Use This Quote When Convincing Someone to Decline An Offer From a Big Company...

"It's better to be a pirate than join the Navy."

-Steve Jobs

Steve Jobs was brutal in many ways, but with his brutality came moments of pure clarity.  This quote is one of those moments. Johnny-depp

The stale way to make the same point is obvious - "Why do you want to go work for that big company?  They're going to bury your talent. You know all those ideas you have?  You won't get to chase any of them at IBM.  They'll just pod you up in the matrix and suck your energy over the next decade, leaving you a husked-out former version of yourself."

Wait - that's actual pretty good.  A more standard version is "You're going to there and be bored immediately."

Still, I like the clarity of the Jobs quote.  If you're working for a smaller firm, you need every competitive advantage you can get as you fight for the hires you need.  This quote, while not perfect, is a good tool to have.

It just so happens that the only people that it works on are the people who are actually inclined to believe that they're more than cogs in the corporate wheel.  Use this quote on a person who's happy being a cog, and they might dance with you a bit - but ultimately they're going to grab for the security that only thousands (often tens of thousands) of employees can provide.  Doesn't make them bad people or not talented - it's a preference for security and risk management.

But they're looking to enlist with a big entity like the Navy - not roam the seven seas on that cool, but rickety boat you call a company and wonder if you'll be around in a year.

If you're at a smaller firm, the best hires you will make are the people that don't look like pirates - but have it buried in their DNA.  If you think you have one of those people, I'd talk in broad terms about the pirate-like things you're going to do at your company.

Pirates like Johnny Depp, BTW - not Somali pirates.

Go buy some eye patches for your next round of interviews. Dare a candidate to ask you why you're wearing one.


What Sales Rep Title Will Generate the Most Traffic to Your Job Posting?

Great research and post over at OnGig related to which Sales Titles generate the most traffic to job postings.

You can click on the image to the right to blow up the pie charts to a more readable view. Sales titles

To summarize what OnGig found, here's some numbers on the most prevalent sales job titles and the traffic they generated.  Take a look and we'll talk about it after the jump:

Sales Associate:

# of Google Searches per month:  37,900

# of Results on Indeed.com: 148,582

Sales Representative:

# of Google Searches per month:  15,800

# of Results on Indeed.com: 42,775

Account Executive:

# of Google Searches per month: 13,300

# of Results on Indeed.com: 16,312

Business Development Manager (BDM):

# of Google Searches per month: 8,000

# of Results on Indeed.com: 4,638

Salesperson:

# of Google Searches per month: 6,700

# of Results on Indeed.com: 5,229

What's it all mean? Go read the OnGig post for greater depth, as they have quality insights into the trends into the sales world. Here's my thoughts:

--Sales Associate is going to net you people who want to work in retail. If that's not you, don't use the title.

--When comparing Sales Representative vs Account Executive, I would tell you that the higher end the sales position, the more it leans to "account executive".  My experience is that the AE title delivers more white collar sales pros who are "hunters" vs "farmers" in sales world.  Also notable is that while there's almost 3X as many Sales Rep positions as there are AEs, the search traffic is the same - meaning there's no penalty for using the AE title if a hunter is what you're after.

--Business Development Manager (BDM) - if your intent is to find an independent sales pro, be careful with manager titles in the posting. Better to use Sales Rep or AE to clarify what you're looking for, then give them whatever title you need to in your company's convention of titles once they are hired and in the door.

--Not listed here but a problem - the use of Account Manager as a title. If you're looking for a hunting sales rep and post using the AM title, you're inviting relationship people who aren't used to hunting to apply for your role. You'll either tell all of them no or make an ineffective hire - either way you lose, so stay away from that title if closed new business is your goal.

As with all job postings, title matters. So does a clean, effective job posting that allows people to see what's most important to you, and most importantly - opt out without applying if they aren't a fit.

Be clean on title and what's most important to you early in the posting, and your false positive hires will go down.

Happy Hunting!


Video Interviewing: It's OK to Love It, Just Know S**t Will Probably Get Real...

It's hard not to like video interviewing solutions as an HR Pro or Hiring Leader. After all, what's better than seeing how someone communicates on a basic level with some simple questions before you invest your time to bring them in and commit a minimum of an hour to interview them live?

We've all been to the bad place - you phone screen someone and it goes fine, then bring them in live and within 5 minutes, you know it's not going to happen. Video interivewingVideo interviewing can prevent that.

