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finance & strategy
This Industry’s Got Talent: Learn How to Get It—and Keep It
whAt cAndidAtes wAnt
Whatever position a company is looking to fill, it pays to know what employees are looking for in an employer, DeBerg says. And while it may not be possible to fulfill all of their desires, several factors can make a company more competitive. Companies most attractive to candidates are those that:
Offer competitive salaries and a chance
to learn new skills. Few successful em- ployees will leave their jobs to do the same tasks for the same amount of money.
Are able and willing to move through
the interview process quickly and efficiently. Ideally, two to three weeks for recruiting and telephone interviews, one week for face-to-face interviews and
the offer after all face-to-face interviews are complete.
And, most importantly, have a team
of smart, dedicated people with whom candidates will work. The best, smartest, most driven people want to work with other similar people, DeBerg says. They want to be part of something bigger and a team of people that is able to get things done.
Have a clear, thoughtful job description that
explains job expectations and sets standards that can be measured in quantifiable results.
Have an organized and knowledgeable
interview team that’s able to discuss the job, the company and the candidate as a person.
retention intention
But what about retaining your best employees? While you can’t do much to prevent outside offers from coming in, you can make sure your top employees feel like they’re valued, challenged and growing. Otherwise, they may
be open to listening to recruiters who call—or even start looking for the exits.
The first step: Communication. Says DeBerg: “Sit down with
your best people and ask them questions a recruiter would ask: What are the types of opportuni- ties in which you’d be interested in growing your career? Is your manager fair and able to help you and teach you? Do you believe your compensation is fair and
competitive? What jobs, internal and external, interest you? How can we help you be more produc- tive and/or do your job better?”
On the other end of the spec- trum, there are a few key don’ts to avoid if you want to retain
the best people, according to DeBerg. Among the dangers that could drive away top talent:
• Seeing no room for advancement
• Feeling stagnant or like they’re no longer learning
• Feeling unable to co-exist with a manager
• Feeling the rest of the team isn’t working as hard toward a goal
• Being stressed to the point of causing health issues.
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