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Must you fend off candidates as a substitute of attracting them?

10, 2020

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The opinions expressed by the entrepreneur's contributors are their own.

What if the key to disrupting the recruitment industry was so easy to keep the wrong candidates from applying for your job? Think about how much time and energy is spent screening applications, interviewing candidates, and ultimately rejecting those that don't fit your company. Or worse, how many people accept offers to leave your company once they recognize some of the challenging aspects of your culture? Resource consumption is an enormous cost factor for companies that are already in an uncertain economic environment.

I recently had the opportunity to speak with Charlotte Marshall, co-author of the new book "Give & Get Employer Branding: Fending Off the Many and Forcing the Few with Effect, Purpose and Affiliation and Global Employer Branding at Danaher Corporation" Current status of the recruitment industry and why it is ready for change.

In the book, you discuss the unique mark of adversity. What does that mean and why is it important?

Give & Get examines the intrinsic relationships between the effort, commitment, and sacrifice required to feel the impact, purpose, and belonging that you can find in it. Your employer brand and EVP [Employee Value Proposition] will be much more effective if you combine the strengths, advantages and opportunities with the adversities that people have to accept to be successful in your company.

It is your specific difficulty mark that sets you apart from others. Possession could be exactly what helps you attract and retain the right talent, while preventing the rest from overwhelming your talent funnel with unqualified applications.

Related: Yes, there can still be positive disruptions in the workplace

What are the revolutionary steps companies need to take to attract, retain and retain talent?

Most companies see their EVP as an opportunity to sell their company to candidates – to demonstrate their strengths, benefits, and opportunities. However, this is only half of an effective EPP. The best type of EVP is a one-way street in which transparency is shared about the real employee. This means being open to organizational weaknesses, cultural conflicts and potentially negative behaviors, even if this means that some candidates are put off. In truth, that's exactly what you want to do: You repel the many to force the few who will really succeed in your company.

People are attracted to authenticity and truth. It's lovely when people use self-deprecating humor. It is refreshing when someone admits a weakness. As an organization, you must have the courage to be vulnerable. Admit the gaps. To talk about the challenges, the adversities and the long way.

That is a great point. Employee experience begins during the application process, but rejection sounds too negative.

Recruitment is mostly in the rejection business, a terrible waste of time and money with significant human costs on both sides of the process. One of the most effective ways to improve this situation is to use your employer brand to help more people choose themselves from the process before they apply.

There is a clear economic factor involved. The more applications you have, the more you have to invest in man hours and administrative costs to filter them and find the proverbial needle in a haystack.

The potential impact on the employer brand is equally worrying. Let's say your organization has 1,000 employees and your turnover rate is 15 percent a year. The national average for CVs per job request is 250. This means that approximately 37,350 people are turned away each year. If every person has a social network of 500 people, your brand awareness is over 18.5 million people who have potentially negative opinions about your company.

How does sharing the full truth of corporate culture create a more effective employer brand and EVP from the applicant's perspective?

How can candidates imagine if they have what it takes to succeed if you don't first show them what it takes? If you want to define an authentic employee experience, look for the adversities in your company. Especially when we decide whether to stay or join an organization, there are three main issues we want to address: purpose, impact, and belonging.

To evaluate and evaluate each of these goals, we first have to estimate how difficult it will be to achieve each one. Without understanding the adversity ahead and the size of the challenges, the candidates cannot determine whether they have what it takes. The solution is to create a meaningful value proposition for employees that offers a mutual exchange of values.

As a D&I manager and lawyer, the concept of hiring for a cultural fit feels more exclusive than inclusive. How does that happen in the world of talent acquisition?

Culture Fit was overused to articulate the value of culture. While the feeling behind the words was to promote diversity and inclusion, it is quite restrictive in the literal sense. "Fit" implies that there is a certain type of person for an organization that questions the basics of what D & I stands for.

Companies are now realizing the value of diversity, which leads to more innovation, productivity and value. People value inclusiveness and a sense of belonging. The new goal of "add culture" takes into account and recognizes the value of differences much more effectively.

Related topics: Now is the time to integrate diversity and integration initiatives into your employee programs

How do companies fill the magic of their organizations and define what makes them special?

A good employer brand can remind people why they do what they do. A top-notch employer brand gives you the ability to recruit willing attorneys, ambassadors and brand activists who knowingly protect, promote and disseminate your employee experience and the culture that drives it.

The written architecture of your employer brand must contain enough information so that applicants can see whether your company is suitable for them and at the same time exactly reflect what it feels like to be part of your company. Your employer brand must resonate with your internal audience in such a way that they proudly agree to what it is like to belong and contribute to the purpose of your company.


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