To be clear, I'm not talking about Skype or similar solutions when it comes to video interviewing - I'm talking about robust situations designed for the top of the funnel - when the candidate applies, they are getting a chance to answer 5-7 questions, the audio of which is designed to really replace the phone screen, and the video of which is to make sure they have the command and presence necessary to do well with your hiring manager if you bring them in live.

Of course, there are some issues with video interviewing. The first one is obvious - even in 2020 (I'm rounding up, folks), most people in the world today aren't comfortable firing up the smartphone or laptop camera for an on-the-fly, taped 1-way interview. It freaks them the F out, which means you're losing good talent because they can't deal with this digital test.

The second issue is one related to bias. There's been a lot of discourse lately about the presence of unconscious bias, and if that topic continues to trend and cause us to do things like redact certain portions of resumes, then showing all identifiers via a video interview can't really happen. In a world concerned with unconscious bias, a solution with risk of straight up, old-school bias seems destined for the scrap heap.

The third issue? The video interviewing solutions really stretching the boundary claim to have AI in mix that can measure items like "personal stability".  If that seems like more than our legally challenged world can bear, you're right. The FTC is being asked to investigate HireVue (a leader in the video interviewing industry) for their use of AI in the hiring process. It’s probably one of the first of a series of challenges to the use of AI in HR. More from TechCrunch:  

"The Electronic Privacy Information Center, known as EPIC, on Wednesday filed an official complaint calling on the FTC to investigate HireVue’s business practices, saying the company’s use of unproven artificial intelligence systems that scan people’s faces and voices constituted a wide-scale threat to American workers.

HireVue’s “AI-driven assessments,” which more than 100 employers have used on a million-plus job candidates, use video interviews to analyze hundreds of thousands of data points related to a person’s speaking voice, word selection and facial movements. The system then creates a computer-generated estimate of the candidates’ skills and behaviors, including their “willingness to learn” and “personal stability.”

Video interviewing solutions have long listed bias concerns and generally non-progressive, non-rationale hiring managers who make flippant decisions as threats to their future.

It will be interesting to see where the privacy world's issues with video interviewing go in the future and how those concerns stack with unconscious bias to impact this industry.


Today at the Michigan Recruiters Conference: Influence and Negotiation in Recruiting...

I'm hitting both coasts of Michigan this week to share a stage with some of the best at the Michigan Recruiter's Conference.  Crazy lineup of speakers - how's the saying go? If you're wondering who the weak one is, it's probably you?

Make sure you come up and say hi if you're up north this week.

My topic is as follows:

For those liking formality: How to Increase Your Ability to Influence and Negotiate

For those liking honesty: How to Raise Your Recruiting Game By Thinking Like a Money Hungry VP of Sales 

It's all about playing offense.  Here's your title slide (email subscribers click through for art):

MI Recruiters Conf

I have 7 strategies ripped from Sales to help recruiters manage things like hard to handle hiring managers.  Along the way, we'll play games like "Dude(ette), Does It Suck?", which is designed to show how badly you might need these strategies.

Tim Sackett does a great job with this conference and I can't think of anywhere I'd rather be than in Michigan in the winter. His speaker swag bag WAS OFF THE CHART though.  Coach bag, Pistons gear and a Shinola journal.  Simply the best.

Say "What Up, KD" if you're at the conference today.


What We Can Learn From the Kohl's Response to the Amazon Crack Pipe...

Hi Capitalist Readers - 

I'm up at Fistful of Talent with some notes on what we can learn from the recent decision by retailer Kohl's to become a return center for Amazon. Here's a taste, hit this link to get to whole article at Fistful of Talent:

"In case you missed it, Retail – at least of the normal variety – is on life support.

We’re all to blame. That big sucking sound you hear? It’s the gravitational pull of Amazon, giving you two-day one-day delivery you didn’t even know you needed, but now expect. Amazon has a history of innovating, taking the long view of changing your behavior completely, reinvesting profits in the business to keep you coming back to the crack pipe of unlimited choice and immediacy and yes, paying almost no corporate taxes.

What could go wrong?

But I digress. I’m as guilty as anyone, seeing how I recently ordered two sizes of the same jacket from Amazon because I couldn’t be bothered with a single one not fitting and having to repeat the process. So I ordered two, then got the jacket and decided like an impatient aristocrat of the KG3 variety to send both of them back because I didn’t like it. The humanity!

