Company Blog

2010 is already shaping up to be a very busy year. In 2009 many companies placed roles on-hold, pending a review of business needs and in line with the changing economic conditions. Now that the economy is improving these roles are no longer on-hold and clients are moving very quickly to fill them with top talent. As such, we are experiencing the beginning of a new ‘War for Talent’. We’ve seen this before, about 3 years ago, when there were more jobs than candidates, and we’re now seeing it again as the economy takes off. For business’ today, the most important resource is talent, and this is also the resource that will be in short supply as we move into 2010.

In candidate tight markets some companies try a range of tactics to entice candidates. Some offer inflated salaries and attractive sign-on bonuses to secure the talent. However talented candidates seek a lot more than just money. They know that companies generally offer fair compensation and for them the monetary compensation is not that important. Talented employees seek ‘enrichment’ packages. They want to be professionally, intellectually and emotionally enriched. They seek new positions which will offer them professional development, intellectual stimulation and cultures aligned to their own values so that they can emotionally thrive.

In winning the War for Talent managers need to appreciate the significance of the interview process. For the available candidates there are many roles to choose from. Talented candidates expect a lot from the moment they make first contact. They expect a highly professional encounter. This means that they expect the interviewing manager to be on time, to be courteous, well–prepared and knowledgeable. In this day it seems unusual, however we regularly hear stories where the interviewing manager has left them waiting too long, hasn’t prepared for the interview, asks inappropriate questions, can’t interview properly, takes phone calls, appears distracted, isn’t knowledgeable about the role, uses inappropriate humour …and the list goes on. Talented candidates join companies with talented leaders. If these behaviours are witnessed by top talent they do not go back for another interview nor do they accept any role that may be offered.

Talented candidates expect a lot from the interview. They want a two-way engaging conversation where both parties can explore their mutual interests. The role of the hiring manager is to determine if the candidate is suitable for the role, and equally the candidate needs to ascertain whether this is the company for them. In determining whether the current role is aligned to the candidate’s true strengths and abilities the hiring manager needs to ask a series of probing questions. One particularly effective technique is to ask the candidate about their current role and ask them: “How would they have liked their job to have been changed?”; “What areas would they have sought increased responsibility?” and “What skills do they have that they were not using?”. The answers to these questions will then allow the manager to determine if there is alignment between the candidate’s motivation and ability and what the current role can offer. By taking this approach the interviewing manager can evaluate the candidate’s skill set and to discover ideas for enrichment. This approach also sends out a positive message to the candidate and highlights that the manager is interested in enriching the future employee. Quality candidates are always seeking roles to enrich their skill set.

At the interview stage it is also necessary to discuss the candidate’s future within the company. Again ask probing questions about their abilities and ideas. Too many interviewing managers either avoid career conversations or over-promise and then later under-deliver. Candidates want to have the opportunity to frankly discuss their aspirations so that there is no future mis-match between their goals and the company’s capacity to deliver. Candidates need to clearly understand the career path and the specific competencies required to advance. They benefit from hearing stories of other employees who have been with the company for several years and who have advanced their own careers. In order to secure top talent, it is therefore necessary for interviewing managers to take the time to have an in-depth discussion about how the company will be changing over the next 2-5 years and the skills required to compete for roles in the new environment.

It’s also important to make the candidate already feel part of your company by telling them what is happening, the issues you are facing, and the challenges and opportunities ahead. If you don’t openly discuss these issues and control these messages the candidate will conduct their own research from past employees or unrelated parties and come to their own, often inaccurate, conclusions. Candidates want to know about the company’s direction and goals, and the emerging issues that may affect career possibilities. Candidates with this information will feel more confident in their future within the company.

Top candidates are attracted to companies who clearly differentiate themselves in the marketplace and these top companies clearly communicate their value proposition in order to secure the talent. The messages must convince talented professionals that your jobs represent the best opportunities for them.
In formulating a differentiated position manager’s need to ask themselves:
1. Why would a talented person choose to work here?
2. What is our company’s reputation in the candidate marketplace?
3. What would convince a candidate to join our company if they had a similar offer from another company?
4. Compared to other companies what is the competitive advantage of our company?
5.  What motivates our people?
6.  What values do our people have?

Talent is a critical driver of company performance and competitive advantage.
Quality employees generally don’t join for more money or better benefits. They do join for packages of enrichment and opportunity. Managers therefore need to focus on job enrichment to attract quality candidates in 2010’s War for Talent and these conversations need to start during the interview process.