On Friday, Dave challenged each of you to figure out the compelling value that your company offers to a prospective employee. If you’re not able to offer something that distinguishes you from your competitors, then being successful at a recruiting process will be difficult.
Over the last several years, we’ve had the occasion to work with a few companies that really struggle with this principle. They want the benefit of bringing in many new recruits, but they don’t want to do the work of making their environment the most attractive option. When companies are operating in such a manner, the “blind spot” that develops is atrocious.
For example, we occasionally hear of hiring managers poking fun at candidates who choose to work at other companies. They’ll say something like:
“I can’t believe that Kristine went to work for XYZ company just because they offer a better marketing system to support their salespeople. I told her that individual effort is what really makes the difference between those who are successful and those who aren't, but she wouldn’t listen. What an idiot.”
There is an idiot in this story, but it’s not Kristine! Kristine responded in a way that is common for people making important decisions. Assuming other significant factors are somewhat equal, a candidate looks for smaller things to differentiate one option from another.
This is a critical juncture in the fight to win the decision of a candidate. People respond to concise messages that articulate value.
For example, I met with the owner of a real estate office last week whose business model is focused on offering support to full-time agents who are well-established in their careers. On the surface, this business model seems expensive, and the owner has to constantly fight off the marketing messages of other companies who seem to offer similar services at reduced fees.
He’s boiled his marketing message down to something very simple:
“If you’re a full-time agent who is able to consistently execute two or more transactions per month, there is no better place to work in [his State] than this office.”
Of course, he can back up his statement with tangible benefits and results. But, the singular focus (agents who execute two or more transactions) and the sense of being elite (it’s not for everyone) articulate the value that he offers to prospective agents.
What is the differentiating value that you can offer your prospective candidates? Once you figure this out, spend some time boiling the concept down to a single sentence that you can repeat to those around you on a regular basis. By doing this, you’ll internalize this value and be able to naturally communicate it to your candidates.
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