The secret of my success is that we have gone to exceptional lengths to hire the best people in the world." Steve Jobs
Great business leaders agree that their company’s success depends on their people.
People are assets and like any asset if you invest wisely in them the returns will follow.
The ‘exceptional lengths’ that Steve Jobs referred to is an indication that some time, effort and cost is going to be required in order to find these exceptional people.
Shortlisting from C.V.’s only is limiting and one dimensional. To find great people that will make a difference in your business we have to venture beyond the obvious job related criteria in our search for them. Here are three dimensions generally not found in a CV, that can make a significant impact on whether you are hiring the best person for the job:
A key ingredient is finding a good fit for your company culture – people who share your values, passion and direction.
Attitude is something that is not always evident at first in an interview and often needs some probing to surface.
Hire for attitude over skill. Whilst a basic skill set and competency is a given in any job – most skills can be trained but attitude cannot. Seek people who are enthusiastic, humble, hungry, who have integrity and a good work ethic.
Exceptional employees want to be compensated fairly, have good working conditions, be challenged and extended and often seek a position with room for growth.
The applicant’s motivators need to be understood and addressed in a meaningful way by the employer in order to ensure a fully motivated employee in the workplace.
Time and effort is required to identify these often missed selection criteria not evident in the applicant's C.V. and that is where we come in. Working with a recruiter who understands your business and goes to exceptional lengths in search of the best people, is an investment in your organisation’s future, that will yield the exceptional returns you are looking for.
Let’s chat about how we can make a difference in your life!
A Dicey Situation!
Proactive Employers and Employees take note of this Employment Reality!
Don’t gamble or leave things to the throw of the dice – be one step ahead of the game.
We have seen a notable increase in companies making counter offers to employees following their resignation and employees accepting these counter offers.
Why are counter offers trending?
As mentioned in our August blog – whilst unemployment remains high, talent and good skills are scarce.
More and more employers are resorting to counter offers in an attempt to retain employees with hard to find skills.
Money is not necessarily the primary motivator for employees seeking greener pastures, yet money is often the motivator for them staying.
This raises a few issues:
What employers should consider before making a counter offer?
- You may be setting a precedent by sending a message to other staff that the way to get an increase is to present you with a job offer. Others may feel disgruntled knowing that their colleagues have received an increase, not in recognition of their performance but simply because they placed pressure on you. This may also raise questions amongst your staff as to how market related your salaries are.
- There are clearly longer term risks of driving your salaries bill up by 'encouraging' employees to challenge current remuneration levels in your organisation.
- Have you addressed the real reason the person wanted to move – boredom, lack of challenge, opportunity or management support? Are you going to be able to deliver and meet their aspirations going forward or are you just delaying the inevitable?
What should employers do to retain good staff?
A good place to start is to develop a Retention Strategy which encompasses areas such as:
- Hiring the right staff – this is where it all begins. Besides the overall job and person specifications, organisational fit should be a key aspect in recruitment.
- Conducting regular performance reviews – providing employees with a realistic view of their contribution and areas for improvement.
- Developing clear Career Paths – so employees can see their future in your organisation.
- Developing succession plans – which indicate a future for key staff and which takes the pressure off you having to make a counter-offer, as you are able to fill the position.
- Market related remuneration packages.
- Employee development plans.
- Open communication.
What employers should consider when recruiting.
- Careful consideration should be given to the package offered - including money and career prospects. Be mindful that an applicant may get a counter offer and that you may lose the opportunity to bring that person on board if your offer is only a marginal one.
What employees should consider before accepting a counter offers?
- Is the counter offer simply sugar to help you swallow a bitter pill? You should reflect on the real reasons for looking elsewhere. Whether it was career advancement, working environment, money or management style, does the counter offer address the problem?
- Has trust been broken and will you be viewed with suspicion every time you leave the office? Will your employer feel insecure as to your long term commitment and how will this affect your career progression?
- Are you simply flagging to your employer that you may not be around for long and that they need to find a replacement for you?
- Are you burning bridges? Employers that are rejected, especially after they have made you an offer, feel resentful of time wasted and many, even years later, won’t consider you.
What should employees do to avoid the “uncomfortable” counter offer?
Think about your response to a counter offer before starting your job search. If there is a reason you would stay – then rather raise it with your employer before going out there.
If you have done this and still see the need to look elsewhere and are then faced with a counter offer, then know that you have made your employer ‘agree to your demands’ under duress!
Having been in the Durban recruitment market for over 20 years I have seen the supply and demand of jobs and job seekers go through cycles. Employers and job seekers are often not sensitive to these shifts in cycles and many pay the price for it.
During a series of blogs, I will deal with a number of the issues related to this reality and provide some tips to employers and job seekers.
Employers take note:
- Whilst there are high unemployment levels, this does not mean that the employers have a wide choice of talent available to them. Top talent is scarce to come by and if the recruitment process is approached correctly, the chances of attracting the best talent are greatly increased. Here are a few tips on how to achieve this goal.
- Sell the Company: Give as much thought to the position you are recruiting for when preparing the job description and position requirements. Besides the obvious roles and tasks related to the job, you should also identify the selling points of the position and company, highlighting career prospects and then sell them to the candidate in the interview.
- Remember that just as much as the job seeker is selling himself/herself, so the employer should be doing the same. We are seeing a number of employees declining offers, as they become more discerning about making good career moves. As a result the employer then ends up with 'second best' – not ideal!
- Candidates going off the boil.... is another interesting phenomena we see. Candidates who are kept hanging for weeks on end with no feedback from the interview or decision from the employer, may start to think that maybe that job wasn't meant to be and either continue applying elsewhere or even decide to rather stay where they are. Again it's part of the selling process – strike while it's hot.
- Let's make you a temp and see how it goes! This is a real downer for candidates. Firstly, the employer is saying I am not actually sure about you. Secondly, the candidate may accept the job, but as they were looking for a permanent position originally, they certainly will continue searching whilst in your temporary employ and before you know it, you will be starting the recruitment process over. See our FAQ's for more information on this issue.
- Get the most out of your Recruitment Consultant. The selling process begins with your consultant. You should share all aspects of the company – good and bad with the consultant, who needs information to sell you company to the candidate at the outset. Be open to considering candidates that the consultant believes may be great candidates even though they may not meet exactly what you are looking for in terms of qualifications or experience. Experienced consultants often have a good insight into which 'type' of person will do well in certain positions or industries.
Regular feedback to the consultant is essential to ensure that the candidate doesn't go off that dreaded boil.
Until next time...be mindful in everything you do.