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STEP 3: REMOVING BARRIERS TO INCREASE YOUR CANDIDATE POOL
First, there is your reputation to consider. Much like you have had to manage your online reputation for your customers, through Google reviews, Yelp, and Trip Advisor, today’s employee will research and judge their companies through sites like Indeed and Glassdoor.
Finding staff may now be a full-time job and given the percentages, that’s not likely to change. What you can do, is improve your reputation and ensure your EVP is well known, positively reviewed and referred! Applicants have likely reviewed all their potential employers and will make their decisions largely based on that.
Next there is the process. This younger generation will no longer send in a resume and wait a week for someone to follow up. In their life of instant gratification, they want to know now. If you make it quick and easy, and preferably entirely online, even for the interview (use Zoom), you will have a greater response and that means a bigger group to choose from.
Most important is that the person doing the interviewing needs to be your best salesperson. They need to be ready to explain your company’s EVP including the culture and perks they will get. Your salesperson will need to engage the candidate. Ask them what they want, what will make the difference to them and skills they want to learn. Then you can use that information to tailor your job offers.
The ultimate goal is to widen your candidate pool so that you have a choice. Get the word out there through as many ways as you can think of. It used to be taboo to hire a member’s kid, but now it’s one of the preferred resources and in addition, can help kids stay
To make this process easier, we think it’s critical for a club to define their EVP. Essentially, it’s your strategic plan for what we’ll call your ‘internal customers.’ Just like you have mission, vision, and values for the products and services that your club delivers to your members or customers, you need the same clarity around what you offer your team members.
What’s not necessarily the same, is the external and internal brand. You can maintain an external customer brand that values tradition and exclusivity for the members and an internal brand that promotes progres- siveness and inclusion for the workforce. To create your Employee Value Proposition, answer these 8 questions in very clear and simple language.
1. Why are we here?
2. What do we believe in for our staff?
3. What do our employees want?
4. What kind of fun do our staff have?
5. How do we manage our people?
6. What will they learn working here?
7. What kind of people will they work with?
8. How will they forward their career?
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