THE war for talent is real. Companies need to start treating people they recruit similar to responding to customer inquiries or complaints online. The slowness in responding to applicants can be the difference between hiring a highly qualified applicant now or taking only what is left in the market.
I shared the above at the 2nd Strategic Recruitment and Talent Selection Summit yesterday. With the Association of Southeast Asian Nations 2015 economic community happening soon, which allows free movement of people, retention and acquisition of talent will be more challenging than ever.
Companies should level up and embrace digital at the same level as marketing uses it to reach out to prospects and customers.
Use websites as a tool not only to attract customers but also prospective employees. A potential applicant may decide to apply for or accept a job offer by what they see online about a client.
Entities that are not technology-savvy may turn off highly talented individuals from working in their firms. Recruiters should build their digital influence and make themselves accessible online. They should create a positive impression about the companies they represent and foster an open communication culture.
Otherwise, start-up founders and owners of small companies who go out of their way to reach out to young talent and make themselves accessible and offer attractive work conditions willget the best talents.
Once the talent get acquired and become employees, companies will need to have a program that includes career development, recognition, productive work conditions and a great boss.
I think recognition needs to go beyond the organization. The company must provide a venue where employees can become brand ambassadors and A-listers outside the company.
The vision of the company must be communicated consistently and this needs to be bigger than what the company desires to achieve from a profit perspective.
For small companies, it is a challenge to acquire great talent, especially if their compensation package is not at par with bigger entities. If that is the case, the company must think of a roadmap they can present to employees showing their growth pattern or journey. It could show new tasks, changing roles, working with teams and how challenging it can get. In addition, they could show how performance can also lead to greater pay, therefore not limiting one’s income potential.