Attracting Passive Candidates


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ERE Webinar from 6/6/2012, presented by Bill Humbert.

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Attracting Passive Candidates

  1. 1. A"rac&ng  Passive  Candidates   Hosted  by     Bill  Humbert  
  2. 2. Passive  Candidates         The  Holy  Grail  of  Recruitment   Bill  Humbert  
  3. 3. Defini&on  of  Passive  Candidate     Misnomer  –  not  candidate  un&l  recruited     Performing  at  high  level  in  current  company   Not  really  looking  for  another  posi&on   Inquisi&ve   Bill  Humbert  
  4. 4. Recrui&ng  is  a  Sales  Process  •  Iden&fy  Need  –  new  or  replacement  •  Create  job  descrip&on  •  Source  poten&al  candidates  •  Interview  –  needs  analysis  •  Offer  •  Compensa&on  nego&a&on  •  Close  •  Delivery  of  candidate     Bill  Humbert  
  5. 5. Job  Descrip&ons   Founda&on  OF:    •  Sourcing  Process  •  Interviewing  Process  •  Selec&on  Process  •  On-­‐boarding  Process  •  Manager/Employee  updates  during  year  •  Annual  Review   Bill  Humbert  
  6. 6. Conflic&ng  Goals?     Occurs  when  there  are  two  opposing  goals     A"ract  vs.  Screen  Out?   Bill  Humbert  
  7. 7. Recruitment  Marke&ng  Metric    Every  me  a  group  of  candidates  clicks  on  your  website  to  find  a  list   of  open  posions,  your  company   loses  one  half  of  them.   Bill  Humbert  
  8. 8. Let’s  Check  Verizon     h"p:// verizonglobalhome/ghp_landing.aspx     Hmmm,  How  About?       Bill  Humbert  
  9. 9. Let’s  Check  RecruiterGuy     Bill  Humbert  
  10. 10. Make  it  EASY  to  Submit  Resume!!  •  Applicaons  are  important  -­‐  and  drive   qualified  passive  candidates  away  in  droves  –   if  required  up  front!  •  Change  process  to  require  applica&on/EEOC   informa&on  to  be  completed  prior  to  onsite   interview.  •  A  candidate  should  be  able  to  submit  resume   when  they  read  job  descrip&on  or  complete   applica&on  if  no  resume.   Bill  Humbert  
  11. 11. The  2012  Recrui&ng  Dynamic   What  tweaks  will  improve  our  process  and  potenally   save  us  money?    1.  Acquire  a  .jobs  Top  Level  Domain  and  point  directly  to   list  of  open  posi&ons.  2.  Move  applica&on  comple&on  to  point  of  mutual   interest.  3.  Include  3,  6,  9,  12  month  goals  in  job  descrip&on  4.  Every  6  months  test  your  recruitment  process  to   measure  the  candidate  experience.  5.  Pay  fewer  recruitment  fees   Bill  Humbert  
  12. 12. Results  of  the  2012  Recrui&ng   Dynamic  1.  Improved  qualified  candidate  flow  2.  Pay  Fewer  Recruing  Fees  3.  Improved  selec&on  process  by  u&lizing  goals  in   your  job  descrip&ons  4.  Be"er  candidates  and  be"er  selec&on  process   equals  be"er  qualified  and  more  engaged   employees  5.  Be"er  employees  equal  more  corporate   profitability  6.  The  improved  results  reflect  posi&vely  on  you     Bill  Humbert  
  13. 13. Next  Steps  •  Point  .jobs  directly  at  list  of  jobs  •  Move  Applica&on  to  Mutual  Interest  •  Sell  the  candidate  on  the  company,  manager   and  job  •  Discuss  Counter  Offer  with  candidate  early   and  ogen  •  A"ract  Passive  Candidates   Bill  Humbert  
  14. 14. Manager Counter Offer Statements By now the candidate and I have had several conversations about the counter offer. They are now expecting one. Oncethe candidate accepts the offer, I ask them to let me know how many of the following statements they hear from various members of management: 1) “I am shocked that you want to leave! I thought you were happy. As a matter of fact, tomorrow we were going to discuss a (promotion, raise, new project, etc.) with you.” (Call me a cynic but the timing is suspect…”) 2) “You are a very valuable employee. We need to see what we can do to encourage you to stay.” 3) “I am happy that you came to me because I planned to chat with you about moving to another organization/project within our company” (that was nixed in a previous conversation). 4) “I am very disappointed that you chose such a busy time to leave our organization. Can’t you see the impact of your departure will have on everyone else?” (RecruiterGuy loves that one. “The manager is trying to put a guilt trip on the employee!”) 5) “Your manager just came to me to discuss your resignation. I asked if I could talk with you. You are a key person in our growth plans. I am sorry we haven’t shared this with you sooner. Let’s sit down and discuss the needed changes…” (generally an executive speaking) 6) “What will it take for you to stay?” (At least that one is upfront in its intent!) 7) “As you know, we rarely make counter offers here. You are such a key person. We will make an exception. What do you want to stay?” 8) “Thank you for coming to me and discussing needed changes. Would you like to lead those changes?” (Generally once you accept the counter offer, the desire to make the immediate changes in the organization dissolves shortly after) Then they will say, “Let’s just finish what you are working on first. Then we will discuss the changes.” (Note – they won’t say “make the changes” again)