There are many facets to a robust recruiting strategy. It should take into account the business needs, the organizational culture and finding the most qualified employees. These are the tenets that are widely accepted as some of the most important when determining your strategy. From there, recruiters attempt to find the candidates who are qualified for the open positions. The candidates come in to interview and give us their best sales pitch on why we should hire them. Then, the recruiter, hiring manager, and any other important players pitch why the company is so great.
This is the step where many organizations fall down. In our zeal to get the candidate on board, we throw out every possible reason the company is great in hope that something will resonate with our strongest candidate. It's a bit like throwing a bunch of darts at the dartboard. You may hit the bullseye, but maybe not. By employing a more tactical approach to the close, recruiters can have greater success in reeling in the strongest candidates while also determining the "fit" of that candidate.
The US Marine Corp has a method to do this that may not be well-known, but works quite successfully in accomplishing this targeted recruiting message. They use what they call "benefit tags". When a Marine Corp recruiter has a candidate in front of him (or her), they lay these benefit tags out on the table in front of the candidate. Each tag has a word or phrase with either a tangible or intangible benefit.
The six intangible tags are:
The five tangible tags are:
The candidate is asked to choose the tags that represent what is most important to them in their life and career. The recruiter is prepared with a pitch for each tag, so no matter which tags the candidate chooses, the recruiter has a specific goal of what needs to be communicated. For example, if the candidate chooses "leadership and management skills", the recruiter may tell them about all the Fortune 500 CEOs who are former Marines. If they choose "travel and adventure" the recruiter may tell them about all the exotic places they can serve their country.
This technique can work in your organization too. By looking at the organization as a whole and what the benefits are, you can come up with your own tags and selling points. Maybe you offer an environment that promotes from within, tuition reimbursement, global offices in 7 countries, and an average tenure of 28 years for employees. It would be easy to have four specific selling tracks that address:
By asking each candidate "What is most important to you in your career?" you are demonstrating that your organization values their needs, right from the start. It is a good way to build that trust from day one. If candidates believe they are having their individual needs addressed, I'd predict that it will not only close more deals quickly, but will produce stronger initial engagement with the company.
What do you think? Are you using targeted, individualized recruiting tactics in your organization? Should you? Let's discuss it in the comments.