Who’s the expert on recruiting these days? It might just be Monster, the giant job-finding website. Here’s what their new hiring guide, Finding Keepers, says about successful recruiting:
With 40 million jobseekers and thousands of employers using Monster.com, it’s hard to ignore the website’s impact on hiring. So who better to dish out some hiring hints? Monster’s newly published hiring guide, Finding Keepers, proposes a new comprehensive approach.
The Engagement Cycle
Finding Keepers doesn’t talk about “hiring” but about the “engagement cycle.” That means finding and retaining the best employees—the “keepers”—through a continuous cycle that goes like this: Build a great workplace with a unique culture; use that culture to attract the right people; use those people to strengthen the culture, and then use the culture to hold onto the people.
Attract, Acquire, Advance
Monster sees three parts of the engagement process: attract, acquire, and advance.
(1) Attract—This involves building and promoting the employer’s brand. You build a brand around the key attributes of your company as an employer and then reach out to skilled workers. (Meanwhile, candidates are researching companies and deciding where they’ll apply.)
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(2) Acquire—You create a great candidate experience by leveraging your brand during the hiring process and setting up a working relationship. (Meanwhile, the candidate is evaluating you and comparing you to other companies.)
(3) Advance—You retain top talent with rewards and growth. (Meanwhile, employees are continuously evaluating what they get from you and what their value is in the marketplace.)
Most Workers Are Available
Employers tend to think that only about 20 percent of employees at other companies are “available” to recruit. But Monster says the truth is nearly the opposite. Finding Keepers breaks out three types of candidates:
Settled loyalists (about 30% of workers) are happy where they are and hard to displace.
Poised Loyalists (about 11% of workers) are happy but could be enticed to move.
Poised Opportunists (about 59% of workers) are actively looking. They’ve posted their resumes, will apply for your job, and are amenable to job offers.
When managers are skeptical about how large the potential pool is, Monster shows them how many of their own employees are registered. They are surprised, but they quickly realize it means that many good employees are in the marketplace.
The Interview Experience
Most interviews involve sitting in reception, filling out an application in a room with EEOC and OSHA posters, enduring a grilling by HR, and then listening to hiring managers talk about themselves. That sends the message “We don’t care,” says Finding Keepers.
In contrast, Monster recommends treating candidates like customers. Show them to a comfortable room with fresh coffee and bottled water, and a video playing about the organization. Offer help in filling out the application. Then follow with a professional interview and a meaningful interaction with the hiring manager.
Monster has the Monster Den, an informal gathering area to which all customers and applicants are taken. It’s a comfortable place where happy employees are relaxing. It sends a powerful message.
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Making the Offer
Don’t just send a letter with start date and salary details, says Finding Keepers. Write a letter that recaps everything you offer:
“We think you’re the best person for the job, not only because of your skills and experience but also because of the deep understanding you showed, your can-do attitude, and your desire to step up to management.”
Then, have other managers give the candidate a call. “Say, I heard that we made you an offer. Any questions? I think you’d do well here. There is lots of opportunity, etc.”
In the next issue of the Advisor, we will continue with Monster’s take on job descriptions and job advertising.