Richard Kleinert, Deloitte Human Capital practice leader, says putting effort into the firm's employment brand is a good start.
Recruiting the best team you can is going to give your company a head start when competing with other businesses, locally and internationally. But first you have to create an employment brand for your company.
We would like to take on a whole new team to give this company, which
is well established, a new lease on life. How do we appeal to bright young things who we want to take the business in a new direction?
Most companies don't tell their story well. They have a business strategy, but it's not well articulated, and most don't have an explicit people strategy at all. Be clear. Describe your business strategy. What's your organisation all about? What's its purpose and vision?
What's its "unique selling proposition"? Put something down on paper. Describe your vision, your strategy and your core values. Demonstrate vision, energy and vitality.
What's your philosophy regarding employees - are they treated as owners or independent contractors? Do you want a high degree of creativity and flexibility, or do you need rigorous execution and operational excellence? Do you want long-tenured employees, or a regular stream of fresh talent with new ideas, and higher turnover? Why should someone work here versus some other company across the road? What's your "employment brand?" Survey your employees and find out what they really value.
Try to emphasise collegiality and collaboration over hierarchy and bureaucracy.
Finally, emphasise the growth, development and career opportunities at the firm.
We have purchased a complementary company and are repositioning the newly merged entity in the market. How do we convey the direction of our new company to potential employees?
First, be clear in your communications that you are integrating the two companies. Don't make the mistake of telling both groups that nothing will change. And if one company is being effectively taken over by the other, don't call it a merger. Be clear and be honest.
Next, put some effort and energy into a communication programme designed to describe and convey the vision, values, and strategy of the new organisation. Explain what will be new and different, and explain what's not likely to change. Conduct some focus groups and ask employees for input on what they want, their concerns and their perceptions.
Be absolutely sure your leadership team is aligned and equip them with key talking points so you're all consistent in your messages.
We would like to hire some international specialists this year and in 2012. While we can't compete with salaries overseas, we believe our company has a very appealing New Zealand culture. We even surf on Friday afternoons.
New Zealand has a great story to tell and needs to learn how to tell it more openly and convincingly.
New Zealand employers need to learn how to "sell" their story more assertively to potential recruits overseas.
What does it mean to work and live here from an individual's perspective? Natural environment, climate, recreational options, Kiwi lifestyle, travel options, education and health care systems, public transportation, parks, democratic government, well established legal system, lack of congestion, and so on.
From a career perspective - the ability to grow and develop in an environment where individual employees are called on to play broader roles, excellent for growth and development. If your company has a unique culture and operating style, emphasise this.
If surfing is part of your culture, spread the message to special interest groups, virtual and otherwise.
Make use of social media such as Facebook and LinkedIn to identify potential talent and build a potential talent pipeline.
