Recruiting and retaining people has never been more challenging. As a leader, you can no longer stand on the sidelines and wait for gems to arrive on your doorstep after advertising for an opening.
Instead, take on a new role as rush chairman. If you’re not familiar with college fraternities and sororities, the rush chairman is the personnel director — in charge of recruiting new “pledges” into the organization.
Recruitment tips
An effective recruitment campaign is a challenging endeavor. Consider that it’s a process, not an event. If you are looking for people when you need them, it is often too late.
Make recruitment an ongoing process. Maintain lists of people you would like to work with, even if there is no opening today.
Great coaches like Lou Holtz use this method. Provide “value” to these potential recruits on an ongoing basis. Clip out articles of interest, do lunch and provide useful information to them to stay in touch. Solicit their participation in volunteer opportunities that provide them with mutual value and provide them with opportunities to know you better, extend their network of contacts and grow.
Involve everyone.
In fraternity rush, all the “brothers” in the fraternity are involved with qualifying potential pledges and then inviting the best to join. Leadership at all levels of the organization needs to be on the lookout for new talent, because great people are often found in unlikely places.
Use “high speed” networks.
Maintain groups of contacts in your network on the fax machine or computer, and e-mail others with a description of the people you seek. This gets the word out quickly and efficiently. Make sure this group includes key networkers and talent brokers you know.
Hire for their potential, not current skill set.
When considering people for a position, gauge them based on their potential, not on the job they may be doing at that time.
Make it hard to get an invitation to join.
Position your company as exclusive. Interview and recruit at different levels of the organization so it is a challenge to get in. This also provides you with an opportunity to really get to know people before inviting them in.
Retention rules
Once you’ve hired, the real challenge begins. Love, care and nurture the employee’s growth to enable an employee to reach his or her potential. This is harder than it may seem, because you not only begin to see their gifts, but you also get to know their blemishes. How do we maximize their gifts while minimizing their blemishes? Here are some thoughts to consider:
Create a “no fault” environment.
Develop a workplace where people are not reluctant to experiment with new methods. When you fail with a new method, you learn, grow, don’t repeat it and move on. Instill this belief in new employees.
Provide a common vision.
It’s nice to know what our larger goal is. Let others know how their smaller assignments fit into the larger picture. If people know why, it’s a lot easier to feel good about their diligent efforts.
Few rules, but high standards
No one wants to be managed, but accountability is needed for results. Set the bar high, but provide your staff with freedom of movement.
Involve them.
Give people exposure to higher-level programs with the understanding that they are expected to contribute, not just sit in. Ask them, “What will it take to keep you here?” This straightforward question will not only show your sincere desire to retain their services, but may also deepen your understanding of their aspirations and goals.
A key fabric that needs to run through the recruitment and retention process is fun. If it is fun, the process ceases to be a job and evolves into another journey in your company’s path to success.
Mike Foti ([email protected]) is CEO of Cleveland Glass Block Inc., and president of Leadership Builders. He works with organizations and companies which want to influence and motivate their people as well as grow their businesses. He can be reached at (216) 531-6363.