Win The ‘War For Talent’: Effective Strategies For Tapping Passive Job Seekers To Answer Your Hiring Call
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There are not enough people coming into the workforce to replace the Baby Boomers who will shortly be exiting the workforce in significant numbers.
Add to that the changing nature of work over the last 20 to 30 years resulting primarily from technological advances and globalization and we’ve got ourselves a skills shortage—the likes of which we’ve never seen before. In its 2012 report, McKinsey predicted that this global skills shortage could approach 85 million by 2020.
So how do we win this “War for Talent”? We must start by changing our recruiting strategies from reactive to proactive, so we can attract hidden talent who are happily ensconced in a similar position at competing organizations. This can be a daunting task, though, and one that not many managers or HR practitioners understand, feel comfortable with, or do well.
You cannot treat the passive job seeker like an active one. He or she needs to be wooed—and pay and benefits aren’t the only, or even the most important, incentives that they (and you) need to consider.
You have to know where to look for passive job seekers, how to approach them, how to manage the process through the prospect funnel and be adept at handling objections that never come up in the traditional recruitment process.
As difficult as it may seem, tapping the hidden talent market to attract passive job seekers will be increasingly the most valuable way to fill your positions. And since an estimated 70% of the market is not actively looking for work, this is, was, and always will be the best way to attract top talent.
Join us for a rebroadcast featuring valuable and practical tips and insight on how to successfully source, attract, and recruit high-quality employees who are not necessarily looking for a new position—but might be induced to make the move to a better job!
About Your Presenter
- Use alternative sourcing methods to find hidden talent happily employed elsewhere
- Identify your “employer value proposition”—those key characteristics that make you an attractive employer for top talent
- Prepare a performance-based job description to truly determine the type of person who will be successful in this role
- Approach passive job seekers—too pushy and they will run away, too meek and they may create pay disparities or unrest within your existing workforce
- Track valuable talent to pull them through the prospect funnel and maintain future relationships
- Find out what the potential hire is passionate about—and assess whether the job you’re offering stacks up
- Sweeten the deal—what benefits or incentives can you offer that make the job more attractive
- Ensure that job growth is an integral part of the package you offer
- Get support from all the crucial players in your own organization
- Think about identifying incentives for the family of the potential employee
- Be prepared to match or exceed any counter offers, if you really want to hire this person
Kim Seeling Smith
Kim Seeling Smith, the founder and CEO of Ignite Global, has spent the last six years helping her clients hire better people – and keep them once they have them. She authored Mind Reading for Managers: 5 FOCUSed Conversations to Increase Employee Engagement and Productivity and co-authored (with Brian Tracy) 101 Great Ways to Enhance Your Career. She is a frequent contributor to business and trade publications in the United States, Canada, Australia, New Zealand, and India and has recently been quoted in Forbes. A summa cum laude graduate from Ohio State University, Seeling Smith holds a BSBA with double major in Accounting and Computer Information Systems. She began her career as a CPA and Management Consultant with KPMG, then subsequently spent 15 years working with and managing international recruiting firms, giving her a front-row seat from which to study why some companies are great at attracting and engaging staff while others constantly struggle with turnover.
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|Keywords For This Course:|
Recruiting, hiring, talent acquisition
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