B2B Tech Talk with Ingram Micro
B2B Tech Talk with Ingram Micro

Episode · 6 months ago

Today’s Job Market: Retaining Top Talent

ABOUT THIS EPISODE

Having the right talent for your organization is important.

But finding the right talent is often a difficult endeavor. In a world where everybody is competing for the same employee base, how do you stand out, set your hiring practices apart, and make the process a great experience for everybody involved?

In this second part of a 2-part interview with Sally Brause, we talk all about:

- Her 6 step hiring process

- Why most people get the hiring process wrong

- Why the transition process begins the second a candidate accepts your offer

- How to prepare them for a counteroffer

- And so much more

To join the discussion, follow us on Twitter @IngramTechSol #B2BTechTalk

Listen to this episode and more like it by subscribing to B2B Tech Talk on Spotify, Apple Podcasts, or Stitcher. Or, tune in on our website.

...mhm mm. You're listening to B to B tech talk with ingram Micro. The place to learn about new technology and technological advances before they become mainstream. This podcast is sponsored by ingram micro financial solutions, increase your buying power and get your customers to yes with ingram micro financial solutions. Let's get into it. Welcome to be to be tech talk with ingram Micro. I'm your host, Shelby skirt hawk and my guest today sally drowsy director of human resources consulting at Path share HR services. Sally, welcome back. Thank you. It's nice to be back Shelby. Well so we had uh we had so much good information in that first part that I wanted to to sit back down and do some more in depth about a couple of things that that you mentioned there. So when we talk about hiring managers and what that process looks like, You mentioned that being able to have a consistent hiring process is important and that's you know from the candidate experience. What are those things that that applicant is experiencing is feeling is seeing in this process. So how do you start to create this consistent hiring process? Yeah, Well I'll just start by saying that I do think it consistent hiring process is so critical because just like everything right, if you design a process and then follow the process, the likelihood that you get the right outcome at the end is so much greater than if you just kind of haphazardly go about things. So I'm a big believer in a six step process as it relates to hiring and the first step and quite frankly, the most often overlooked step in the process is I want to call the identification stage and I just think it's super important for companies and for hiring managers to know exactly what it is that they're looking for in that role. So every time...

...there's an opening in the company, I really encourage marriage measures to look at it with fresh eyes and look at it is the way that the job is designed today. The best way to have a job designed and organized and if not now is a good time to really look at what do I need a person in this job to be able to do. And then once that's defined to very clearly define what are the knowledge, the skills, the abilities that attitudes interests, the aptitude, all those things, right, that is required for this position. And so a lot of times just go back to look at the very top performers in that role and what is it that they have, Right and document those far too often. We just look at the things that didn't work out with the last person. And so we do the opposite of that. And that's maybe not the best approach. So the first step is just really be clear on what the job is and the second part of that is be very clear on what it is that you're looking for in top performers by stunning top performers. And then once you've got clarity on that. And by the way, make sure everybody in the company has clarity and agreement on that, because nothing is more frustrating for an applicant than to hear different things from different hiring managers and like I'm not sure what job I'm applying for, what I'm supposed to do, right? So have that absolute clarity and have it documented and to find the second step then once you get there is to go about what we call sourcing candidates, right? And in the last episode, we talked about two different kinds of candidates that you can source. One is that active candidate? Again as a reminder, those are those candidates for whom, If you post a really good job ad, they're going to apply for your ad, right? Because they're out there looking for a different job today. And that's certainly part of the applicant pool today. But we also want you to source those passive candidates. And again, as a reminder of those passive candidates are individuals who are probably gainfully employed today, not looking for a job, but for whom, if a better opportunity came along, they want might be interesting at least looking at that opportunity. So really thinking about your sourcing approach and asking...

...yourself questions like, you know, how quickly do I need this job filled? If I need the job filled pretty quickly, I'm probably either going to have to post ads or I'm gonna have to go to recruiter. Second question is how much time am I willing to spend trying to find the right person, right? If I don't have a lot of time, it's going to be kind of hard for me to go out there and personally source passive candidates in that particular case. I'm not a recruiter, but you might want to hire an internal recruiter for your company or an external recruiter because they're worth their weight in gold. They're the ones who can spend time. And then the third question is how much experience does that person need to have those questions will really help you determine, you know, what is my strategy and you have to act of Canada's passive candidates. How much of each, how much time and money am I willing to spend for each of those? So start with a strategy, right? Be very intentional, clear on what is your sourcing strategy as far as who you're going after and how you're going to go about them and then put your time, your money, your effort, your resources into that. The third step in the hiring process. And this is gonna be specifically for those passive candidates. The third step is how do you get a candidate who's probably gainfully employed today, interested in your position and I won't belabor you with that because I think I did the last tech talk, but this is really about how do I gain that person's interest by knowing a little bit about them. Maybe getting a referral saying I was referred to you by this person specifically here. The good things that I heard about you and then doing a couple of other things asking for a confidential conversation. And that confidentiality is so critical with top performers, right? They don't want their current employer to know, they might be at least having a conversation with someone and then letting them know that, you know, at some point in whether it be now or in the future, you would like to know, you'd like to consider them for your company and all of that is centered around them. Who...

