A good EVP will take into account one’s industry, market share, competitors, and strategic goals. While this course can’t address your unique situation, we do include all the general elements of a good EVP. To that end,
Clearly understand and articulate what is the role you’re trying to fill. Why is this person necessary? What do they need to contribute? With whom will they interact? Does the ideal candidate really need all the qualifications listed in the job post or are you chasing the impossible?
Ensure the job description is clear. There must be no role confusion.
Post the salary range on the job advertisement. Numerous surveys indicate that job seekers want this, and some will scan and reject your posting if they don’t see it.
Your vision, values, and mission must be incorporated into the job description.
Decide upfront if you’re willing to work with external recruiters or not. There’s a cost involved, but they can vet candidates for you.
Target where and by what means you’ll advertise the position.
Build a strong recruitment pipeline by working on relationships with universities, trade schools, certification programs, etc.
Offer a recruiting bonus to current staff for referrals ― and make it a generous one. Pay it out over time, perhaps quarterly, as the new staffer remains.
Research shows that most interviewers make their decisions of job candidates within the first five minutes of meeting them. Resist this temptation! Interviewers need to be aware they very likely have unconscious bias that can interfere with good decision making.
Use behavioral interviewing techniques when meeting with candidates. You’re looking for a good fit with your organization. (See our “Practical Values for Leaders” course for guidance on Values-based interviewing.)
Be completely open with candidates as to why the position is vacant.
Offer benefits immediately upon hire, not after some set post-hire date. Some employers begin payroll deduction for benefits from the date of hire, but do not allow those benefits to be accessed for months. Would you join a gym or big-box retail outlet that had such practices? No? Then negotiate with your benefits providers so that you don’t do that.
Never, ever ghost your candidates. If you do, it may negatively impact your firm’s reputation. Word gets around, especially in smaller, niche industries. A reasonably kind rejection form letter is better than nothing.
Hire a third party or assign someone to monitor your online reputation developing from statements made by clients (Yelp) and employees (Glassdoor). Make certain to respond on those sites to the feedback given.
Accessing this course requires a login. Please enter your credentials below!