I was an Amazon Aristocrat until I returned the jackets. You know how I returned them?

I went to ****** ******* Kohl’s."

Get the whole post at Fistful of Talent by clicking here!


Your Employment Brand (Once Done Right) Probably Needs Less Refreshing Than You Think...

Quick post today related to employment branding and HR marketing.  The big thought is this:

You get sick of your own stuff at a much more rapid pace than the marketplace does.

Trust me, I'm somewhat of an expert related to being impatient with things that are done well.  But the reality is that once you (or I) create something, we see it more than anyone Brandelse. Whether it's a comprehensive employment brand strategy or simply an analog handout you're using at job fairs, you see the creative related to your employment brand about 1000x more than anyone else.

The result? You and I call for dramatic recasts/redos of employment brand artifacts much sooner than we should.

Let's offer up some realities in support of this:

1--You are responsible for creating the brand around your HR/recruiting/talent practice at your company.

2--You do the work. It's like having a child. It's a LOT of work, and once done, you hopefully feel good.

3--You see the brand EVERY day. The imperfections and woulda/coulda/shoulda grind against you on a weekly, if not daily basis.  A year in, you're sick of it and thinking about doing it again.  It feels necessary!

4--THE DIRTY SECRET TO REMEMBER - nobody gets exposed to your employment/HR/talent brand at the same level you do. You're sitting on Main Street in Chernobyl related to your brand, everyone else is thousands of miles away.  They come around every once in awhile, get what they need, then leave. They come back occasionally.  THEY HAVE NOWHERE NEAR THE BRAND EXPOSURE YOU DO AS THE CREATOR.

The rule of seven in marketing says that prospects have to hear messaging 7X before they get it.  Whether it's an internal HR brand or an external employment brand you've create, PLEASE RELAX.  If you did a great job on it and are proud of it, don't recreate it every 12 months.

Chill out.  If your brand efforts in recruiting or HR sucked the first time, then by all means, recast it and make it better.  But remember, no one is seeing it as much as you are.

I think a good rule of thumb for a brand done well is to look at a rebrand at the 3-4 year mark.  If you've had the same brand for that period of time, I think it's OK to think about a HR/recruiting brand refresh.

I'm reminded of the power of leaving pretty good alone by our website at Kinetix.  We get comments on how much people enjoy it on almost a weekly basis.  If you asked me or my partner, Shannon Russo, what we want to do differently, we've have a laundry list of items.  But based on the continuous feedback, we'd be suckers to change it too much.

Once your brand is good, don't rush to redo it.  Add depth to the brand components, tools and messaging you already have rather than starting from scratch.

This public service announcement is provided to all my OC friends in HR and recruiting.


BUILDING CULTURE THROUGH RECRUITING #4: Building Your Employment Brand...

Capitalist Note: This post is part of a series on Building/Reinforcing Company Culture Through Great Recruiting and Talent Acquisition Practices. 

Let's face it people, "company culture" is a loaded phrase. Some of it is real, some of it is aspirational, but one thing on my mind recently is that as we try to build the culture we want at our companies, we forget about the messages we send in our recruiting process.

So you're proud of your culture - cool!  Let's dig in and see if you're reinforcing that culture in all the gritty details of your talent acquisition/recruiting process. Remember - if your TA/Recruiting process doesn't match and promote your culture, you're not going to get the fit/matches you need in the candidate marketplace.

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It's fitting that I waited until the 4th post in a 5-post series on recruiting and culture to talk about Employment Branding

Building an impactful Employment Brand to signal cultural norms to candidates, encouraging opt-in/opt out in the recruiting process (including your career site, KinetixSR social, ATS messaging, job postings and more) is an important topic.

But the position of your employment brand is not the most important thing when it comes to linking your recruiting practices with your culture.  The posts that came before this one - building your recruiting team and core practices, values/potential factors positioning and use of assessments - are requirements before you turn you attention to brand.  You have to know who you are and how to measure that in candidates before you can accurately tell the world that story.

Still, Employment Brand matters - a lot. There's a lot of buzz about Employment Branding these days, and as a result, a lot of smoke and mirrors related to what you need. To put our view in the simplest terms - you don't need a lot of fancy tools to ensure your employment brand supports the culture you're trying to build. That's the good news.

The bad news - or challenge if you will - is that great Employment Brands require an initial and ongoing effort to support from a recruiting ops perspective. At times, you'll wonder whether the work is worth the effort, but our collaboration at Kinetix with many, many clients suggests that companies who follow a specific plan related to Employment Brand always win in the candidate marketplace.  

