Your Brand as a Recruiting Tool
By Kevin Hannigan, Managing Principal, Roland Mann and Associates, Inc.

Presidents and CEOs of high-growth companies often tell us they are concerned that their brand will not attract the top talent they need in order to quickly grow their business.  Our advice: Relax.  With the right plan, your company can get the right people, as you need them, regardless of your size.

Certainly, recruiting the right person at the right time is a critical factor in a company's growth plan. We have all seen examples of how putting the wrong person in a strategic position can debilitate even a large company.  So how can you be sure that your recruiting strategy is in line with your business objectives?  Whether you are looking to hire immediately, or are simply anticipating your resource needs, the key to good hiring is in the planning.  Get your management team together to review the following "focus areas" and you'll be off on the right track!

Who, What, Why? 

Start with the basics. Define the position, specific responsibilities, and reporting structure. Will this position relieve/supplement the responsibilities of someone already on your staff?  Will it take over duties currently outsourced to a third party?

Now, qualify the position: Is it a very broad position with wide-ranging responsibilities or one very specific in scope?  Then, prepare a position description and a compensation plan that is fair and attractive. After all of this is done, you will be prepared to put together the position announcement.

Defining the Fit

Here is where you shift gears from what is definable to what is anticipated.  If this is a strategic and critical position, and if you?re truly in growth mode, the dynamics of the job and the company will be changing fairly rapidly, so keep in mind the next two to five years.  The reality is: People will come and go and your business will change, as will its needs.  It's unlikely that the person you hire today will be the same person in the position 20 years down the road. 

You cannot afford to slip at this stage and in this economic environment. You have to "nail it" if you are moving forward with a strategic hire. In today's market (where employers have the advantage of more resources available to choose from), we recommend searching for someone that is overqualified for the position, but someone who also fits your goals and your culture. With a fair offer and a chance to deliver to your expectations, you can find some really good talent on the market, as well as currently-employed persons who are ready for a change.  The best talents are not looking for lifetime "guarantees" anymore. Alternately, many of those with less experience are looking at bigger companies with the thought of security.  And with a limited track record, it is also harder to judge whether a "fresh" talent will really be up to the task and able to deliver on job expectations.  

It is often beneficial to consider bringing in someone from outside your industry or perhaps from an industry that is similar to yours. Many of our clients have done just that, and with great success.  It takes longer to sort through more potential candidates from a wider position announcement, but the hired executives have made quicker strides moving the company forward faster than what companies have seen by hiring "the experts" in their industry.

The Matchmaking Process?

Decide how you will best find this person being mindful of costs, internal resources available, and timelines or urgency.  Some well-placed ads in newspapers and websites may net you all the talent you can sort through for the next 30 days.  If you use an outside resource to solicit and gather applications, consider hiring a consultant to wade through all the resumes and qualify candidates for you. 

There are pros and cons to advertising your position announcement together with your company name.  Doing so allows candidates to conduct their own research on your company, which can either result in highly qualified leads, or it may backfire as qualified candidates choose not to move forward with the process based on misconceptions about your business.
 
This is where the advantage of a professional search firm becomes tangible. A good recruiter can present your position through an announcement that is much more intentional than a general position description. These finely crafted postings will have an appeal to the target candidate and the posting itself screens out unwanted solicitation.  It can also provide you discretion and non-disclosure to the marketplace. You may not want your competitors (or investors) to have a sense of your growth strategy until the hire is made.

If you choose to use a search firm, look for one that focuses on retained assignments.  Other contingency recruiters often specialize in an industry, which can mean that you get stuck with what is already in their database, or you may not get first pick of their best candidates, as they may be working for your competitors. However you go about it, communicate regularly with the recruiter you have chosen and hold them to the highest expectation of delivering value back to you.  And, remember that what is true in most areas of business is also true in the world of recruiting: You usually get what you pay for.

Lasting Impression

Ultimately, when it comes to recruiting, the first impression is the lasting impression.  A candidate will judge your company, its brand, and the job by what they see or hear about you from the get-go.  This is where a professional recruiter earns their keep. But once that candidate is in the door, it is up to you and your team to carry your brand forward in a positive light.  Your products or services, satisfied customers, research and development strengths, and solid strategic plan for growth will impress them more than anything else.  So relax.  Get planning.  And get growing!


Kevin Hannigan is Managing Principal of Roland Mann and Associates, Inc, Minneapolis.  Roland Mann is an executive search firm with two specialty practices for their clients' companies: 1.) Finding marketing, sales, and business development executives that drive P&L growth within the company as Manager, Director, Vice President or CEO; 2.) Providing diligent and discreet search services for industry-specific Interim Executives, for defined management and critical project needs, typically during company transitions.  For more information, please contact Kevin Hannigan at kevin@rolandmann.com.

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