How Good is Your Recruiting Pitch?

by Colm Allen

How do you get the best candidates from the best companies to join your team?

When a candidate walks away from an interview with your company, they should be clear on what you stand for and why they should leave their job and join you. They’re not looking for just a job, they’re looking for an opportunity to grow.

Consider these points before hosting your next interview:

The 1,000-Ft. View

Outline the reasons someone would want to join your company. This should take no more than 5 minutes and should happen regardless of the role a candidate is interviewing for. Mention how long you have been in business, size of your company, any awards:

• Give an overview on the short- and long-term company goals.
• Lay out how they can grow their career with you.
• Describe typical responsibilities for that type of role.
• What are the benefits/perks to joining your company? Do you offer “free food Fridays,” matching 401K, on-site laundry, paternity leave, or professional development?

Be Clear on Who You Are

Candidates want more than just money; they want to work for a company that supports their personal goals, even if they don’t actively express those to you in the interview process:

• Share the company motivations and why you are in business.
• Do you have a philanthropic component to your business goals, flat management structure; are you investing in technology, growing divisions, etc.? What makes your company tick?
• Talk about your employees who have found success in their roles, and why.
• Give potential candidates a glimpse into their colleagues, management, clients, and vendors.

Don’t Sugar Coat It. Transparency is Key to Making Great Hires

Good candidates will research a company before they attend an interview. Any shady dealings or less than stellar performance can be found with a click of a mouse. Be proactive in addressing and discussing any concerns a top candidate may have:

• Also, no HR mumbo jumbo when it comes to their employment package, such as “competitive salaries.” What does that mean, competitive to who?
• Passive candidates are employed and don’t need to make the move unless you have something they really want to join.
• Be clear about the role and any difficulties associated with the position. A cranky superintendent they will need to work with, a micro-managing superior, etc. Let them know upfront. This way they are informed before they start and will make it past their 90-day review. This saves you time in the long run.

Focus on People, not Just the Perks

Speak to your company culture and the specific team environment they will be joining:

• Why do your employees want to work there?
• What is the average tenure of your employees?
• What can they learn from their peers?
• Who else works there and why? When possible, have happily employed staff meet with potential candidates to express why the move was positive for them.

A Day in the Life

The advances in technology have allowed for changes in the way we work. With many companies adopting a “hoteling” platform and working remotely, how does your company feel about these options?

• Does anyone work remotely? If so, what roles have this flexibility and why?
• How do remote employees manage workflow and communications? LogMeIn, Google docs, project management tools, Basecamp etc.?
• If not, do you see this becoming an option moving forward?

Most of All, be Human

Not all potential candidates will want to work for you. Maybe your projects are too small, maybe they don’t like your vendors, or maybe they heard the boss is a nut job. There will always be the one that got away!

• Ultimately, the best practice is to be realistic and honest with all potential hires about what you are looking for and why.
• As recruiters, some of the greatest challenges we hear are around communication. Lack of clarity can lead to discontent. Too much micro-managing can lead to resentment.

We know hiring authorities spend a lot of time and energy sourcing, qualifying, and interviewing candidates to ultimately hire and train a new recruit. Don’t get two months into the relationship to then hear “I can’t work for him — what a micromanager!” because then you’re back to the drawing board, which costs you more money and time.

Happy hiring!

Colm Allen is owner at Construction Recruiters in Milton, Mass.