Here's our list of the most important things to remember and work on as you develop a great Employment Brand to match the culture you're building at your company:

1—Revamp your career site with an eye towards authenticity, your biggest recruiting challenges and cultural themes.

Let's start with a basic thought - if you're careers site isn't highly visual, you lose. To build on that thought, your site must include art (images and video) that shows real employees doing work - no stock art. Authenticity is built by weaving these real people into stories (more on that to follow) that precisely provide the narratives you want the world to hear.  Limited real estate on any career site means you must be a bit selfish related to the stories you tell - focused on your biggest recruiting job group needs and the behavioral traits/competencies you believe define your culture.

2—Storytelling is king – a great careers/employment brand presence must include deep profiles of people actually doing the work.

In the competitive world for talent, static people sites aren't enough—you've got to show candidates fresh content regularly. A cornerstone of your approach should be storytelling - written articles showcasing your awesome employees and culture. This written content is fundamental to the your employer brand and creates content across multiple specialties and career paths. This storytelling should focus on the work - the good bad and ugly about doing a job at your company, with limited bad and ugly messaging (think 10% of the story) building authenticity and creditability.

While written content is key for SEO, the world expects video to be part of your employment brand. By creating quick-hitting videos showcasing your culture and specific departments/functional areas, candidates feel as if they’ve received an insider’s view to what it’s like to work at your company.

3—Your careers site is the destination, social is a means of distribution (as well as engagement).

Most of your competitors have a weak careers social media strategy, simply posting jobs. To be best-in-class, you'll need to create careers-focused social media channels rich with focused content, curation, responsiveness, and more.  There's synergy in the storytelling approach we're recommending for your careers site, since every employee profile you create (written and video) becomes content from which you can create social media posting schedules that support your employment brand beyond simply posting jobs.  For best results, create broad schedules of social content across the major social channels (we recommend you start with Facebook, LinkedIn and Instagram), focused on your storytelling, as well as curation from other sources at your company and the outside world that support the culture you're trying to communicate and the jobs you're trying to fill.

4—The right employment brand content unlocks candidate engagement strategies most companies can’t consider.

By now, you probably get the strategy of linking candidates to your culture through employment branding efforts. Build a great career site showing real people doing the work, tell the stories of great employees in a way that's linked to your culture and your toughest recruiting challenges, then share those stories through your careers-based social strategy. Rinse and repeat for best results. But ongoing discipline to storytelling unlocks true competitive advantage

Follow our advice related to authentic storytelling, and you'll have the ability to execute on multiple employment branding initiatives in a way your competitors can't touch. Targeted email marketing is a great way to distribute content to talent communities and interested candidates, driving engagement and keeping candidates interested in the opportunities available at your company. At Kinetix, we see a 40-50% open rate across our clients on these types of email campaigns focused on talent pools. As you continue to tell stories about your culture and specific job groups, your career site can build into micro-sites based on cultural competencies or job specialty - which can be used by recruiters in direct communications with prime candidates.

Your competitors will say they're building talent pools. You'll do it and actually have something to say once the talent pool grows.  Advantage: You.

Storytelling wins when it comes to building an Employment Brand and linking it to your culture.

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Views expressed are the product of the school of hard knocks, which includes watching my team at Kinetix represent great companies and brands on the RPO recruiting trail. Reach out if you ever need recruiting help while you build something great.


BUILDING CULTURE THROUGH RECRUITING #3: Assessment Platforms in Selection...

Capitalist Note: This post is part of a series on Building/Reinforcing Company Culture Through Great Recruiting and Talent Acquisition Practices. 

Let's face it people, "company culture" is a loaded phrase. Some of it is real, some of it is aspirational, but one thing on my mind recently is that as we try to build the culture we want at our companies, we forget about the messages we send in our recruiting process.

So you're proud of your culture - cool!  Let's dig in and see if you're reinforcing that culture in all the gritty details of your talent acquisition/recruiting process. Remember - if your TA/Recruiting process doesn't match and promote your culture, you're not going to get the fit/matches you need in the candidate marketplace.

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HR and recruiting leaders love assessment platforms. There's a good reason for that - it's incredibly hard to hire the right person for a specific job/company, and the right assessment platform can neutralize challenges in the interviewing skills of hiring managers and help you make the right selection decision. In addition, assessment platforms unlock the talent geek in all of us - we're fascinated by the science and validity of these tools.

