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?

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When will you stop using outdated, tired, old, and inadequate recruiting techniques like posting a job description to attract good employees – when the evidence is overwhelming that it doesn’t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

Why and How LinkedIn Can Bring More Than Just Top Talent To Your Company

LinkedIn is one of the social media sites that may be as misunderstood as Twitter. CEOs and key executives constantly ask me why they should be using either one. They haven’t been able to grasp the impact these tools can have on their company. The CEO or key executive doesn’t have to actually use either of them, but they should at least encourage the use by the appropriate people in their organization.

LinkedIn is more than just social networking like Facebook. I think of Facebook as a personal social site and LinkedIn as the business people's social site. LinkedIn and Facebook serve different purposes.

Unlike Facebook which hides a lot of information about the person, unless you are directly connected, LinkedIn profiles are pretty much open for everyone to review. Granted the person controls what information they chose to display, but whatever they decide it is open to just about everyone. This is actually a good thing.

Since most profiles on LinkedIn are about the person’s professional background it really isn’t too much different than posting one’s resume online. This opens up a whole new way to use LinkedIn to benefit your company.

Here are some examples:

Hiring. Why pay thousands of dollars to Monster, CareerBuilder or The Ladders in order to have access to their resume databases? If you are seeking a professional person chances are very high you can locate them on LinkedIn. You can review their background, experiences, accomplishments, awards, education and so on,  for free or a small monthly fee.

In addition you can connect to references, view a list of people with similar backgrounds, identify people in your industry or even specific companies. LinkedIn has provided you and your hiring team not only with a wealth of people, but also given you an enormous amount of information on this person.

Reference Checking. We hear this all the time, people won’t give you references unless they know they will give a good reference. OK, so now you have a way of getting your own references.  LinkedIn allows you to find people based on companies. LinkedIn will give you list of people that have worked at a specific company and those currently working at the company. Now you have a list of people independent from the ones the candidate provided you.

Customer Leads. Cold calling has never been the best way to access a company. With LinkedIn your sales people can now develop warm leads. Your salesperson can identify a potential customer, find who else in their network has contacts within the company or better yet knows the person your salesperson wants to meet and ask for an introduction. How about asking if they would set up a lunch with the potential customer? This is a powerful tool few sales people use.

Vendors. What a great way to pre-qualify vendors. Go on LinkedIn look for people that have left the company and connect with them. You may learn some things the salesperson will never tell you. Granted, depending on the person the information could be biased. That works both ways. As with all information the person collecting the information will have to filter it as they see fit. But I submit having it and ignoring it is better than not having it at all.

Affiliations. Another tool that helps identify potential companies to affiliate with. This is a great way to be introduced to someone you hope to develop a professional business relationship. Often contained within the profile are recommendations that may help you decide if this is the right company to work alongside.

Open Jobs. A component of hiring but this has a different spin. The ability to post open positions  for free or low cost. With LinkedIn groups you can post a job for free and have hundreds of thousands of people be aware of it. In addition, for a reasonable fee you can target specific people, with specific backgrounds, in specific industries only. So you don’t receive hundreds of unqualified resumes.

International Contacts. LinkedIn is a global site. If you are seeking contacts or considering doing business in a foreign country, LinkedIn may provide the contacts you need to get started. If your company is considering coming to the USA, the level of contacts available to you in just about every business sector is well worth your time to check out.

I could continue, but if I haven’t convinced by now why go on. Even if these reasons don’t work for your company, think beyond the specifics above. Think about how these resources can be utilized in your company. That is the real value of LinkedIn. It opens up so many opportunities that have not been available in the past.

I would encourage everyone to be active on LinkedIn. The benefits far out weigh any drawbacks.

Join the other 10,000 CEOs, key executives and HR professionals and download a FREE copy of our best-selling book, You’re NOT The Person I Hired. Just CLICK HERE  and under the FREE Hiring Resources section you can download our free eBook.

Retaining your best talent is always the best thing any company can do. Download our FREE Non-Monetary Rewards and Recognitions Matrix. It will help you retain your best people without additional compensation. CLICK HERE to download under the Free Resources section.

I welcome your thoughts and comments.

Brad

 

Four Things Companies Do To Shoot Themselves In The Foot When Hiring – Part 1

I recently asked over one hundred CEOs and their key executives, “Is hiring top talent critical to the success of your organization?” Not surprising everyone replied “Yes.” Not simply important, but critical. So then I asked,”If it is critical, then how many of you spend time each month focusing on hiring, excluding when you are actively looking to fill a position?” Not surprising, only three people raised their hand.

WOW, something that is critical to the success of the organization, gets virtually zero time unless there is a current need. Is that the way most critical issues are handled in your company? No strategic planning. No thought or action discussed or taken until the problem arises? Only once the problem arises is it dealt with it. Until then it is that famous management strategy, “Out of sight, out of mind?” or “We will cross that bridge when we get there.”

I believe this management style only happens with hiring. Most other critical issues are regularly discussed, on-going programs such as, cost reductions, product development, increasing sales or market share, customer service, improving operational efficiencies are all constantly discussed and often major components of the company's strategic plan. In fact, I have seen many strategic plans that all have great plans for growth. Yet few ever include a strategy for hiring the people needed to execute the plan as the company grows. Strategic hiring is rarely part of a strategic plan.

