Why is it getting harder to land top candidates?
Too often, a new hire is won or lost early in the hiring or interviewing process. Identifying, evaluating and attracting candidates is certainly a challenge, but it's all for naught if the interview process is flawed. Employers often spend huge amounts of time and money attracting candidates then use the same old tired processes that repel those talented people that they paid so dearly to find.
Flawed processes make it difficult, if not impossible, for top candidates to want to say, "Yes." Amending your interview and on-boarding processes can drastically increase the number of times you hear "Yes" to your offers. It can also help you land higher quality candidates, which means everything in terms of business performance. Follow these six top tips to land top talent.
1. Role reversal. Approach interviews as if the candidate is not applying for a job. In today's competitive market your facility is, in fact, actually "applying" for the talent of potential employees. Top candidates are accustomed to being recruited and could be put-off if treated as an "applicant." When you have the opportunity to land an A-list employee, turn on the charm and make them feel welcome. Talk to the candidate about what they will get to do, learn or become once they "join the team." If you don't know what the candidate wants to do, learn or become, ask them!
2. Understand the market. When it comes to mid-senior level healthcare executives, we're still in the midst of a candidate-driven job market. There are a limited number of candidates from which to hire, but there are plenty of opportunities available for the best-qualified individuals. Unfortunately, in healthcare, the demographic trends are getting worse, not better. Here's how: The Baby Boomer generation comprises a large percentage of top ASC talent. As they retire, there are fewer capable individuals available to fill an increasing number of key positions. This vicious cycle is creating increased competition for top talent. While you cannot change the trend, you can become more effective in attracting and retaining top talent.
3. Attract first, screen second. You cannot salvage a poorly handled interview. Assume, at the outset, that this is the candidate you want to bring on board, and make them feel that way. If they are the right person for your facility, then the whole purpose of the interview is getting them on board happy (you are setting the stage for working together in just a few weeks). If they are not the right candidate, then this is your chance for some important market PR (how you treat every candidate gets around the marketplace). Remember, you do not have to make your decision until after they have left.
So sell first, and screen second. While some of you may distain the idea of selling, a fundamental truth is that people want to be wanted. When you tactfully sell (engage, attract and build rapport), people feel wanted. When they feel wanted, they have a favorable impression of you and your opportunity. Schmoozing candidates may sound simplistic, even pandering, but in the war for talent every advantage counts.
4. Meet, greet and set the tone. Have the person to whom candidates will report, if hired, meet them in the lobby. Be sure to be on time so they're not left waiting. This basic professional courtesy will be appreciated and show that you respect them and their time. How would you feel if they were late? Make sure you sell the opportunity fully, before asking a barrage of questions. A tour of your facility is a great way to break the ice and share information conversationally.
5. Top talent deserves respect. During interviews, turn off your cell phone and put your landline on do-not-disturb, if possible. Taking calls or allowing interruptions can make a candidate feel unimportant. Treat them like they are a recruit, and not an applicant. If you have more than one candidate, try to schedule interviews for the same day or back-to-back days so the first candidate to interview doesn't have to wait long for a decision on their candidacy.
Following an interview, don't take more than 24 hours to make an offer or set up a follow-up interview. At a minimum, communicate to top candidates, letting them know where you are in the process and continue to inform them throughout the process. Lack of communication can send the wrong message. No news is generally perceived as bad news. Keeping the process moving forward and making decisions quickly are critical to landing top talent.
6. Wow them. Make a flattering and realistic offer, based on the opportunity and fair-market rates. It does you no good to offer just enough to get them but not enough to keep them. Include in the offer any custom perks that may cost you very little, yet mean a lot to the candidate. For example, offer two house hunting trips (to include the spouse or significant other) to make sure they can secure acceptable housing and get to know the community. If you live in an area close to skiing and you know the candidate is a skier, offer a season pass as a sign-on bonus. Little touches like this make a candidate feel special.
Know the tangible and intangible costs/savings of having an open position, and factor this into your thought process. For example, if a position has been open for two months, you've saved two month's salary plus the cost of benefits. Consider adding part of that money to the offer, if needed.
Include reasonable relocation costs. For an executive position, that would include packing and moving the household and possibly an interim housing allowance. Consider including an incidental relocation bonus, if possible, to be used by the candidate to cover any relocation costs not covered by your company's relocation package.
Relay all company benefits information promptly and be sure that the information is easily understood. Provide a contact person's name and number as a resource if questions arise. Have some flexibility in vacation policy for a senior-level candidate. They may be giving up a tenured position that has more PTO than your plan may initially allow.
Do not leave an offer open-ended. Candidates should be expected to make timely decisions just like you. Offers should be extended for a limited time only (generally just a few days).
A wider net
When you're trying to find the best possible candidates, you must reach out to and talk with everyone who might be qualified within a 30, 50 or 100-mile radius (or greater) of your facility. Since most of the best people do not read want ads or spend their evenings surfing the Internet for a better job, top candidates will need to be recruited. If you feel uncomfortable calling competing facilities, feel there may be complications in doing so or simply don't have the time, consider using a third party executive search firm. Whether you search yourself or rely on someone else, remember that candidates need to be courted. It's simply human-nature: people want to be wanted.
Greg Zoch is a partner and managing director with Kaye/Bassman International, an executive search firm based in Dallas, Texas. He may be reached at gnz@kbic.com or by phone: 972-265-5290