Why Does Top Talent Consider Your Job Ads to be Repulsive?

Candidate disgusted by your job advertisement

The vast majority of high-performing, top talent candidates consider your ads to be repulsive. The are disgusted, aghast, turned-off, repulsed, and consider your company’s attempt to hire to be an utter “fail.” They literally want to vomit when they read your job ads.

I see thousands of job ads on a weekly basis. Over 99% possess the same common element – the content of the ad is either the entire job description or a modified version of it.

Let’s be clear about two issues once and for all:

  • First, using the job description for your ad is not an ad! It’s a job description masquerading as a job ad.
  • Second, top caliber job candidates couldn’t give a darn about what you want as an employer.

Top Talent is motivated by a different set of criteria than desperately getting a paycheck. They want to be in a role where they’ll learn something new, have an impact, and become something better for having been in that role.

Traditional Job Descriptions masquerading as a Job Ad miss the mark entirely. It’s like shooting arrows at a target and purposely trying to miss. If you can’t hit the bulls eye on why candidates would want to leave their existing job and come to work for you, finding and attracting candidates becomes a random activity focused on luck and hope.

When a top performer reads your job description as your attempt to recruit them, they immediately TURN-OFF! They think “I couldn’t give a hoot that XYZ Company wants 4 of this, and 8 of that, and 12-14 years of whatever. I just don’t care” The next step is that they take their hand and pull it down. You never even get to see these candidates since they are REPULSED” by your inability to capture their interest and passion.

When do you plan on putting a stop to the traditional and tribal hiring cycle of using job descriptions masquerading as ads, and begin to craft more attractive marketing-oriented statements of work to start managing your small business?

As you may know, in our executive search practice, and hiring manager training programs, we call this document a Compelling Marketing Statement, one that gets to the heart of our LIB Curve of Candidate Motivation. Check out some of our FREE examples of Compelling Marketing Statements by clicking here.

Also, make sure to read our previous blog article on the LIB Curve of Candidate Motivation by clicking here.

Once again, I ask the question:

When will you stop using outdated, tired, old, and inadequate recruiting techniques like posting a job description to attract good employees – when the evidence is overwhelming that it doesn’t work?

Here’s a better question:

Why do most companies keep doing the same thing over and over hoping for a better result when they know nothing will change or be better than the last time they attempted to use a job description as their advertisement?

I’d love to hear in the comments how you’ve used a more Compelling Marketing Statement instead of the traditional job description to attract great talent to your organization.

How Much HIRING Training Do New Managers or Executives Get?

Ostrich (managers and executives) with their head buried in the sand

If you guessed ZERO, you’re probably not far off the mark. Why do most companies stick their head in the sand like the proverbial ostrich when it comes to hiring and interview training of managers and executives?

Very few companies give their new managers and executives any type of training in how to find, attract, evaluate, verify, vet, and validate the truth in interviews. As a result, the average level of hiring success hovers around the 50/50 mark. Not effectively training managers and executives in how to hire properly is the number one leading cause of hiring failure.

Just because someone has 22 years of experience and has hired 47 candidates in their career – does not mean they are effective at hiring. Experience doesn’t link to success. If we use a criteria of hiring success defined as candidates who achieve your expected outcomes over their first 12-18 months on the job, the actual level of hiring success is probably below 50 percent.

Is there any other process in your business where you will accept random results, results based on each individual managers life experiences, results where you allow bias and emotions to dictate outcomes, or results where no one follows any type of disciplined process?

How about the process of writing payroll checks or the process of paying vendor bills? You’d never accept a 50/50 level of success in those processes – so why do you accept it in hiring?

Okay – you might say “it doesn’t matter what we do – hiring can never be more accurate since people are involved in the process – a walking/talking product.” If that’s not a defeatist attitude, I’ve never heard one. Of course you can improve your accuracy in hiring – primarily by training your managers and executives. Numerous studies have shown, and we’ve validated it in thousands of Vistage/TEC companies, entrepreneurial companies, and large global businesses, that effective training of hiring managers and executives can dramatically improve hiring accuracy.

What are you waiting for? What’s your plan to improve your hiring accuracy? If you accept the trite phrase that people are our most important asset – are you willing to back it up with an investment of funds and time when it comes to training and developing managerial and leadership capability around hiring?

Barry Deutsch

PS – Take our quick one page hiring assessment to determine if your organization is capable of hiring top talent. Click here to download our popular hiring assessment matrix.

