topics include Communication, Peer Group Views, Talent Management
It’s tough out there, and goodness knows, we’re certainly not allowed to forget it, even for a second; the relentless bombardment of doom, gloom and despondency from our esteemed national press and all other media channels makes sure of that.
However, just because it’s tough, it doesn’t mean to say that your best people are feeling grateful to have a job, secure within the four walls of their working environment, and confident that the organisation they work is capable of – or can be trusted to – steer a safe path through the mess.
They may well elect to stay put – for a while, but don’t think they won’t be watching carefully and critically to see just how their employer handles the situation – and how they manage the fears, hopes and expectations of their people.
Now more than ever, employees need reassurance in the form of clear behaviours and ongoing communication, that the management team is at one, that the business plan is realistic, the strategy wise and the commitment to employees true.
So keep talking. And keep your best people.
Just a thought: do you know who your best people are? And do you know their motivators and influencers? Their priorities and interests? Their values and concerns? Why they stay? What could make them go? And what could encourage them to contribute even more?
Of course you do...
topics include EVP Development, Peer Group Views
With the wide recognition that a strong and compelling EVP is significant in the attraction and retention of talent, there is an increasing amount of dismay in evidence amongst HR professionals at what is seemingly required of them - and a myriad of other people to be able to articulate that EVP. The £ signs flash alarmingly – and with little slush in the budget, it’s all too easy to put it on the back burner.
Granted, doing it well does require a thorough and often time-consuming process of research and testing, both internally and externally, but there is no doubt that it is perfectly possibly to secure a few quick wins early in the piece – which will have a long-term value.
Bearing in mind the sophisticated nature of many candidate management systems now, we are somewhat surprised to see that few organisations seem to be utilising the available facilities provided to really establish the perceptions of candidates regarding the organisation and the marketplace as they move through the selection process.
After all, when an individual applies to an organisation, their mind is typically far from made up – and there’s a very strong chance that they will also be applying to other organisations too. They are certainly far from committed or loyal and they will clearly have an external (if sometimes well-informed) perception of the organisation that is immensely valuable.
As they progress through the selection procedure, that perception may change – influenced by what they learn, who they meet, what they observe and how they are treated. Those changing perceptions are also enormously valuable and should be captured because collectively, they can provide useful drivers to the further development of the selection process and will also highlight the effects – positive and negative, of the various touchpoints encountered during the process.
Likewise, those organisations that are dependent upon recruitment consultancies for the supply of good candidates could be making better use of captive potential candidate groups – simply through working collaboratively with their consultancies to secure information from the broader candidate database that will undoubtedly be of considerable value – to the client and consultancy alike.
Quick wins are essential in this uncertain time, where any expenditure has to be justifiable – but where, arguably more than ever, it will be the strength of the broad employer offering that attracts and retains the best people. And that has to be encapsulated in an accurate EVP.