The hiring team has found a great candidate, an attractive offer is on the table, but the prospect hesitates to sign on. For some reason they are stuck, and without an additional push, they may take the easy route, decline the offer, stay in their existing job – and you’ve lost a strong hire.
In businesses whose people deliver expertise to customers, thought leadership can be a great business development and marketing asset. It’s how consulting firms like McKinsey, Bain and Boston Consulting Group have built multibillion-dollar businesses, and increasingly how wealth management, architecture, IT services, software and other firms are gaining share.
When the flow of exciting résumés coming in does not keep pace with the hiring needs of a growing company, many will turn to external recruitment firms. Such firms see a quick and cost-effective way to get in more CVs, as they have established databases and work on a contingency basis, usually charging between 9% and 33% of the first year’s salary only if a hire is made.
This blend of recruiting solutions allows you to get the expertise of an outside agency and the tight alignment of an internal team.
Building a candidate “hot list” is a great way to cut through cold recruitment efforts and provide a steady stream of preferred candidates. Here are some practical ways to make a hot list work for you.
Combining a team interview and lunch into your interview process can give you a better understanding of how well a candidate fits into your company culture.
Companies need to create a pipeline of talent that is continually developing within their company.
One of the most powerful drivers of engagement and retention is having employees who share the mission of the organization.
Having a powerful social mission that speaks to a higher purpose and true motivating values of the company can be a very strong magnet for top talent.
Giving candidates a real on-the-job challenge can help you make the perfect executive hire.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).