Properly used, the right assessment platform can also help you build/reinforce company culture. But Rookietoo often we onboard assessment tools that are poor fits for our company culture or send candidates mixed messages about what's most important to our company. The result is we miss on top talent because we're focused on the wrong things.

Good news - there's a simple roadmap to follow if you want to use assessment platforms to identify top talent and drive culture, all while ensuring your organization has the diversity necessary to meet business challenges.  

1--When selecting a Behavioral Assessment platform to use in your recruiting process, size matters. It's easy to get lost in the science of behavioral assessments and want it all. With hundreds of providers competing for your attention, the result is bloat, as measured by how long it takes a candidate to complete the assessment (too long) and the size of the output report back to your recruiters/hiring managers (too many pages). 

Select an assessment platform that's light in both of these measurements. Simple things get used, complex things don't. An assessment platform that takes more than 20-25 minutes to complete is net negative to how a candidate views your culture, and any assessment report that can't be summarize a candidate to a hiring manager in a single page is unlikely to be used in a meaningful way.

Size matters. Be OK picking an assessment platform that provides 90% of the value in 50% of the time. 

2--Assessment platforms using pass/fail designations rob your company of behavioral/situational diversity.

Many assessment platforms sell the ability to give you a pass/fail, hire/don't hire answer on candidate selection. While this feature of certain assessment platforms is attractive, resist the urge to deploy this type of solution. The reality of selection in your company is much more nuanced than a hire/don't hire assessment solution can provide.

Deploying an assessment platform to assist in building/reinforcing culture is more complex. The reality is that hire/don't hire recommendations will only be available for specific jobs, and to truly use assessments for building/reinforcing culture, you'll want to use them for every job in your company. In addition, pass/fail designations rob your company of candidates who provide behavioral and situational diversity, whereas viewing each candidate profile across a variety of dimensions allows you to make tradeoffs and hire candidates who might have been rejected - with the expectation they'll need to be coached in certain areas

If you're building a great culture, it's likely you'll be committed to building a culture of coaching and feedback. There's no better example of this than looking at a team of 8-10 people across the assessment dimensions you use (recommend no more than 8 dimensions for simplicity) and seeing differences as well as similarities. Behavioral diversity matters, and you can't accomplish it with platforms that sell pass/fail.

3--The modern world of work mandates some behavioral categories are more important than others.

"Life moves pretty fast. If you don't stop and look around once in awhile, you could miss it."

That iconic quote from Ferris Bueller's Day Off underscores what everyone reading this understands - in today's business world, speed matters. There are few environments left where change doesn't occur on a daily basis. 5-year strategic plans have been replaced with a quarterly, if not monthly, focus.

As a result, some behavioral dimensions are more important than others to provide cultural and business fit.  To find cultural fit in the world of change that likely exists in your company, we recommend use of a solution that includes a cognitive element (helps you measure the ability to take in large amounts of data and make quick, accurate decisions) as well as rules orientation (measures comfort in unstructured, chaotic environments).

Add in dimensions like Detail Orientation and Sensitivity (both help measure ability to execute), and you've got a playbook for a candidate who can thrive in a culture of high change.  

4--Post-hire use of your behavioral assessment platform is key in developing a culture focused on employee development.

To truly unlock the ability to use assessment platforms to build and reinforce culture, you'll need to ensure that they're used after you've made your hiring decision. This requires partnership and collaboration between Talent Acquisition/Recruiting and the rest of the HR function.

First up - repurpose your assessment used in selection as an onboarding tool. Train your managers on how to run a session to share the assessment results with each new employee, describing what each dimension means and where the onboarding employee falls in those dimensions. Turn this 1/1 session into an introduction to coaching in your company culture by having the manager share "two strengths" (dimensions that will help the employee do great things) and "two opportunities" (dimensions that might trip up the employee from time to time if awareness is not high).

This 1/1 session sets the stage for future coaching and unlocks the potential of the recruiting assessment to maximize the company culture you're building moving forward.  

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Views expressed are the product of the school of hard knocks, which includes watching my team at Kinetix represent great companies and brands on the RPO recruiting trail. Reach out if you ever need recruiting help while you build something great.


BUILDING CULTURE THROUGH RECRUITING #2: The Impact of Values, Potential Factors and Competencies...

