Competing for talent can be easy when the job market stalls and unemployment begins to push both the numbers and qualifications of job seekers. But when the tables turn (as they’ve been doing for the last several years since our recovery from the economic downturn), job seekers hold more of the cards. And when job seekers hold the cards, convincing them to sign on may mean drawing them away from your competitors.
This is not to be confused with “poaching” or directly approaching employed workers and trying to pull them out of their seats. Leave that process to someone else, and focus your energy on grabbing the attention of top talent before they sign a contract or accept an offer. Gain a legitimate edge over your competition during the job search, interview and negotiation process. Here’s how.
Make a better case.
Start by understanding the kind of case your competitors will present. If they can offer benefits, offer better ones. If they can offer salaries in the low sixties, aim for the high sixties. And if you can’t outbid them in terms of monetary compensation, find other ways to identify and then reach beyond whatever they put on the table. For example, maybe you can’t match their salary offers, but you might be able to provide flexible scheduling, transit discounts, or a more rewarding workplace culture.
Get to know your candidate.
If you open the conversation by listening instead of talking, you may gain a complete understanding of what your candidate actually wants and needs at this point in her career. Maybe they’re looking for something exactly like their last job, but closer to home. Maybe they are gunning for management and they’re willing to put up with a long commute in order to get there. Maybe they have an interest in a certain type of experience, exposure, or industry mentoring. If you can identify this goal and help your candidate get there, this one detail may help you overcome deficiencies in other areas of your offer.
Establish a partnership.
Maybe you can’t give your candidate everything they want right now, but if they step on board and help you grow your business, you’ll have the resources to drive their career forward in a year or two. Don’t make promises you can’t keep, but if you can both support each other’s goals, make this point clear.
Identify deficiencies in their last role.
Why did they leave their last job? If they left because the culture was toxic, build a case around your positive team energy and commitment to employee growth. If they left because they were passed over for a promotion, explain how your company can provide them with opportunities for advancement.
For more on how to attract, onboard and retain the best talent in the marketplace, turn to the Cleveland County staffing and recruiting experts at PSU.