...are they? What's important them, what are they interested in? What would make an ideal career for them and in that engaging conversation, just sprinkling in, oh, the top performers in our company, This is what that aspect of their job looks like. So it's, you know, learning a lot about them and it's sprinkling in a little bit about your company and with that source or with that engaging. It's just a matter of nurturing that relationship with that person so that hopefully someday when they decide I might be interested in looking another company, I'm interested in looking at you at that point in time, then I think, ok, I'm going to use the fishing analogy, right, they've kind of been swimming around your body at this point in time. They're interested now they've they've bitten the bait, right? They've got the hook in their mouth when that happens. Whether it be with a passive candidate who has now expressed interest in your job, or an active candidate who has applied for your job. Now it's time to move into the fourth step. And that fourth step is about assessing the candidate and most of the time when people think about a hiring process, this is where they start. But really if you think about what I just said, that's the fourth step in the process and that assessment process, I recommend just having a really well thought out and thorough hiring or assessment process and what it means to be very clear on what it is that you're looking for. Remember us in the first step identified cation is probably the most important step. What I want hiring managers to do is to look back, okay. What did we say was so important to hire for in this position? Where the knowledge skills, the abilities, the attitude, the interest, right? What am I looking for in that candidate? And then designing an interview process an interview question specifically to tap in to information about whether or not that candidate does in fact possess the qualities that you're looking for. Now sometimes work with organizations and they might do a half an hour or 45 minute interview and they're ready to hire the person, right? I do appreciate the experience, you'll see that right from the outset. But it can be really...

...hard in a half an hour, 45 minute interview to really get a good understanding of what is that applicant like. And it's really hard to get information from the applicant for to get that up with an information what your company is really like. So as higher managers and organizations designing that assessment process, I really wanted to think about different steps in their different interview techniques and they're so some behavior based interviewing some maybe situational interviewing different strategies that they can use and different interviewers, making sure that they've got different perspectives from different individuals who are interviewing the candidates and all that wrapped up in a nice tidy succinct process. I know it doesn't sound anything but really being mindful that top candidates today are going to be on the market for long. So as you design that process, right. Be intentional about the steps but also know that you've got to move through those steps fairly quickly. So you might have three different interviews right? But you might be might do to those interviews in the same day with two different individuals and if you still like it might bring them back for a third interview a day or two later. Now one of the questions in the assessment process that I will often get asked Shelby is um and I think about this years and years go ahead 100 manager sending sally the last thing this guy sold was himself to me in the interview process and he hadn't sold a dang dumb things since I and I love that. And so as you think about this assessment process, a couple of things that well designed assessment process will help ensure that they're not breaks to what I call the plastic of the state, right? That said you're going to be able to get a little bit more clearly who is that person? The other thing that I recommend, if you feel like that's happening with any of your candidates is make one of the interviews at the end of the day and there's some psychology to this, right. If you think about at the end of the day Shelby we might be a little bit more tired. We're gonna let our guard...

...down more. And when that happens with an athlete, that's actually a really good thing because then we get to see who they truly are and that's really we want what we want and assessment processes, who really is this person and what would I be hiring as much as we want them to see who we are and what would they be joining us? Part of the organization? So that's the assessment process. Again, different steps, different interview questions specifically designed to the things that you're looking for. Different interviewers and then at the end of it just have all the interviewers come together, Right and say, hey, what do we all think about this candidate? Right. What did you hear? What did you like? Are we thumbs up about this candidate or thumbs down? So as I say that right. One of the things that can happen when we get there is sometimes early in the process you might have an applicant look oh my gosh I love this Canada. I have such a good feeling about this Canada. I want to hire him. And my advice when that happens is suspend that feeling to the best of your ability. You've designed a process to get objective information about the candidate. Use that process, try to suspend your feeling right? And if at the end of the process all lights are green, right? Everybody is still feeling good about that applicant. Go ahead and hire them. Right? But don't make that decision too early because it will filter all these favorable things in in the interview process and maybe not allow you to make that objective decision. Now the flip side of this and this has just been through years of experience and I will say to everybody out there this is unscientific. So ignore it. If you feel like it's not science satellite. I don't believe it. But so many times when we get to the process with a candidate and we all come together and we're like we always think about is that green light. Everybody loves them. Move ahead. Is it red? No there's there's this is not a candid person or is it yellow? In other words? Yeah, we like a lot of things about the kind of, there's something in there, right that just want to investigate a little bit further. Maybe reference checks or whatever if you get in there and you're like, oh everything...