Capitalist Note: This post is part of a series on Building/Reinforcing Company Culture Through Great Recruiting and Talent Acquisition Practices. 

Let's face it people, "company culture" is a loaded phrase. Some of it is real, some of it is aspirational, but one thing on my mind recently is that as we try to build the culture we want at our companies, we forget about the messages we send in our recruiting process.

So you're proud of your culture - cool!  Let's dig in and see if you're reinforcing that culture in all the gritty details of your talent acquisition/recruiting process. Remember - if your TA/Recruiting process doesn't match and promote your culture, you're not going to get the fit/matches you need in the candidate marketplace.

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Do you have a mission statement or company values? (which we'll combine and simply call "values" or "company values" from here on out)

More importantly, do you have values that can actually be a net positive in your recruiting Netflixprocess?  With the job market hotter than ever, lame values won't cut it - candidates can smell phony or inactive company values that aren't real a mile away.  

Why have candidates become so adept at calling bullshit on our aspirational value statements? It's because so many companies claim items like "integrity" and "communication" to be part of their value structure.  Those are great values to have (and the need for them is real), but when everyone is claiming the same broad set of values, it's hard to stand out.

So how do you create company values that reinforce the culture you have and make candidates view you as an employer of choice? Here's 4 keys from our experience with our many recruiting clients at Kinetix: 

1--Make sure your company values invoke a sense of broader purpose and reflect the current challenges/mission you have. Candidates are increasingly seeking a sense of purpose in their work, so it makes sense to embed purpose in your values through connection to Corporate Social Responsibility (CSR) themes.  Companies like Unilever have gone all in on this approach and even mandated executives assign a purpose to every product in the company's portfolio. An examination of how Uber's company values changed after a period of turmoil show a transition from focusing on winning to working with others, serving community and valuing differences. Intent of your messaging matters.

2--Consider Potential Factors as an alternative to values when communicating culture. Some companies have made the decision to replace or supplement company values with Potential Factors. Potential Factors (and their related cousin, competencies) are designed to identify what a company values most in talent and as such, serve as a guide in how that company hires, promotes, rewards, and at times, fires. Your process for determining Potential Factors at your company revolves around what makes high performers at your company (regardless of position) successful.  

3--Consider swinging for the fence by activating audacious goals/themes across your mission, value statements and cultural collateral. Nothing activates candidate interest like big goals that stand out from the crowd called BHAGs (big, hairy, audacious goals). What are you chasing that's big? Are you brave enough to say it? Nike used a BHAG in the 1960's when their cultural goal was to "crush Adidas".  Elon Musk is using BHAGs at SpaceX today by pledging to put humans on Mars by 2024. For a more subtle approach, revisit the Netflix Culture Deck, which states that the goal of the streaming giant is to build a team that resembles a pro sports team rather than a traditional workforce.  

4--For true cultural activation, your values should appear across the recruit/perform/succession continuum. When it comes to communicating values, potential factors and BHAGs, most companies develop company values, print some posters, add pages to the intranet and call it a day. While developing an attractive set of values can help you on the recruiting trail if communicated properly, to truly unlock the cultural potential of values, companies must ensure values appear across the recruit/perform/succession continuum. That means once you develop values, you have to measure your people on their effectiveness in displaying those stated values to get results (regardless of their job) and ensure they impact promotion/succession decisions as well. 

If your values and other cultural tools aren't a part of your performance/succession process, you've got some work to do, either by incorporating what you have in those tools or starting your values/potential factors process from scratch.

Ideas matter when it comes to getting your share of great talent. Of course, you have to back that up with operational excellence in your people practice once you onboard candidates.

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Views expressed are the product of the school of hard knocks, which includes watching my team at Kinetix represent great companies and brands on the RPO recruiting trail. Reach out if you ever need recruiting help while you build something great.


BUILDING CULTURE THROUGH RECRUITING #1: Your Team and Process Matters More Than You Think

Capitalist Note: This post is part of a series on Building/Reinforcing Company Culture Through Great Recruiting and Talent Acquisition Practices. 

Let's face it people, "company culture" is a loaded phrase. Some of it is real, some of it is aspirational, but one thing on my mind recently is that as we try to build the culture we want at our companies, we forget about the messages we send in our recruiting process.

So you're proud of your culture - cool!  Let's dig in and see if you're reinforcing that culture in all the gritty details of your talent acquisition/recruiting process. Remember - if your TA/Recruiting process doesn't match and promote your culture, you're not going to get the fit/matches you need in the candidate marketplace.

