Like many of my clients, if you are experiencing significant increases in business, you’re noticed that there is a War for Talent! That is not surprising. There are approximately 9.3MM job openings and 9.5MM unemployed, so demand is about equal to supply. So how do you find employees? Without getting into political arguments about the lack of employees, here are five ways to attract prospective employees better.

If we take the business model that I have outlined before, which I believe can be applied to many situations, e.g., Recruiting employees and the collapse of the Superleague. So, I will examine attracting employees through the lens of:

  • Value Creation
  • Core Customer
  • Brand Promise
  • Value Delivery

and the fifth item is “Spread the Word.” You don’t want to be the unknown greatest secret among employers!

Value Creation

Value Creation in hiring refers to Why Should I Work for You? 

The first part of this is the company’s mission, or as Patrick Lencioni puts it, “Why do you exist?” Articulating a reason for existing that will resonate with the prospect is critical. There is much research by McKinsey and others that shows that if the employee can identify with the organization’s mission, they are more likely to stay and be more productive. Thus, know your mission! It needs to be succinct and easy to understand. But the entire organization needs to know it and express it the same way so that the prospect believes that you believe in it.

Second, you need to explain why the prospect should work for you. Having asked many CEOs, the following hypothetical.

You are interviewing a candidate, and they are “It.” They are an “A” player, exactly what you need and want, and you about to offer them the opportunity. Still, before you do, you ask if they have any more questions. The candidate looks are you and asks, “Why should I work for you?”

To date, not a single CEO or business owner answers this question in a way that would attract the candidate. The most common answers I get are, “We are a great company,” “We offer employees great opportunities,” and “This is an exciting place to work.” If these are your answers as well, consider the following. Do you think when the candidate asks your competitors the same questions, the responses are:

  • “We are an awful company.”
  • “This is a dead-end job where employees’ careers go to die.”
  • “This company and position are boring beyond belief, and nothing ever changes. There is no excitement or challenge.”

Of course not! They provide the same answers as you.

What to do? Consider the question and have a response ready that is supported with details and stories.

  • If you are a great company, explain how in a way that resonates with the candidate.
  • If you offer opportunities, tell stories of how employees have had great opportunities at all levels and how they have progressed.
  • If you are an exciting place to work, show how and make sure the energy is reflected in your tone and attitude.

Being able to articulate this is more critical than many CEOs, and C-Level people realize. Prospective employees have many options. If you want “A” players to take your organization to the next level, you have to stand out from the rest and show them why you are the best choice. Being the “Tallest Pigmy” is not going to cut it.

Core Customer

As with Customers, we determine our Core Customers, so we know how to market and sell to them. With employees, we need to determine who is our “core employee.” As Jim Collins has often said, culture is more important than skills as the job will change, but having people with the same values is critical! Also, you can teach skills much easier than you can teach culture. Hire for core values! Ensure that all the people involved in the hiring decision can determine that the prospect has the correct values. Finally, if you hire them, ensure that your onboarding process makes those values a habit!

Because Core Values are critical, companies that permanently rely on temp agencies are making a mistake. Temp agencies provide you with someone who can fog a mirror and do the job, but there is no test for culture. So, they don’t last, and if you have to get a new temp in who needs training. The cost is high, and productivity is low. Finally, the temp agency is competing against you. If they have another client who will pay the employee more, your temp employee is gone. While temp agencies may solve a short-term problem, they are not the solution many think they are.

Brand Promise

As with customers, you have a brand promise to convert prospects into customers; what is your promise to your employees. What are you offering them other than a salary? A CEO once told me that he couldn’t keep employees, but when we discussed it, the only thing he could say that he offered was a salary, which was in line with the market. No wonder none of his employees stayed. What you offer is not just a salary, but you need to consider things like:

  • Benefits;
  • Career advancement and development;
  • Further education and training;
  • Other opportunities; and
  • Feeling part of something bigger.

It reminds me of Cameron Herold, who, on the first-day offer that an employee joined the firm, used to celebrate to welcome them to the company. At this party, the new employee had to prepare their bucket list. The company used to commit to helping them realize an item on it during their first year. Helping didn’t mean paying for it but instead finding a way to work with the employee to realize it. Doing this gained a tremendous amount of company loyalty.

More recently, a client was telling that her daughter had just joined a new company during COVID. A few days after accepting the offer, her daughter received a laptop and a large computer monitor to help her work. The daughter was so excited about the monitor. She felt that the company cared about her and her performance, increasing her loyalty to the new employer.

Value Delivery.

