A new president often faces challenges. It comes with the territory. But President Trump also faces a talent shortage. Hundreds of jobs, including key positions, remain open, and the administration reportedly has had difficulty finding people to fill the roles.
In the past, job candidates would clamor for these positions, lured by the prestige of working for a president, as well as competitive salaries and generous benefits packages. The controversy surrounding this president, however, has would-be candidates thinking twice about their options.
The Trump administration is not the only hiring organization struggling to fill open jobs. But it is in the spotlight more than others and, as a result, its challenges are more apparent.
Here are five lessons from the Trump administration that apply to all hiring organizations.
Leadership sets the tone for the organization. A high-profile leader, like a POTUS or well-known CEO, becomes the face of the organization. He or she also serves as chief spokesperson and chief brand ambassador. When this individual has a confrontational management style and leads through intimidation, it suggests an uncomfortable workplace. This perception will make it difficult to hire new staff.
Because people tend to be judged by the company they keep, members of the team may be guilty of the same behavior by association—at least in the eyes of would-be job candidates. As a result, people may steer clear of working for anyone in the organization, in any job.
Social media can help or hurt an employer brand. Efforts to brand an administration or company can quickly unravel if the power of social media is misused. A POTUS or CEO who vents on social media does so at his or her own risk, and at the risk of the organization’s brand.
This isn’t to say a POTUS or CEO shouldn’t tweet or post on other social media channels. But he or she must pay attention to content and tone. Ideally, social media postings should be part of an overall communication and/or marketing strategy.
Fear of firing is not conducive to hiring. Firing people for the sake of exerting power never sends a positive message. It makes current staff members fearful of losing their jobs and keeps others from joining the organization.
Yes, it is sometimes necessary to let people go. But when doing so it is important to respect the dignity of the person or people being fired. Arguably this should be done even if something egregious has occurred. A professional approach to termination reflects positively on leadership and organizational culture.
Lack of diversity sends a message about workplace culture. Several months ago, two photos, intended to contrast the cabinet of Canadian Prime Minister Justin Trudeau with President Trump’s team, circulated on social media. Trudeau’s cabinet includes an equal number of men and women, as well as people of color, and the photo shows 30 diverse individuals. The photo of the Trump team shows a group made up mostly of white men.
A diverse workforce encourages and attracts diversity—diversity in terms of race, ethnicity, and religion, as well as diversity of thought. A diverse workforce also speaks to inclusion and should be a focus of any company wishing to attract customers.
Accomplishments attract job candidates. Having goals is admirable but job candidates want to know that an administration or company can actually get things done. Granted, it takes time for a new POTUS or CEO to prove him or herself. A new leader typically begins by building on predecessors’ accomplishments, as well as the legacy of the country or company. The exception, of course, is when a company is a startup.
Then, in order to foster an environment where accomplishments are the norm, a POTUS or CEO must come up with a plan for moving forward. This includes outlining objectives, and conveying how each objective affects other objectives as well as the big picture. A leader who appears unable to connect the dots or set a clear course may cause potential job candidates to wonder about the organization’s ability to achieve results. Would-be candidates may also wonder about their jobs, including whether position responsibilities will constantly change. Such concerns are major turnoffs.
Filling open positions can be challenging, particularly in a competitive job market. Organizations can further their recruiting efforts by learning from these lessons.
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Paula Santonocito, Contributing Editor for Recruiting Daily Advisor, is a business journalist specializing in employment issues. She is the author of more than 1,000 articles on a wide range of human resource and career topics, with an emphasis on recruiting and hiring. Her articles have been featured in many global and domestic publications and information outlets, referenced in academic and legal publications as well as books, and translated into several languages. |