The war for talent is back, including in the Communications profession. The number of vacancies has grown so rapidly, both for permanent and temporary positions, that it is quite difficult for organizations to attract and keep good people. It starts with recruitment. Or actually before that. What is the profile of the right candidate, where do you find him/her and most importantly, how does he/she find you? Five tips.
1. What do you need so who do you look for?
It may sound strange, but we often encounter in practice that it is actually not clear what is really needed in the organization and in the team. This is reflected in a generic, meaningless job profile.
Make sure your team setup and job descriptions meet the rapidly changing demands of a communications department. Evaluate profiles annually. In doing so, also look at the market: what are expectations and ambitions of the new generation of professionals?
Our advice: in addition to what someone should bring in terms of subject matter, look at things like personality, energy, communication style and specific experience. What stage is the organization in and what does that require of people? What does the CEO want? Also carefully analyze what qualities and competencies are already in your team and what you are missing. There are several tools available for this, we ourselves like to work with MBTI(Myers Briggs Type Indicator). For heavy interim positions, by the way, the same is true.
2. Think outside the box and think ahead
Dare to think outside traditional profiles. Are there talents in your department or elsewhere in the organization that you can offer new career prospects? Maybe that good spokesperson is in the customer service department.
In a market where the top candidates are approached by many parties, you have to offer more than just a job. What will be the perspective for the next five years? This applies to internal talent but also to new hires.
In fact, Human Resources must be constantly on the alert for opportunities and possibilities for incumbent and incoming high potentials. Consider in advance what a new employee will bring as well as what he/she can still learn. Our rule is that the ideal candidate can fulfill 80 percent of the job content right away and for the remaining 20 percent should still be able to grow. Otherwise, he or she will be interested in your (managerial) position in no time.
3. Make sure (new) employees fit your brand values
The most important brand ambassadors are your own employees. Therefore, think outside-in: if you make certain promises externally, the internal organization must also be able to deliver on them. Also ensure adequate diversity in age, gender and ethnicity. Include in the application process what your organization’s core values are and test in the interview whether applicants are in line with them and can relate to them.
4. Ensure a clear and proper recruitment process
Ensure a tight application process with a short timeline, the right people at the table in the right order and make it clear in advance what a candidate can expect. Keep in mind that it is also an introduction to the organization for the candidate; so let him or her speak with relevant stakeholders with whom he or she will be working closely. Often an interview with the company’s CEO is scheduled last, under the guise of brief introductions. If the director is an important stakeholder, schedule this conversation right at the beginning of the process rather than at the end.
Also make clear in advance the nature of the interview: a selection interview or an introductory interview. Meeting with colleagues in the department that the candidate will manage should really be an introductory interview, not a selection interview. During selection interviews, give a real picture of the position, the team and the organization. Above all, don’t sugarcoat it. Because if practice is disappointing, people quit within the first few weeks.
Also, don’t wait for the second great candidate to show up. When the first one is found, switch immediately, the bird has flown again in no time in this market.
Reject candidates neatly and quickly. Even if you don’t see in them the ideal employee, they may be your customer or potential ambassador. And finally, make sure that the way the internal process goes matches what you as a brand portray externally. With an innovative brand, people don’t expect a syrupy process.
5. Keep the back door shut and engage in “succession planning” for the department and your own role
Think about your own successor and successors in other key positions in the organization so you can move quickly when the time comes. Give these people space to learn and possibly get an education. This is often forgotten, leaving organizations behind.
As a company, be sure to continually engage with people relevant to you so that you have a network of potential candidates who are already interested in and connected to your organization. Your potential new top talent may now be your client. Therefore, make sure all communication is accurate, through all channels.
The entire brand experience should be not only a customer but certainly an employee journey!
