In the digital age of job search, luring applicants is a breeze. All they have to do is hop online and search in Google these days to start gathering a list of jobs in their area. While that’s handy for the jobseeker in terms of getting an idea of what is advertised, it does little for the company who wants to work on sifting through those applicants to find the right candidates. Hundreds of applicants, if not thousands, make it really hard to narrow it down to just one. Ask any recruiter.
In efforts to better connect with their talent audience, companies turn to social media to build a following of people whom they can educate about their company, services/products, culture, and employment opportunities. Simply educating the masses, however, isn’t going to find the diamond in the rough. The trick to sharing all of this information is to actually engage with your followers and gather practical information about them in terms of making a hiring decision.
We explored the idea of individuals taking a whole-life-fit approach to their careers in our last post, to help them create harmony between their work and life. The concept of finding harmony, rather than balance between the two, outlines that in order to achieve a better quality of life, we must learn to leverage our strengths and abilities from each area of our life to contribute to others. As the individual seeks to find that harmony, employers can put forth their efforts to help employees achieve it. According to the Corporate Executive Board, who represents about 80% of the Fortune 500 companies, who found that employees who believe that they have a good work/life balance work 21% harder than those who don’t. That’s a pretty nice productivity boost.
Employers are offering numerous perks to help their team members find a good work/life balance, but the statistics show that many employees are not satisfied with the efforts. A study by the American Psychological Association reveals that 59% of employees are satisfied by those efforts, with only 53% saying they think that their employer actually values a work/life balance.
Your customer base is a veritable gold mine when it comes to seeking new candidates. Last week, we explored methods to help provide your applicants and candidates the same level of service excellence that you offer your customers; providing a consistent and interactive experience is key to transitioning your customers into candidates and not jeopardizing brand advocacy as a consumer. This week we’ll look at ways to tap into your customer base to find those high potential candidates.
Customers are already familiar with your products and services, likely have valued knowledge of your industry, and are supporters of your company brand. You can’t hire them all, and certainly don’t need to, but if you tapped into even 5% of your customer database, the quality of candidates you could source would be infinitely better than what you would find from just cross-posting openings on multiple job sites.
The fluidity between the customer experience and the candidate experience should be seamless. As an individual moves from one identity to the next, they should be supported and engaged the entire way. Your customer base is one of your best resources for new hires; as you reach into the customer pool to source new candidates you want to ensure they are receiving the same service excellence that they receive as a customer. After all, they have come to know your organization for a certain level of expertise and customer service, so why not carry it forward and deepen their connection to your brand.
The mantra “The customer is always right” holds that superior service should be provided to the customer, even when they are wrong, to ensure repeat business and brand loyalty. This same philosophy should be applied to your customers who seek opportunity for employment. By providing the same standard of excellence, you are ensuring that you don’t lose their business, even if they are not chosen to move forward in the selection process.
Ah recruiting metrics. They can provide such a wealth of information, but they can also fool you by providing unnecessary data. Some find them the necessary evil while others appreciate their value and have built sophisticated processes in order to capture every possible data point to measure their recruiting effectiveness. I, for one, have always loved recruiting metrics. From the time I stepped into corporate recruiting, I was determined to eliminate subjectivity on all fronts. At the end of the day, I was so determined to be prepared to answer that elusive question from my leaders and/or hiring managers: “Why?”. There was no way I would let myself answer with a vague “I don’t know” or “because” response. Instead, I would rifle through any data I could lay my hands on to put together informed and valuable answers. Remember, this was 15-20 years ago when the thought of recruiting efficiency was at it’s infancy and it was acceptable to point the finger at the recruiter for the blame.