HR TIPS FROM OUR CEO
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HR TIPS FROM OUR CEO

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HR TIPS FROM OUR CEO HR TIPS FROM OUR CEO Document Transcript

  • RECRUITMENT & RETENTION Leveraging Your Career Web Site to Deliver the Talent Brand Recent in-depth conversations with SilkRoad technology's client organizations, along with studies from the industry's top research firms, have engendered a new understanding of the role of the talent brand, a strategy that promotes the benefits and unique approach of working for an company and how to best communicate and reinforce it. A strong talent brand is critical to attract top talent. However, during on-boarding — and after — it's easy to assume new hires have accepted the company's value proposition, and organizations often stop or cut down on the activities that won them over in the first place. New hires don't forget this. In fact, if their employment experience doesn't match up with the talent brand presented to them during recruitment, they are more likely to search for greener pastures by renewing their job search. The best talent brands attract top-quality candidates by highlighting why they should want to work for a company and mesh seamlessly with that organization's actual employment culture. A corporate career Web site provides one of the most effective channels to develop and maintain a consistent and identifiable talent brand. Best practices to communicate and reinforce the talent brand through an organization's career Web site include: o Start at the beginning. A company's history is the genesis of the talent brand. People like to belong to a legacy. Including a brief or detailed version of the company's history provides important background and helps candidates understand the company's evolution. Companies with long and eventful histories often include photos of their founders, the first office and other elements to help tell the early story while younger companies focus on innovation and vision. Job candidates also want to know who will be leading them through the next phase of their careers, so include biographies, photos and brief video messages from a diverse range of senior managers.
  • o Let employees do the talking. Candidates love hearing what existing employees think about working for a company. Taking the time to include quotes from existing employees or even video or audio testimonials can provide candidates with information from a future coworker's perspective. This section of the site can even include a "day in the life" section for positions in various departments and roles. It's important to refresh this section frequently, as having current employees feed into the talent brand regularly reinforces their participation in the talent brand. o Provide insight into career development paths. Giving potential candidates a clear view into the possible career paths available at the company can help them decide if the organization is a good fit for their short and long-term goals. Including career-path information for each department and functional area can help potential hires see where they might fit into the company in the future and may even drive them to apply for positions they initially thought might not be appropriate for their skills and experience. o Extend the definition of benefits. The benefits section of the career site should list more than the insurance and available paid time off offered. Highlight any unique benefit offerings and detail benefits that contribute to work-life balance such as flexible hours, telecommuting opportunities and employee sabbatical programs. o Provide the lowdown on location. If the organization has candidates who are considering relocating to a different, city, state or country to join the company, provide information and resources about the location, focusing on common concerns including relocation services, housing, climate, childcare, schools, eldercare, professional organizations and recreational/social opportunities. o Post an ongoing recruiting events calendar. Go beyond advertising recruiting events in the local newspaper. Talent managers spend a significant amount of money on these events. Publishing a list or calendar of job fairs the organization will attend and other recruiting events will drive more candidates to the company. Giving candidates the opportunity to meet talent managers face-to-face is invaluable for them and for the organization's recruiting efforts. Highlighting recruiting events or career fairs where candidates can find the company shows
  • potential employees the organization is growing and actively seeking out quality talent. o Activate automatic job agents. When recruiting, don't risk losing a great candidate just because the perfect position isn't available at the right moment in time. Automated job agents not only provide more candidates, they make the process easier for job seekers by giving them the opportunity to register for automatic e- mail updates on job openings that match their qualifications as they become available. Having a job agent, whether it is used or not, also demonstrates that finding great talent and matching candidates with the right positions is something the company takes seriously. o Consider personalized pages. Talent managers communicate differently by phone and in person with different candidates. Thus, they also should communicate to various groups through the career site in a targeted manner. Having sub-sites within the main career site for different groups of candidates will help deliver the right message in the right voice. Some companies set up a section just for college seniors and recent graduates. Others find it useful to set up sections with specific information by job type such as sales, research and development and finance. Don't let a one-size-fits-all career Web site get inhibit connecting with the best candidates. o Make it simple. Make it easy for them to find the career site from the company's home page, and to navigate the section once they arrive. Ultimately, talent brand is not just a catchy tagline on the career section of an organization's Web site. It is the value proposition for candidates, the essence of the company and what it stands for, its culture and reputation in the talent marketplace. Such an immensely powerful message needs to consistently promoted, internally, externally and across all touch points of the current and prospective employee experience. As a constant presence that's relatively easy to manage and update, a corporate career site can be an ideal venue for talent branding as a component of an overall talent acquisition strategy
  • Going Beyond the Career Portal Successful organizations also may go beyond the corporate career Web site and use talent acquisition technologies to enable insight and action. Competency management tools that profile and identify ideal traits and skills can be used to help companies choose the best methods — whether it's social networking, search engines or e-mail — to connect with potential candidates who meet certain criteria. Applicant tracking systems and employee referral tracking tools then can be used to gain insight into which recruiting sources provide the best candidates. Whether it's through personalized career microsites, automated data-collecting job agents or competency management tools, technology can play a critical role in effective talent acquisition strategies. Companies that most effectively harness new technologies and tools stand to become the most powerful talent brands in tomorrow's economy. Source: http://www.talentmgt.com