Do Your Managers Make Your Employees Miserable

Toxic Boss Screaming at Subordinate

As an executive recruiter, one of the most common reasons I hear from candidates of why they are looking to leave their current role is: My Boss sucks! Obviously, I’ve paraphrased a little.

The actual comments go like this:

My boss doesn’t give a darn about me as a person

She’s always nit-picking at everything I do

I feel like my boss is always looking over my shoulder

Everything I do gets “second-guessed”

I get NO respect

I don’t trust my boss

He keeps the most interesting projects for himself

My boss plays favorites. There are two people who always get the best assignments or “let off the hook” when they make mistakes

My boss never has anything positive to say to me – everything is negative

He has humiliated me in staff meetings when we could have discussed an issue in a private session

I feel like a mushroom all the time – my boss continually keeps me in the dark – I never get to see the big picture – only the little amounts of information he decides to filter to me

She has unreasonable expectations and is cold-hearted

I’ve learned very little from my current boss – far less than anyone else I’ve worked for before her

The work I am assigned feels like busy work. I don’t think I have any substantial impact around here. I could be gone – and it wouldn’t make a difference

I am so frustrated with my current boss – I have to find other things to do outside of work just to keep my sanity.

How can everyone be so blind as to how bad my manager is – I don’t understand how he got this job

The most frequent lunch conversation is over the stupid things our boss says and does – she’s a joke

 

Are these the words and phrases your staff uses behind your back? Do they confide in you about your peers, your boss, or their supervisors with these phrases?

When I ask CEOs this question, most of them just shrug their shoulders as if “not my problem”. But it is your problem. Your culture is determined by what you’re wiling to tolerate. Do you tolerate mercurial managers, toxic supervisors, and executives who are clueless about leading top talent? Everyone claims they want to hire and retain great people – but that’s an impossible goal if you’ve got managers and executives who make your employees miserable.

When was the last time you “graded” your executives and managers on how they lead, develop, grow, mentor, empower, engage, motivate, turn on, and extract the best performance possible from their team? OR is it better to just ignore these issues and limp through hoping for better results. A huge element of employee satisfaction and consequently, company performance, is the level of trust between an employee and their boss. If you have supervisors, managers, and executives incapable of developing deep trust with their staff, you’re in big trouble.

Is it time to step back and confront reality that some of your supervisors, managers, and executives are not effective at leading their teams?

 

Barry Deutsch

PS – Give me a call or email me to take advantage of our 10 minute leadership assessment to determine if your organization is capable to producing high performing teams. You should only call or email me if you’re prepared for the hard steps of changing the culture of your organization to attract and retain top talent.

Retention – Bah Humbug! My Employees Love Coming to Work

Your employees might start kicking down the door to leave

Here's the biggest myth of retaining great people: They show up every day – my employees must love their jobs.

Be prepared for the shock of your life!

I'm re-running one of the most popular blog articles every posted. Most CEOs and Executives reading this article in the past, were suddenly gripped by fear, extreme anxiety, and an urge to take action.

This article was a WAKE-UP call to start focusing on how to retain your best talent.

 

Some of your Best People Are Waiting to Kick Down the Door to Leave

What are you doing right now to ensure your company is capable of retaining your best talent as the job market expands?

I can't predict whether the job market will bounce back into a vibrant job market – in 6 months, 12 months, or 18 months. However, it will bounce back.

You might say “Barry, we have very low turnover and I'm not concerned about losing some of our talent to competitors”.

I would contend that since there are very few jobs available, most candidates have hunkered down and are waiting out the job market depression. Of course you don't have turnover issues now. Plan on having those issues within the next 12-18 months. If you have dismissed an employee without good reason or you fail to follow a fair procedure, any of them can appeal to unfair dismissal solicitors.

 

Job Market Trends Raise Your Risk

We need to recognize a few factors and trends at play in this job market.

First, the tools for candidates to find jobs has increased dramatically.

Secondly, the tools for companies to find candidates have increased, particularly through social media channels.

Third, employee satisfaction is at one of the lowest points since the Great Depression.

These combined factors are unique for the coming job market improvement.

I'm waving my hands in the air sounding the alarms of a dangerous combination of factors regarding your employee satisfaction and available jobs. Perhaps, you'll write this off as the little boy who cried “wolf” too often. Perhaps, you'll read this blog post, pull your management together, and start implementing programs to proactively raise your retention capability.

 

Procrastination, Denial, and Complacency

In my workshops and seminars to CEO groups and management teams, I've noticed that many companies might be at risk to lose some of their most critical and important talent over the next 18 months. As I jump back and forth across the country in my presentations, I am stunned at the lack of attention being given to structured retention programs.