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Every wonder if you have the right team and recruiting processes to support the communication of the culture have or are in the process of building – across the recruiting/TA team, interviewing approaches with hiring managers, application processes and more?

It's a loaded question. K1

You can have a culture that's one of the best in your industry - Googly even! - and if your recruiting team and the TA process don't support that culture, you're going to miss on the talent you need.

Conversely, if you're currently building your culture to a desired future state, getting some of the aforementioned factors right can help you get talent you might not yet deserve in the food chain of how candidates rank companies in their minds.

Here's some key areas to look at if you want your recruiting team and processes to support the communication of the culture you have (or are in the process of building):

1--Look to build a team of recruiters who look and sound like salespeople.

Say it with me - Recruiting is sales. If you have low energy recruiters who are transactional in nature and can't/won't sell the value proposition of your company, you're never going to get your fair share of the top talent you need to drive business results.  Notice I said top talent. Recruiters who don't want to sell can get you average talent, but only those who are willing to sell will help you get talent beyond what your brand and market position deserve.

The best way to spot a recruiter who is a sales person is to use a behavioral assessment with a cognitive component.  Markers of a salesperson look like this:

--High Cognitive
--High Assertiveness
--Low Rules
--Low to Mid Sensitivity
--Mid to High Extroversion
--Low Team (means they want an individual scoreboard that resets monthly, not that they are a bad teammate)

Find this profile with recruiting experience and you've got someone who will routinely sell your culture with the right tools and motivation from your leadership.

2. Match the length and intensity of your "apply for an open job" process with your culture.

Who are you? Are you the uber-serious company that requires a top secret clearance to make a hire, or are you pitching progressive workplace policies and a chill atmosphere? Somewhere in between perhaps?

How long it takes for a candidate to apply for a job should match your cultural intention. It's all about expectations. You can't have a 30-minute apply process and expect to exude an "it's all about the people" cultural vibe.  

There's no mandate you have to have an apply process that takes 2 minutes. You do you - but  remember you're signaling who you are as a company and what it's like to work for you.  Keep in mind your design in this area is a choice - and generally not mandated in a legal way. Items like "definition of an applicant" are more subjective and open to your positioning than you realize - even if your lawyers are telling you something different.

3. Post-Apply Messaging to candidates matters a lot.

You work hard to attract interest to your company's employment brand. You spend money to drive traffic to your career site/job openings and convert that traffic to applicant flow. 

Then something magical happens. Candidates who applied for a job at your company get an automated message from you, and that's the moment of truth.

"Thank you for your interest in Acme Industrial Products. Your credentials will be reviewed and we will contact you if there is an appropriate match with an open position. Due to the quantity of responses received for each job posting, a personal response to each candidate with further status updates will not be available. Your resume will be maintained in our files for one year and your qualifications will be considered for any future openings.

Gross.

Does that initial response to the candidate match the culture you're trying to build? Of course not. Most ATS messaging can be customized, so there's no reason NOT to sound like a human who is actually interested in the candidate who's taken the time to apply when these automated messages go out.

Rewrite the messaging provided by your ATS provider. Sound like a human without overpromising, have some fun and if available, share links to great content on your career site that gives candidates a look into a day in the life at your company.

4. Have a plan when it comes to interview day - and create a high quality experience. 

Momentum is key when it comes to a recruiting process that reinforces your culture, and interview day is a test of sorts. 

A test for your culture as well as the candidate.

To pass this cultural test, you'll need organization and quality. Organization is the easy part, with agendas going out to the candidate before they arrive, warm greetings, tours and most importantly, qualified, empathetic interviewers who can sell your company and the culture you've built.

Qualified interviewers are generally trained and have a methodology (think behavioral interviewing, etc.), as well as empathy during interviewing sessions. That design is all about making the candidate feel like the process is a conversation - even as you get exactly what you need as an interviewer. Natural interviewers can do it all - including selling your company, culture and the opportunity. For everyone else, you're going to need a training plan to get most of your hiring managers and interviewers up to speed.

We send signals on culture with every contact we have candidates (personal and automated). Make sure your messages match the culture you have or the culture you're in the process of building.

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Views expressed are the product of the school of hard knocks, which includes watching my team at Kinetix represent great companies and brands on the RPO recruiting trail. Reach out if you ever need recruiting help while you build something great.