What is a talent?

A traditional view is that 'talent' refers to the A Players, the top 20% of employees. Now the focus has shifted to include the 'B' Players - the capable, steady performers who make up the majority of the work force. Companies can't afford to neglect this group anymore; it is this population who sustain long-term performance and survival of a business. However ,each organisation has its own specific idea of what a Talent is for them, and this can vary from one to another.

We are constantly told about the war on talent, and you can be forgiven for experiencing 'war on talent fatigue', however, if you have experienced putting an ad in the press or on a jobs site to and not being able to produce a satisfactory shortlist you will know that there is still a talent shortage - another reason why talent programs should include A and top B players. So, how can you attract the talent everyone wants to recruit? By now we are all aware of the key attraction factors including opportunity for long term career development, the package, opportunity for work-life balance, opportunity to work across different roles and training and development opportunities.

How can you attract talent into your organisation?

1. Hygiene Factors

This doesn't simply mean offering the highest pay packet (although making sure you are competitive is very important), attracting individuals by offering higher salaries only will only keep them engaged for a year maximum. So what else can you offer? 'Hygiene Factors' are vitally important when attracting individuals to an organisation, these are factors which may not independently motivate an employee but when removed cause dissatisfaction. These include:

  • Company policy and administration
  • Supervision
  • Working conditions
  • Interpersonal relations (co-workers)
  • Salary
  • Status
  • Job Security

So when you are putting the advert in the paper, you may like to include some information relating to these factors.

2. Talents hire you

'Talents' will go through several recruitment processes while shopping around for the right job; they are using this as a way of hiring your organisation. Do not underestimate the impression that is given out about your organisation via the recruitment process. Not only should your recruitment process stand out from the crowd, it should clearly communicate to candidates your values. Therefore the recruitment process should be viewed by the organisation as an extension of the marketing plan. If a candidate experiences your recruitment methods as professional, challenging, engaging, rewarding and a true representation of the role they are applying for they are more likely to want to work for you and to stay with your company. So what can you do to achieve this?

3. The recruitment process should reflect your values and the role being assessed

Communication

This starts from the way you communicate with the candidate. Ensure they receive clear and informative materials prior to the recruitment process about the company, the role and what the assessment process will involve. Consider the way these materials are presented. Are you a young, vibrant, forward looking organisation? If so, sending a battered photocopy of your mission statement will contradict this, consider using a more interesting method such as social media to communicate this message instead.

The Recruitment Process

Most organisations use an interview, perhaps some profiling as well. Talents who are shopping around will need convincing that the role is going to be challenging and rewarding, therefore giving them a seemingly 'easy' assessment may actually put them off. They need to feel they have achieved something by getting through the selection process, they will start the role with more confidence. Therefore consider the methods being used. There is a wealth of different methods, so why stick to a 'boring' interview when you could get the attention of candidates through an innovative and different process?

Generation Y

Much has been made about Gen Y; typography varies, but it typically includes people born after approximately 1981. This group are likely to be most mobile, since they typically change roles after 2 years -a big difference to Generation X who believe more in jobs for life (again, this is a stereotype). By this rationale they are likely to make up most of the candidate pool; therefore it follows that you should consider what their needs and expectations may be. Although it's a stereotype Generation Y may have some of the following expectations and attributes:

  • Optimistic and honest attitude
  • Perceive and need the boss to act as mentor and coach
  • Entirely computer literate with a focus on online communication methods
  • Like to have control over their role, 'want to have it their own way'

Perhaps it's unrealistic to meet all these needs 100% of the time, but it's likely that some of these factors will become 'hygiene factors' for Gen Y, therefore without them they may feel dissatisfied.

In summary we suggest considering your recruitment process as a marketing process too. It still needs to do its' job i.e. find the right person for the role, but in today's competitive market place it must also act as a way of attracting the talents. Remember they are selecting you as much as you are selecting them.