THE TECHNACIOUS RECRUITER NEWSLETTER

October 13, 2005   view past issues

Our newsletter is
brought to you by





Feature: The Five Keys to E-Branding Excellence

The best candidates are fickle consumers. These passive, high caliber performers have lots of choices and, deep down inside, they don’t want to make one. They receive a constant stream of employment offers from recruiters and, almost always, they elect to say “No.” Why? Because they are generally well treated by their current employer and thus have no motivation to endure the disruption and stress a change would involve.

How can you overcome such reluctance? With a strong employment brand (or e-brand). This statement:

  • acts as a magnet that draws even the most passive consumer into your recruiting process and
  • predisposes them to “buy” your organization’s value proposition as an employer.
  • Effective e-brands are not easy to create, however. They are unlike commercial brands in several important respects. Wish as some might that it were otherwise, selling employers to top talent isn’t like selling insurance or cars. So, while our colleagues in Marketing can be helpful, we have no choice but to develop our own guidelines for developing a successful employment brand. The following five “keys” will get you started.

    Avoid Organizational Multiple Personality Disorder.

    An effective e-brand highlights the two-to-three most important attributes of an organization’s employment experience. These qualities define the essence of what it’s like to work in the organization. When an e-brand tries to encompass more than that-when it describes four, five or even more values, principles, or cultural features-it becomes too much for the candidate to understand and absorb. The employer is so many different things, it is nothing, at least nothing definitive. All organizations are complex, to be sure, but selling organizations to candidates requires that we simplify the offer by focusing on their 2-3 most engaging and differentiating characteristics.

    Announce the Attributes That “A” Candidates Want.

    The key to selecting the right attributes to emphasize in your e-brand is the Golden Rule of Recruiting: What you do to recruit the best talent will also recruit mediocre talent, but the converse is not true. Said another way, the secret to recruiting top talent is to highlight the characteristics that matter most to them. How can you identify those characteristics? Borrow a page from our colleagues in Marketing and conduct a focus group with the top employees in your organization. Use this session to determine what attracted them to and sold them on your employer. As with any customer analysis, there is likely to be several clusters of opinion-not every buyer acts for the same reason. The goal, then, is to identify which attributes were most important to all of the employees after any individual need or interest (e.g., its location or compensation policy) has been addressed. These universal factors define your organization’s strategic value as an employer for “A” candidates.

    Don’t Get Tied Down by a Tagline.

    The attributes of a car or a cruise are generally well known, so a brand for organizations that sell them can be short and memorable. In effect, a commercial brand is both a reminder (of what a car or cruise is like) and a differentiator (for a specific company’s car or cruise). For commercial brands, therefore, a tag line is appropriate. For recruiting, it is not. Famous product or service brands will attract active job seekers, but they will not influence passive, high caliber prospects. They do not contain enough selling power to persuade a person who doesn’t want to make a change that they should. As a result, an employment brand must be more than a tagline, more than an advertising jingle. It must be a statement that informs and differentiates. An effective e-brand will present the essence of an organization’s value proposition as an employer and do so in clear, compelling English and without jargon (e.g., “employer of choice”) or rhyme.

    Employ Your Employment Brand.

    Promoting your employment brand on your corporate career site is important, but promoting it elsewhere online (and off) is even more important. Why? Because one of the primary functions of an e-brand is to draw otherwise reluctant consumers-those pesky, passive prospects-to your recruitment process. If the brand doesn’t do that, then all the promotion in the world on your corporate site isn’t going to improve your yield. Where should you employ your employment brand? Where your target demographic hangs out. That’s the second question you want to ask your focus group participants: what are their favorite Web-sites, their leading conferences, and their most popular publications. Use that information to focus your e-brand advertising where it will do the most good, and then, keep at it even when you’re not filling openings. The drawing power of an e-brand grows by non-intrusive repetition, and that takes time.

    Create an Expectation That Comes True.

    Your e-brand creates an image of what your organization stands for as an employer. The best candidates, however, are savvy consumers. While they may be attracted to your organization by its employment brand advertising-the expectation you create in the marketplace-they will look for evidence to confirm (or deny) that image as soon as they get there. Positive reinforcement-an expectation that comes true-will accomplish the second purpose of your brand: to predispose them to buy into your employer. Negative reinforcement or no reinforcement at all will have exactly the opposite effect. How do you create that positive reinforcement? By designing your recruiting practices, procedures and policies to demonstrate your key attributes as an employer. In other words, illustrate your organizations employment culture and values by using its key attributes to shape the candidate experience in your recruitment process.

    E-branding is an essential component of any organization’s strategy for recruitment success. Employment branding, however, is not an exercise in selling cogs. Rather, its purpose is to convince cognitive beings. For that reason, it has its own keys for success, and they open the way to victory in the War for the Best Talent.

    Thanks for reading,

    Peter

    P.S. Please tell your friends and colleagues about WEDDLE’s newsletter. They’ll appreciate your thoughtfulness and benefit from your recommendation.


    This Issue’s Sponsor: ZoomInfo

    This issue of WEDDLE’s newsletter is brought to you through the generous support of ZoomInfo.

    Too many job reqs…too little time?

    Reduce sourcing time by 80%. Expand your outreach. Hire the best.

    Try our people search engine to find the superstars you need. ZoomInfo gets you in front of the best, so you can do what you do best…recruit them!

