Do:
- Engage your employees in an ongoing process of defining, enhancing and celebrating your culture.
- Train your managers to help them re-recruit valued employees every day.
- Add “talent attraction” to your talent acquisition strategy! Ensure that your job postings, website, and social media channels tell discerning job seekers why they would want to work there. Include the WIIFM – the “What’s in it for me?”
- Monitor the web and social media so you know what people (including employees, former employees and job seekers) are saying about you.
- Implement and promote an employee referral program that encourages employees to use their social networks to generate referrals and earn bonuses.
Don’t:
- Underestimate the importance of culture fit using simple euphemisms like “family friendly” and “great place to work” to describe your culture. You can train technical skills; you can’t train culture fit and organizational alignment.
- Permit company culture issues like low morale and disengagement to fester. Seek outside help if necessary.
- Allow untrained hiring managers to scare off discerning candidates by having an attitude that implies “employees are lucky to have a job.” Everyone candidates talk to should sell the open opportunity, the company and the company culture.
- Dismiss the value of a good candidate application experience and don’t tolerate drawn-out hiring decisions. The best candidates have the shortest shelf lives.
- Misuse pre-hire assessments. Only work with validated assessments, used properly as a limited and indirect part of your hiring decisions.
Source: The Good Jobs
