many driving factors, but one of the most frequently overlooked is the ability to contribute and effect change.

Invest in Your People

A culture of growth and development is critical to retaining valued employees. With programs such as Career GPS and PowerMyWork, CCI has created solutions designed to help employees grow and thrive. Career management training improves engagement and retention with a strong ROI by answering questions like “How can I better utilize my skills?”, “What could my next role look like?”, and “What more can I learn to evolve in my current position and keep things interesting?”. The effectiveness of employee development programs is increased with management training in support of these efforts. Manager as Career Coach gives your managers at all levels the tools to guide career development conversations and increase tenure within the organization.

Support Beyond Separations

Central to employer branding is the voice of not only current employees, but former employees as well, especially in the digital age. When courting prospective talent, a current employee who speaks well of an organization is good; a former employee that speaks fondly of the organization is great. For those departing not of their own choice, a superior outplacement program can protect you from seeing negative feedback posted on Glassdoor, Salary.com, or the like. At CCI, we combine contemporary coaching techniques with class-leading technology, giving participants the ability to quickly and efficiently begin their journey to a new career. High quality outplacement programs also show your remaining employees that their peers were respected through to the end.

Your employer brand is put under a microscope every day by employees and prospects alike. Every company has an employer brand; ignoring it will not change this simple fact. By taking the time to nurture your team and focus on developing a culture aligned with the organization’s mission, your company’s employer brand is strengthened and amplified.

At CCI, we partner with firms to build and protect their brand by strengthening human capital through all phases of the employment lifecycle.

Contact us today to learn how we can help your organization improve your employer brand.

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How to Drive Employee Engagement During Onboarding

CCI Consulting — Tue, 04 Jun 2019 15:01:15 +0000

Building Engagement at Every Stage of the Employee Lifecycle: Part 2 – Onboarding

The first few weeks and months of an employee’s experience in a new job are known as the Onboarding Stage. This is a formative period when the company culture is ingrained, the employee learns his or her role and responsibilities, rapport is established with leadership and colleagues, and initial training takes place.

The amount of time an employer has to engage and motivate a new employee during the Onboarding Stage is quite limited in terms of making the right impression and having them begin to feel like a team member. According to a study by Equifax Workforce Solutions, more than 40% of turnover happens within the first month. That means it’s more important than ever to engage a new employee from day one.

Effectively planning for the first days and the first month (and ultimately the first 90 days) is of utmost importance to employee engagement as well as retention. Consider the facts:

4% of new employees leave a job after a disastrous first day
16% of employees quit within the first week
22% of all new hires resign within the first 45 days of employment.
31% of employees quit their job within the first 6 months

Interestingly, poor cultural fit plays a greater part in why new hires leave a company than lack of competencies or skill. Having a structured onboarding program in place mitigates the risk of losing a new employee because it addresses not only the practical needs of the new hire but also their social and emotional needs. In fact, a study from Wynhurst Group found that newly hired employees were 58% more likely to still be with a company three years later if they had completed a structured onboarding program.

With the organizational costs of turnover being between 100% and 300% of the replaced employee’s salary, onboarding is an employee engagement strategy that organizations simply can’t afford to ignore.

Ways to Create an Effective and Engaging Onboarding Program

Unlike orientation, which typically lasts a few days or a week, onboarding is an ongoing process that can take up to a year. The purpose of an onboarding program is to support the employee’s journey to becoming a successful contributor within the company. It should help them engage with the company’s culture, connect with team members and leaders who can help them succeed, and assimilate them into their new role.

An effective and engaging employee onboarding program should start before the new hire’s first day, last at least the first year of their employment, and include periodic check-ins to assess performance and ensure the employee is connected, productive, and comfortable.

