Insights into the forces shaping our industry.

It’s not new news that we are in a candidate driven market. If your hiring process is not focused on attracting and landing top candidates, you will lose talent to your competitors. Candidates are choosing their employers.

Candidates I speak with have three, four or five companies they’re interviewing with and offers on the table. So, how do you differentiate your company and opportunity from the competition? First and foremost, offer the candidate a great experience throughout the interview process. Do not treat a recruited candidate like an applicant from 2008. Once a candidate is identified as a professional and cultural fit for your role and organization, expedite the hiring process. Bring them in within a week of initial telephone interviews. Make sure the candidate is speaking directly with the hiring manager, peers they will be working with, applicable organizational leadership and identified champions of your organization. Limit the experience to one day of interviews. Avoid having the candidate individually meet with a dozen people, who all are asking the same questions.

Share what sets your company apart. What are your company values? What is the company culture? What is the company brand? What is the leadership style? Candidates want their company to align with who they are. Candidates consistently express they want to make a difference and be challenged, to learn and grow, a sense of belonging and seek authenticity in an employer. This just in…it’s not only about money.

That said, nobody makes a move for equal to, or less than what they’re currently making. Present a market competitive offer…with the first offer and quickly. Offer immediate feedback in relation to the interview process. If you’re not moving forward, offer direct and detailed feedback as to why. If you are moving forward, get the competitive offer to the candidate within a few days of the face-to-face interview. When your offer is accepted, immediately begin the onboarding process.

The retention process begins immediately. Everybody on your new hire’s team should welcome them; include in all relevant communication. Order business cards, send them company swag, set up their desk or office.

When your new hire starts, keep orientation simple, engaging and interesting. Immediately immerse the new hire in your company culture. In the interview, you clearly communicated their role, responsibility and expectations. Review them. While it sounds cliché, develop and follow the roadmap. Assign your new hire a mentor and be certain all goals are being met throughout the first 30, 60, 90 days, etc.

If at any point an issue arises, make the new hire comfortable and communicate any concerns. Communication and collaborative approach should remain consistent throughout the tenure of the hire.

Rob Wieska

Executive Recruiter

Rob’s expertise is in Power Distribution, Automation Technologies (including generation products, smart grid, building automation and controls manufacturers) and Renewables (including wind, solar, battery / energy storage, and other emerging technologies). His clients include Manufacturers, Rep Firms, EPC’s, Energy ESCO’s, Electrical Contractors and more!