BUSINESS INSIGHTS | WINTER 2011/2012 EFFECTDevelop Your Talent Acquisition Plan
by Jay Sjostrom
Companies that are poised for growth can either wait until excellent talent comes their way, or go out and get it now.
To do this in a coordinated way, consider developing a strategic talent acquisition plan with four basic components. A plan will help you plant the seeds to bring in top talent.
Identify your goals and good talent
- Think about your short and long-range talent needs and don’t be afraid to dream big. Visualize your company with the best available talent.
- Be clear on what the best-of-the-best looks like. Network and use existing relationships to help you realistically spot the strengths and attributes of A-level talent.
- Communicate the vision with your other employees so they are on alert for high-performing people.
- Develop a strategic hiring process aimed at recognizing and hiring top candidates that may be available now or sometime down the road.
Confidently articulate your brand and position
As your plan unfolds, prepare to answer underlying concerns that a top candidate might bring, such as:
- What is the vision of your company in three to five years?
- What are your performance expectations from someone like me?
- What are the short and long-term outcomes expected of the person accepting this job?
- What is your company’s environment/temperament/culture like?
- Why would qualified A-level talent want this job?
- What growth, experience, and development will this position offer?
Exhibit A
We recently worked with a privately-held $20 million company that was experiencing tremendous growth, had a clear vision, and a solid three-year strategic plan. Their growth put them in position to hire their first-ever operations manager, but their leaders were pleasantly surprised to find that by sharing their plan with prospective candidates, their enterprise appealed to the best-of-the-best—professionals with substantial growth experience in companies much larger than theirs. They ultimately hired an individual who was considered by industry insiders to be a “game changer” and were able to upgrade the original job duties and responsibilities, which fit in well with the company’s longer strategic plan. |
Tap their inner drive
Due to the economic climate, highly driven, successful professionals will only make an employment change if it represents a strong long-term bet. However, I have observed that talented individuals by nature are motivated by the desire to be part of something special. They are interested in great company stories and are open to networking at the top level. And they may have hidden professional impatience with slow growth, or a less than robust business environment in their current role. Such a person is apt to listen to the new ideas and challenges that your company might offer.
Make it an on-going process
Be sure to make talent acquisition an ongoing, fluid activity; because if you wait until you need the talent, you will be at the mercy of your competitors. So, whether your company plans to add talent today or in 18 months, develop a talent-acquisition plan, get out and tell your story, and meet the talent that is available. You don’t need an open posting to have a conversation. You just need to believe in the vision you have created, and others will want to be a part of it. In this market, you may be surprised at what motivates A-level talent.