Before the First Day

The onboarding process should begin the moment a new employee accepts the offer. The period of time between acceptance of the offer and the employee’s first day is an opportunity to reinforce to the new hire that they made a great decision and the company is excited for them to join the team. Here are a few things you can do during this time to help engage the new employee and make their first day a little less overwhelming:

Create and send them their new email address
Share the new hire’s LinkedIn profile and suggest your employees connect with their new teammate
Send them the employee handbook
Invite the new hire for a tour of the office in advance of their first day
Schedule a lunch or a video call with the new hire and the team
Invite them to the next company event if it happens to take place before their first day of employment
Send them a First Day email detailing exactly what they can expect on their first day along with details around office parking, what to wear, what to bring, how to check-in, what time to arrive, etc. so your new employee knows exactly what to expect and how to prepare

The First Day

The first day on the job can be daunting for a new employee, which makes it more important for employers to create a welcoming and engaging plan for the day. Instead of overwhelming your new employee with paperwork and company presentations, organize their first day with tasks that will help them get acquainted with the company, culture, and their co-workers.

Start the day by greeting them upon arrival and giving them a tour of the office and their new workspace
Along with staff introductions, arrange a meeting with the leadership team to show the new employee that leadership is visible and approachable
Assign them a mentor to help them learn the company’s processes and systems (like how to set up their voicemail, navigate the company’s database, etc.) and answer any questions they may have throughout onboarding
Share and review the agenda for their first week with them
Schedule a team lunch or activity to help build connections
Check-in with them at the end of the day to answer any questions they may have and get their feedback

The First Week

A great first week can go a long way toward making a new hire feel comfortable and connected to the company. Here are some ways to stay involved and engaged with your new hire during the first week to ensure they are adjusting to their new workspace and developing relationships:

Plan to check in with them at the start and end of each day to discuss how everything is going and ensure any questions get answered
Include them in any team or project meetings so they get a feel of how the team works and interacts together
Discuss expectations and objectives with them, including 30-, 60-, and 90-day goals so they know exactly what needs to be done and can measure their progress
Assign them real, meaningful work, such as a team project that can be completed by the end of the week to give them a sense of accomplishment and an opportunity to work with the team
Schedule a team building activity or happy hour to help showcase the company’s culture and the social dynamics of the team

The First Month

A new hire is still learning the ropes and integrating with the company during the first month. It’s important for managers to stay engaged and visible throughout the first 30 days to ensure training is going well, your new hire is transitioning into their role, and they are acclimating to the company’s culture. Here are some best practices to build employee engagement during the first month:

Schedule weekly check-ins to answer any questions and go over progress
Set learning and personal goals to help your new employee get up and running in their role and with their team
Build a career development plan with specific goals, metrics and KPIs—this will help demonstrate your interest in your employee’s long-term success
Assign small, achievable tasks to build their confidence and identify where more training may be needed
Ask for their feedback on the onboarding process and training and if they feel they are getting the necessary support

The First Year

After the first month, you can’t leave your new employee guessing whether or not they’re making it. Remember, 31% of employees quit within the first six months. Therefore, it’s critical that the onboarding process continues throughout the first six months and up to the first year. Ongoing feedback, training, and support will help make your new employee feel like a valued member and contributor to the company as well as keep them engaged and aligned with the company. Here are some onboarding strategies to boost engagement and retention throughout the first year:

Check in at 60 and 90 days to ensure they’re transitioning into their new role as well as making connections with the team
Encourage new employees to contribute ideas and take on bigger, long-term projects
Promote team-building with both formal and informal activities
Review and give thoughtful feedback on your new employee’s early contributions to build confidence and reassure them that they’re on the right track

Remember that the Onboarding Stage isn’t complete until your new employee is totally engaged in your culture. Investing the time and effort to integrate your new employees – whether that be several months or a couple of years—will pay off for you in the end in the form of higher engagement and retention.

Kimberlee Courtney
Director of Marketing
CCI Consulting

Curious how onboarding can help your new key hire become productive and engaged ASAP? Contact us today to learn about our onboarding coaching.

This post is part of a series on building engagement throughout the employee lifecycle. Read part 1 to learn about The Power of Pre-Employment Engagement.