Perhaps, many company executives feel that since there are no jobs available, there is no need to invest in retention programs – as in “our employees are not going anywhere.”

What if 1 or 2 of your top performing engineers, sales reps, or pivotal executives suddenly walked into your office and resigned tomorrow? Do you have a back-up plan in place? Maybe you've been working on a succession plan? What if the 1 or 2 leaving triggered a brain drain or exodus of talent?

 

Review Retention Best Practices

I would like to suggest it might be time to review your current retention programs to update, improve, enhance, and implement changes to ensure your best talent does NOT leave as the job market rebounds.

Some best practice areas to focus on:

  • Culture – is there dysfunction in your culture? Have you surveyed your employees for their satisfaction levels?
  • Feedback – do you have a rigorous process for One-to-Ones for coaching, development, and success-based leadership?
  • Non-Monetary Rewards and Recognition – top talent only performs to a standing ovation. Do you have a series of programs aimed at supervisory, team, and company-wide non-monetary recognition?
  • Acceptance of Mediocrity – top talent wants to be in a success-based environment. Can you claim that you've embedded success-based management principles in the fabric of your business?
  • Learning and Development – how aggressive are you pushing learning, training, and development throughout your organization? Your best people will stay in an organization that helps them grow at a high rate.

Here’s a great question that might keep you awake at night:

What are you doing right now to improve your ability to retain your best talent over the next 12-18 months?

Do you feel any level of fear, anxiety, or an overwhelming urge to wrap your arms around your best talent and express your gratitude they are still part of your company?

Have you used our 8-Point Retention Matrix to verify you're doing everything you can do to keep your best people?  If not, click hear to download this self-assessment tool for checking your retention capability score.

Barry Deutsch

Can You Prevent Your Best People From Leaving?

Your talent is heading for the exit sign - retain them now

Are you at risk from your best people heading for the exit?

I was reading a blog from the Forbes website, and the article struck me that maybe it was time to raise this “elephant in the room” issue that no one wants to address.

I screamed “WOLF” about this issue a couple of times before – but let’s have at it again. Here’s what Edward Lawler said in his Forbes article (maybe you will not believe it when Barry Deutsch speaks – but perhaps an article on Forbes gives the concept some validity):

 

The economy is getting stronger, and as a result, more and more individuals are looking for better jobs. A recent survey by Lloyds found that executives believe a talent shortage is the number two risk facing business today, up from twenty-second place in 2009.

 

Put Retention PROGRAMS in place right now!

Are you putting specific retention programs in place right now. With the economy heating up, everyone acknowledging a talent shortage, and employee satisfaction hovering at depression-era levels, is anyone concerned that the lid may blow and lots of your best people starting leaving like dominos falling?

Once the brain drain begins, many of the folks who “aligned” themselves with your best talent, starting heading to the door with equal speed.

You can prevent your best people from leaving!

However, wishing and crossing your fingers doesn’t work. Nor does leaving it up to each individual manager.

Here are some proactive steps you can start taking today:

  • Identify your high potential/high impact employees
  • Ensure they have stimulating work
  • Sit down with each one and map out a learning and development plan for the next year
  • Assign an executive to be their mentor
  • Come up with a list of projects that will intellectually challenge them
  • Find places in your organization to leverage their best talents and skills
  • Are there non-monetary rewards and recognition you can give this group of “A” performers when they exceed your expectations?

 

Take Care of Your Best Talent

Not taking care of your “A” talent will result in the “A” talent leaving. I know it’s “unfair” to single out this group and give them specific notice, projects, and nurturing. Unfortunately, in most companies, the biggest successes, results, and outcomes follow the Pareto Principle. 20% of your workforce (typically your most talented) generate 80% of the significant change, improvement, and growth in your business. No surprises in that statement.

Are you ready to shift from a mental framework of abundance (typical in poor job market) of “these people should be lucky to have a job” to a framework of scarcity (typical in a good market). It’s been so long since we’ve had a good job market – it’s hard to remember what a struggle it can be to keep and recruit talent.

What’s your plan to keep your very best people engaged and “recruiter-proof” your company?

Read more about the techniques of recruiting and retaining top talent, especially what motivates great performers, in our award-winning and best-selling book, You’re NOT the Person I Hired. The book is available as a FREE digital download on our website.

To read the full article on Forbes, click the link below:

Preventing the Loss of Key Talent

Barry Deutsch