As we work with companies, we’re often asked for advice concerning how to “get the message out” regarding recruiting. Everyone seems to have a keen interest in the tapping and optimizing marketing vehicles that deliver their recruiting message to the widest possible number of candidates.
Case in point-- I was with a group of real estate managers a couple of weeks ago who were bemoaning the effective techniques their competitors were using to bombard their agents with recruiting messages. There was a legitimate concern and even a little fear in the eyes of those managers who thought that their competitors were going to be successful and ravage their company.
Do you think they had anything to worry about? Not if these managers are authentic and credible with their own agents and candidates. The problem with the “carpet bombing” approach their competitors were practicing, is a lack of authenticity. Their recruiting messages were self-centered, filled with exaggerations, and very repetitive in nature. They weren’t very believable and bordered on annoying.
These are the types of messages that talented people tend to screen out quickly. Of course, the campaigns are having some impact (or they would stop using them), but it is a numbers game that requires a huge dissemination of the message because the return is so low. In addition, the new hires that are captured through this approach will tend to be low quality or be candidates who are so “abused” in their existing organization that even something gimmicky looks appealing.
So, how does one defeat a competitor who is recruiting like this? The best way is to attack them where they are weakest—their own lack of credibility. Do this by making sure that your messaging is authentic.
Dr. John Sullivan recently wrote an article that provides some great insight regarding how to make sure that your recruiting messages contain this quality.
Seven Factors That Increase Authenticity:
There are a variety of factors that increase a message’s probability of being perceived as authentic, including:
Support data — the availability of data or specifics about a program that support the subject of the message. Credibility of the source — the credibility of the source based on the accuracy of previous messages. Shared values — the perception of shared values and experiences between the author and the reader. Candidness — the degree to which messages acknowledge imperfection. The degree of professionalism — the extent of professional appearance in the design, editing, and writing, as well as any pictures that are included (too much isn’t a good thing). The degree of filtering — the extent to which messages are scripted, screened, or filtered by corporate executives. Two-way messaging — the extent to which you provide opportunities for questions, feedback, and comments by others.
To get started, use these principles as a checklist to evaluate your existing recruiting messages. If your messages do not contain these components, then they are not being perceived by your candidates as authentic and need to be changed. As you make changes, build messages that contain the components that Dr. Sullivan lists.
Next, make sure that you’re being credible and authentic with those who are already on your team. If a candidate interacts with your organization and finds that your messaging matches the reality in your organization, a bridge is built. If it turns out that you have a low-quality team, no amount of messaging to the contrary is going to help.
Editor's Note: This article was written by Ben Hess. Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle. Comments or questions are welcome. If you're an email subscriber, reply to this WorkPuzzle email. If you read the blog directly from the web, you can click the "comments" link below.
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