  • Fastest, easiest way to source: Get contact information and data on more than 26 million mid- to executive-level business people and 2 million public and private companies.
  • Most comprehensive candidate information: Summarized from millions of Web sources to include titles, work history, education, associations and affiliations.
  • Search by keyword, filter by date, export into Excel.
  • TRY ZOOMINFO TODAY


    Section Two: Site News You Can Use

    AxaptaJobs.com launched as a site for recruiters seeking Axapta professionals or those skilled in what Microsoft now calls MS Dynamics AX. The site offers both a job board and a resume database.

    ComPsych Corporation released a report on the impact of an “unhealthy” workplace on employee motivation and morale. Not surprisingly, it found that such environments negatively influence both, but not as much as you might expect. In unhealthy workplaces, an astonishing 66 percent of the respondents described themselves as highly motivated, which was 16 percentage points lower than those employed in a healthy workplace, but still a large majority. The results were more striking in the area of morale-just 41% of those in an unhealthy workplace said they had high morale, while 71% of those in a healthy workplace did so-but one has to wonder what to make of the data? The company defined a healthy workplace as one where nutritional food was available, there was an opportunity for physical activity, management paid attention to stress levels among employees, and health-related information was provided. While the data show that these factors can improve how employees feel, perhaps the more important impact is on what they do-on the quality and quantity of their output. A healthy workplace not only has a positive impact on motivation and morale, but it also makes it more likely that high motivation and morale will positively influence employee performance. It closes the feel good-do good connection, and that is the return an organization achieves when it invests in a wholesome workplace.

    The Hay Group published a paper entitled The Foundation for Successful HR Program Implementation. It lists five guidelines for effective communication when implementing organizational change: manage expectations, particularly regarding the pace of change; use the right messengers, especially those that employees trust; build the case for change over time so that employees can get used to the idea; be candid and honest about the business realities behind the need for change; and don’t let details and technicalities overshadow the strategic goal and importance of a change. Bottom line? Change management is as much about leadership as it is about management. And leadership is accomplished by transferring a vision for an organization to the organization. It is the alignment of individual understanding and views with an organization’s purpose and direction. That alignment will only occur if the leader clearly articulates its rationale and expected benefit from the outset and continues to do so until everyone has heard the message and either accepted it or been separated from the organization.

    JobsinLogistics.com announced an alliance with the American Society of Transportation & Logistics. The agreement enables members of the trade association to connect with the transportation and logistics professionals who visit the site and to advertise their employment opportunities to them.

    Net-Temps.com, a job board that specializes in meeting the needs of the staffing industry, introduced a new version of its resume search agent. The revised feature enables users to specify more qualifying details about the candidate resumes they want to see and to receive their results in HTML format. In addition, results can be scheduled for daily, twice weekly, weekly, biweekly or monthly delivery.

    ZoomInfo introduced an enhanced Company Information search capability to complement its individual search service. The new feature is a paid service that enables recruiters to identify other organizations where they might find prospective candidates for their openings. Users can search “hundreds of thousands” of companies in the site’s database, sorting them by annual revenue and number of employees.


    Section Three: Site Profiles

    Site Insite … how well do you know the Web’s 40,000+ job boards?

    1. Rain damage around the country has increased your company’s engineering business, and you need to find a seasoned hydrologist fast. Where could you go online to avoid a flood of unqualified candidates?

  • EcoEmploy.com
  • HydroWeb.com
  • theHydrogeologist.com
  • WaterMasters.com
  • 2. Defects are up in one of your manufacturing divisions, and the CEO wants to bring a Quality Assurance Manager on board right away. Which of the following sites would ensure you met the spec for high caliber prospects?

  • TopUSAJobs.com
  • QPeople.com
  • QStaff.com
  • QCenter.com
  • 3. One of your key merchandisers has quit just as you are preparing to select the spring lines in your company’s chain of retail stores. Which of the following sites would help you fashion an effective search for a replacement?

  • AllRetailJobs.com
  • Yahoo! HotJobs
  • MyRetailJobs.net
  • CareerBuilder.com
  • (answers below)

    Site Spotlite … from the pages of WEDDLE’s 2005/6 Guides and Directories

    American Preferred Jobs

    http://www.preferredjobs.com

    Post full time jobs: Yes

    Post part time, contract or consulting jobs: Yes – All

    Distribution of jobs: National-USA

    Fee to post a job: None

    Posting period: 180 days

    Can posting be linked to your site: Yes

    Resume database: Yes

    Number of resumes: 768,245

    Source of resumes: Direct from individuals

    Top occupations among resumes: Information Technology, Sales & Marketing, Healthcare

    Other services for employers: Listserv/discussion forum for networking, Assessment instrument(s), Automated resume agent, Banner advertising, Status reports: postings/banners

    Answers to Site Insite

    1. All of the sites but WaterMasters.com, the site of a company that sells products and services for wastewater management.

    2. Only TopUSAJobs.com; QPeople.com is the site of a staffing firm specializing in the copying and printing industry, QStaff.com is the site of a staffing firm called QTI, and QCenter.com is the site of a conference center.

    3. All of them.


    Support Our Sponsor: ZoomInfo

    This issue of WEDDLE’s newsletter is brought to you through the generous support of ZoomInfo.

    Too many job reqs…too little time?

    Reduce sourcing time by 80%. Expand your outreach. Hire the best.

    Try our people search engine to find the superstars you need. ZoomInfo gets you in front of the best, so you can do what you do best…recruit them!

  • Fastest, easiest way to source: Get contact information and data on more than 26 million mid- to executive-level business people and 2 million public and private companies.
  • Most comprehensive candidate information: Summarized from millions of Web sources to include titles, work history, education, associations and affiliations.
  • Search by keyword, filter by date, export into Excel.
  • TRY ZOOMINFO TODAY