Hacking Big Decisions: persuading the right job candidate
It is safe to say changing jobs falls into the big section of decision-making categories. As opposed to small decisions, like say, buying a new pair of shoes, we rarely make big decisions on a whim, they tend to come around infrequently, and they bring out the rational and the emotional side of our brains in equal measure.
Tapping into the big decision process of an individual is no small feat. However, if the offering is suitable, it is, for want of a better word, more hackable than the small decision funnel, precisely because it is more process driven.
Talent Managers, Employer Brand Managers and Recruiters attempt to crack their candidate’s big decision funnel on a day to day basis. Below you’ll find some of the techniques and insights we’ve discovered effective helping them do this.
As already noted, making a career change and often in tandem, a location change, is a pretty meaty decision. It has layers of proof points that, if you’re not a hugely recognisable employer brand, your potential hire will insist on going through.
The value of strong consistent layers of content in the context of talent attraction is a must have, particularly if you are an underdog employer brand. This takes ongoing, consistent effort, but importantly it requires a strategy and a framework that enables multiple contributors while maintaining an overall coherent brand position. An employer’s content needs to simultaneously address potential hires practical concerns as well as connecting with them in an emotional way.
To state the obvious, people relate to people, not faceless mission statements. Through our research with various employers, we have learned that high-value candidates want to work with the best, with people who will in somehow raise their own personal bar.
Find engaging ways to showcase the talent you currently have, what they have achieved in your company, and you will tickle their ego and instigate further research. There is work to be done on making this content engaging, as opposed to “sales-y”, but identifying your internal ambassadors is the first step. Importantly though, once you know who they are, allow these employees to shine through your content without overly polishing their real personalities into oblivion.
THINK BEYOND THE JOB
Creating superstars out of particular individuals is important, however, demonstrating a less tangible community aspect of your company, that your new hire will be able to sync in also plays a role. It is important to look beyond specific roles and look at candidates in a more holistic way. While individual superstars may speak to a candidate’s professional ambition, a more general sense of community will minimise their sense of personal risk.
Will I have a good relationship with my colleagues? Will I have an outlet for my personal interests? Will my family be happy in the new location? Addressing these fears through proof points that relate back to real people, will provide the reassurance needed.
AVOID BUZZWORDS UNLESS YOU HAVE EARNED THEM
A trap that is all too easy to fall into, is to take words of the moment and throw them out at every opportunity. What’s really key to creating a connection with your audience is finding an authentic trait of your company that is also relevant and meaningful to your target audience, and amplifying that. Invest time understanding who you are and what you have to offer. Work according to the potential hire’s perspective, not what you want to state or just think sounds good. High-value candidates already lean towards the more cynical side of the spectrum so spouting meaningless statements will be more off-putting than attractive. It is very easy to be superficial, and very easy to spot it. Instead of stating, think more about demonstrating. You need to have earned your statement before you go flaunting it around.
High-value candidates already lean towards the more cynical side of the spectrum so spouting meaningless statements will be more off-putting than attractive. It is very easy to be superficial, and very easy to spot it. Instead of stating, think more about demonstrating. You need to have earned your statement before you go flaunting it around.
High-value candidates are generally a smart bunch, not only when it comes to performing in a professional role, but also when it comes to shaping and driving their own career. They will be strategic when choosing what feathers to put in their cap. Demonstrating a trajectory for your potential hires is key. In doing this, it is important to recognise that your brilliant new hire may leave, move on, or change careers. It sounds counter-intuitive, but it’s important to consider from the very beginning, what a new hire would leave your company with. In Tech/Life Ireland we acknowledged that many relocators may in fact eventually leave the company they came to work for in Ireland, so we highlighted that the ecosystem is vibrant and growing. They may also decide to leave
When creating Tech/Life Ireland, we acknowledged that many relocators may in fact eventually leave the company they came to work for in Ireland, so we highlighted that the ecosystem is vibrant and growing. They may also decide to leave Ireland, if so, they will leave with a global ticket to work anywhere in the world. Whether you like it or not, today’s employees, particularly the high value ones, are very mobile. They will respect employers who acknowledges this.
The battle for talent is fierce, to stay in the game companies need a defined methodology for accessing high value candidates decision making process. The good news is, plotting an effective strategy to attract candidates can be more deductive than you might think.
To boil it down, some of the most valuable lessons we have learned helping companies are:
- Be Informative.
- Be Genuine.
- Be Brief.
- Be Smart.
And most importantly recognise how smart your audience is.
If you have a questions about attracting or retaining the right talent, get in touch with us today!