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The Power of Pre-Employment Engagement – Attraction & Recruitment

CCI Consulting — Tue, 09 Apr 2019 15:39:28 +0000

Building Engagement at Every Stage of the Employee Lifecycle: Part 1 – Attraction & Recruitment

The pre-employment stages are the first fundamental experiences leading to employee engagement—yes, employee engagement starts well before the candidate is hired! The overall pre-hire experience is a powerful message to job seekers and candidates about what it’s like to work for your company and how you treat and value your employees.

We live in the new age of technology and social media. Job seekers and candidates have ready access to a wealth of information about your company and team. Savvy candidates will do their homework and draw perspective and opinion about the public and social media information available.

Stage 1: Attraction

To build engagement with potential employees in the attraction stage, ensure your employer and consumer branding is consistent across channels and addresses the desires and interests of prospective candidates. Consider the following:

What is your company’s public image and reputation? What news is in the marketplace?
Why is it a great place to work; why do employees stay; why do employees leave?
Review your benefits plan and compensation packages. Is it competitive enough to attract top talent?
Is there any negative impact or publicity; how will you overcome / discuss it with candidates?
Company Website – is it user friendly; does it contain a careers section that showcases employees and lists current openings?
Social Media / Professional Profiles – candidates use these to get to know your organization, its culture and the reputation as well as the personal brand of the people who work for you. Be sure you know the information that is published to social media and encourage managers to update information that is distributed to online sites
If using a third-party search firm, be sure they know your company well and conduct their work as an extension of your brand and image (choose the right partner)

Stage 2: Recruitment

The best way to engage an employee is to have the right one in the first place. To find the best candidates, it’s important to be clear in what you’re looking for in the job description. This includes thinking through not only what skills and competencies are necessary for the position and what the company wants in the new hire, but also why the position would be attractive to the candidate. Why is this job appealing to the candidate marketplace? What are the positives of the job? What are the challenges (be ready to discuss them candidly)? Also consider:

Consider if this is an opportunity to bring new talents and competencies to the organization
Seek to backfill the job not the person; internally discuss the true requirements of the job
Segment the specifications into two primary categories: a) Must Haves; and, b) Nice to Haves
Career path: what potential exists?
What is intriguing about this job; and why would a candidate be interested?
Why is it open; why do you need it; how does it fit into the overall picture?
Compensation: Is it marketplace competitive?
Will you consider someone for whom the job is a next step?
Will you consider someone for whom it is a step back?

Equally important to the job description is a well-managed and disciplined interview process. An efficient, organized, timely, and respectful recruiting and interview process engages applicants and creates a positive connection to the company (whether they are ultimately hired or not).

Another way to keep applicants engaged is to keep the hiring process moving quickly. An extended process and delays can result in losing strong candidates. Keep in mind the following:

Embrace the concept that the interview is a process of mutual discovery; not a one-sided analysis
Always start with the end in mind and map out the timeline and be realistic about the time needed to conduct a successful search
Determine who is critical to participate from the organization’s perspective
Decide the interview sequence and determine who is covering what topics
Consider if video-interviewing, web-conference or Skype calls can enhance or expedite your process
Prepare, in advance, for the interview (set time aside on your calendar to do so) and assure that all members of the interview team are prepared
If using pre-hire assessment instruments or other pre-hire testing, communicate this process to candidates
Candor with candidates who are not a good fit is the best practice
- Candidates not selected in the process are customers too and either the source of a future hire or a referral
Remember to follow up with everyone

Employee engagement plays a significant role in driving business success and needs to be a top priority in any organization. Step back and consider how you can increase the level of employee interest in your company. By maximizing engagement at the pre-employment stages, you will also help maximize your talent pool and ensure you receive the best possible candidates to choose from.

Kimberlee Courtney
Director of Marketing
CCI Consulting

Read Part 2 of our employee engagement blog series: How to Drive Engagement During Onboarding

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