How do you measure value delivery with customers? NPS scores. Well, do you get NPS scores from your employees or get them to complete Gallup’s Q12 Employee Engagement Survey? I do these for my clients. Doing these things will enable you to understand if you deliver on your promise and show that your employees are engaged. You can use this as recruiting materials. (If you are interested in having an NPS and Gallup Employee Surveys done, don’t hesitate to get in touch with me.)

Get employee testimonials from employees at all levels. The strongest recommendation you can have is from your employees in their own words. Get them on video so that prospects can see how strongly your employees feel about the company and how you deliver your brand promise to them.

Spread the Word

Finally, most companies have no information on their website about any of these things. At best, a few websites ask you to submit a resume without even listing any jobs. Why would an “A” player do that? If this is the best you offer, you are not attracting them. Your website needs a section in the top menu for employment opportunities. It needs to tell prospects:

So, attract them.

While the above is not a guarantee to fill your empty positions, it will help great employees find you and be interested in working for you. If someone applies and appears to be a great candidate, but you have no role for them, find a place for them or keep them in a talent file for when a need arises. As with selling, if you don’t get the message out that you have a great product, meet your brand promise and have the data to prove it, you need to do this with hiring. Failure to do so will limit your success. Just because you are a company, realize you are now fighting for employees, and you need to work harder!


Copyright (c) 2021, Marc A. Borrelli



Submit a Comment

Your email address will not be published. Required fields are marked *

Recent Posts

Do You Truly Know Your Core Customer?

Do You Truly Know Your Core Customer?

Knowing the profit of your core customers is key to building a growth model. Many companies have identified core customers that are generating a sub-optimal profit and so they cannot realize the profits they seek. Identifying the correct core customer allows you to generate profits and often operate in “Blue Ocean.”

The Greatest Own Goal or the Greatest Collapse

The Greatest Own Goal or the Greatest Collapse

The European Super League collapsed within days of launch due to hubris and the founder forgetting the key parts of their business model, value creation, sales, and value delivery. The collapse might bring a high price.

Does Your Financial Model Drive Growth?

Does Your Financial Model Drive Growth?

Working with many companies looking to grow, I am always surprised how many have not built a financial model that drives growth. I have mentioned before a financial model that drives growth? Here I am basing on Jim Collin's Profit/X, which he laid out in Good to...

COVID = Caught Inside

COVID = Caught Inside

As we emerge from COVID, the current employment environment makes me think of a surfing concept: “Being Caught Inside When a Big Set Comes Through.” Basically, the phrase refers to when you paddle like crazy to escape the crash of one wave, only to find that the next wave in the set is even bigger—and you’re exhausted. 2020 was the first wave, leaving us tired and low. But looking forward, there are major challenges looming on the horizon as business picks up in 2021. You are already asking a lot of your employees, who are working flat out and dealing with stress until you are able to hire more. But everyone is looking for employees right now, and hiring and retention for your organization is growing more difficult.

Why is there not MORE common sense

Why is there not MORE common sense

“Why don’t they use common sense?!” You may have said this phrase yourself, or heard it with your managers, when discussing an employee’s actions. However, the frustrated appeal to “common sense” doesn’t actually make any meaningful change in your organization. We all make decisions based on the information we have and the guides we have to use. So if the wrong decisions are being made in your organization, it’s time to examine the tools you give decision-makers.

Do You Understand Your Costs to Ensure Profitability?

Do You Understand Your Costs to Ensure Profitability?

You can only determine profitability when you know your costs. I’ve discussed before that you should price according to value, not hours. However, you still need to know your costs to understand the minimum pricing and how it is performing. Do you consider each jobs’ profitability when you price new jobs? Do you know what you should be charging to ensure you hit your profit targets? These discussions about a company’s profitability, and what measure drives profit, are critical for your organization.

Sunk Costs Are Just That, Sunk!

Sunk Costs Are Just That, Sunk!

If you were starting your business today, what would you do differently? This thought-provoking question is a valuable exercise, especially when it brings up the idea of “sunk costs” and how they limit us. A sunk cost is a payment or investment that has already been made. Since it is unrecoverable no matter what, a sunk cost shouldn’t be factored into any future decisions. However, we’re all familiar with the sunk cost fallacy: behavior driven by a past expenditure that isn’t recoupable, regardless of future actions.

Do You REALLY Know Your Business Model?

Do You REALLY Know Your Business Model?

Bringing clarity to your organization is a common theme on The Disruption! blog. Defining your business model is a worthwhile exercise for any leadership team. But how do you even begin to bring clarity into your operations? If you’re looking for a place to start, Josh Kaufman’s “Five Parts of Every Business” offers an excellent framework. Kaufman defines five parts of every business model that all flow into the next, breaking it down into Value Creation, Marketing, Sales, Value Delivery, and Finance.