I believe companies that truly want to hire top talent and do it on a consistent basis must avoid these four major land mines when hiring:

1) Untrained Managers – Hands down the number one reason hiring fails. This is the biggest problem with hiring in most companies. Few managers are actually properly trained on how to hire. Most managers have never even attended one course or read a book on hiring. For the few that have had training, it is usually limited to interviewing training. Granted this is better than nothing, but interviewing is only one step in an effective hiring process. If you aren't finding qualified candidates, all interviewing training will do is validate they aren't qualified. If the job isn't properly defined then where you look for candidates may not be the right place, resulting in unqualified candidates.

The fact is the vast majority of managers use the “Tribal Hiring Training” program. Too often a person learns to hire from the person that hired them. And the person that hired them learned from the person that hired then, and so it goes all the way back to Moses. All this really does is perpetuate hiring mistakes from one generation to another. It doesn't resolve the problem.

If companies are serious about improving hiring, step one is to develop an effective hiring process and then training their managers in all aspects of the process.

2) Poorly Defined Job – This mistake results in the search going sideways before it even starts. Traditional job descriptions for the most part aren't job descriptions at all. Most describe a person. Does this read like your job descriptions; Minimum 5 years experience, minimum BA degree, then a list of minimum skills/knowledge and certifications, and let's not forget the endless list of behaviors the candidate must have, team player, high energy, self-starter, strategic thinker, good communicator, BLAH BLAH BLAH. Of course there is also the list of the basic duties, tasks and responsibilities. These are really important, but as a person with 5 years of experience, who doesn't know these already? This traditional job description defines a minimally qualified person, not the job. So before the search starts it is all about finding the least qualified person. Any wonder why the least qualified person shows up at your door?

Instead of defining the least qualified person, start by defining superior performance in the role or the results expected to be achieved once the person is on board. For example, Improve customer service feedback scores from X to Y. Reduce turnover from X% to Y% within the next twelve months. Implement a sales forecasting process that includes a rolling six month forecast that is accurate within X% of actual sales. Now this is the real job. It defines expectations, not some vague terms or minimum requirements. For every job there are usually at least four of these results required. The job is being defined by performance. In order for the person to be able to achieve these results they must have the right experience. Maybe it is five years, maybe three or maybe ten, it doesn't matter. If they can do these it is enough. Now go find a person that can explain how they will deliver these once on board and you have the right person.

3) Finding candidates – See part 2

4) Disrespecting the Candidates – See part 2

Join the other 10,000 CEOs, key executives and HR professionals and download a FREE copy of our best-selling book, “You’re NOT The Person I Hired.”  Just CLICK HERE  and under the FREE Hiring Resources section you can download our free eBook.

Retaining your best talent is always the best thing any company can do. Download our FREE  Non-Monetary Rewards and Recognitions Matrix. It will help you retain your best people without additional compensation. CLICK HERE to download under the Free Resources section.

I welcome your thoughts and comments.

Brad

 

Reducing Turnover Without An HR Department

Question:  We have a lot of turnover, what would you suggest to help reduce it? We don’t have an HR department.

In our experience, turnover generally starts with a bad hire. A bad hire often starts by not properly defining the job and limited sourcing techniques that don’t bring the best candidates to you. One or both of these can result in high turnover and correcting them can dramatically reduce turnover.

Changing the job description might help. Most job descriptions are not actual job descriptions. Most are simply a laundry list of a person’s skills, experiences, required behavioral traits, and a few words about the job’s routine duties and tasks. A real job description defines the results you expect this person to deliver in order to be a top performer. We call them Success Factors. In other words, what are the factors this person needs to deliver in order to be successful? They must be measurable and time based. It isn’t about their skills and experiences, it is about how they use their skills and experiences to achieve the results you want. Defining the results you expect is the first step.

Many company’s main strategy for sourcing candidates is posting ads on the job boards. The ad tends to be a long list of demands the company wants the candidate to possess. Advertising 101A tells us that advertising is about the person you want to engage. Advertising is not about you. Few job ads are about the candidate’s motivation. Why should they get excited about coming to work for you and your company? A list of the duties and tasks they are already doing isn’t all that inspiring. When you advertise, think about what will motivate a candidate enough to reply to your ad. What will get top talent so excited that they will put together a resume just to come to work for you? Start advertising with the candidate’s motivation in mind and your pool of candidates will expand.

Join our LinkedIn Hire and Retain Top Talent Discussion Group with 3,200 participants and a vibrant discussion on everything related to job search.

Download our FREE Cost per Hire Calculator to determine the real cost of NOT hiring top talent.

If this was helpful, please pass it on to your network, post it on Facebook or to your LinkedIn Groups.

I welcome your thoughts and comments.

Brad Remillard

What Role Does Luck Play When Hiring Sales People?

If you're praying that luck will help – you're doomed to mediocre and average hires. Improve the probability of hiring top talent in your sales function. Barry and Brad discuss the elements of a rigorous hiring process for ensuring that you'll hire top-notch sales professionals. Components discussed in this radio program include finding and recruiting great candidates, interviewing sales professionals, and validating-verifying-vetting their claims of accomplishments.

To download this radio show CLICK HERE.