...in the process panned out. But something just doesn't feel right at that point in time. I'm going to encourage managers to really listen to your intuition and I don't know why it works. But almost every time I've hired against my intuition because objectively logically they followed the process that came through. I've regretted it. Right? So my advice about that intuition is early on. You love the candidate presses them that intuition right, object objectively assess him. The flip side of that is on the on the end of the assessment. If something tells you something's not right, you might want to pay attention. So that's why I've talked a lot. That's the fourth step of the process. The fifth step of the process of good hiring process. You're not done yet, believe it or not. The fifth step of the process is really about so many people think about the offer is what compensation am I putting together for this candidate? And certainly you guys, I will never downplay the importance of compensation. It is wildly important. It's not the only thing throughout the whole process. Shelby. You've been learning what's important to this candidate? What are they looking for in their next company in their next role in their next leader. Right? So as you're putting together that offer really think about as you extend that offer positioning, you know, hear the things that you said were most important to you in your next job, in your next company, right? And here's what we're going to be able to find you. Maybe it's the flexibility, maybe it's working for a leader who really has helped them grow and develop. Maybe it's a leadership development program, whatever it is, right? Whatever is important to the applicant, make sure that and then offer stage along with the compensation. You're talking about what are all the benefits, right? That are important to them. Not the health benefits, but the other benefits that things are important for their needs that are going to be part of this overall offer to them. And then the last step of the process is all about transitioning. And I'm a big believer that transitioning happens as soon as the candidate says, yep, I'm gonna accept your offer and it can be used at that point in time to, you know, Yeah, we've got a good one. We're excited.

And I'm never really all that excited till I see the whites other eyes on someone. Right? And so think about some things. I want higher measures to think about it as soon as that candidate says, Hey, yeah, I'm gonna join your company. I'll ask the question That first of all that is so excited. We are Shelby. We are so excited to have you as part of the company. We are looking forward to your contributions and we know you're gonna do great. And then I would ask the question shall be if you were joined our company is, have you thought about when you're going to give your current manager notice? Right. And you might say, uh, it's friday. I'll go ahead and I don't want to ruin our weekend. I'll give it to her monday and I'll ask Shelby, how do you expect your current manager to respond to your resignation? You think she'll give you a counter offer? Right? And what I want to do is I want to get that applicant or now this new hire, potentially new hire, mentally prepared for that counter offer. Right? And so I'm going to walk him through what would that counter offer need to look like and how committed are they coming on board with me versus if they take a counter off, I want to have a dialogue about that. I mean if they say no, you know, whatever it is, then the next step is okay. Now I've got a mentally prepared right to resign from their company even if they get a counter offer? Hopefully. And then the next thing I'm gonna do is monday night Shelby. If you're my new higher, I'm gonna call you monday nights, they shall be. How you doing? I imagine today was a tough day, right again, she'll be, you're a top performer for your company. You have relationships, right? People aren't gonna want to see you go and you quite frankly don't want to give up, give up a lot of those relationships you have. So I just want to make sure that you know that I care about you, right? And I know that today was a tough day. And how are you doing? And then between now and the time you start is I'm, I'm finding reasons to pick up the phone and call you. I might also be thinking about how I let you know how much I excited I am. I might send a gift package to your home, right? So your whole family can enjoy either very goodies or maybe a gift certificate to a restaurant, whatever is right. I'm trying to form those relationships from day one and then from there, you know, on day one, my biggest piece of advice is don't want to be a fire drill, hiring managers be prepared. You spent...

...all this time, effort and energy to get this top performer on board. Now let's make sure you're prepared. Day one with your there. The first day people know that they're coming, they're desk is ready, their computers set up what ever it is, right and have that clear cut onboarding plan for them. So they know what to say, definitely. Well that does it for this episode of VtB Tech Talk with ingram Micro. If you liked this episode or have a question, please join the discussion on twitter with the hashtag B two B Tech talk. Sally, thank you so much for joining me. My pleasure. Shelby, thank you. You've been listening to B to B Tech Talk with ingram Micro, hosted by Kerry roberts. This episode was sponsored by ingram Micro's Financial Solutions. BtB Tech Talk is a joint production with Sweet Fish Media and ingram Micro to not miss an episode. Subscribe today to your favorite podcast platform. Mhm.

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