What's your value proposition to the candidate? (1 of 5)

Finding top talent with everything you are looking for is tough. And quite frankly, if they have everything you are looking for why would they take a lateral position? They are going to be ready for a promotion.

The more flexible you are on your requirements, the better chance you will have of finding employees with what I call an "AAA" (Attitude, Aptitude and Appreciation) charm . They have a great attitude, they have aptitude or "runway" and they are so appreciative of the opportunity!

In my experience, those with "AAA" charm are the ones that out perform those with just a "great resume".

In today's vlog we share an example of how to broaden your pipeline of candidates by reducing the "must have" hard skills.

Enjoy, Cindy Lu

Founder of CHRO Partners

ps. Prefer to read this? See Machine Generated Transcript below

(00:00):

If you're a CEO or hiring leader, and you're frustrated with being able to get talent on board. You're not alone. In fact, I did a poll on LinkedIn about a month or so ago asking people if they made a move in the last six months, what did they make a move to? So did they A. take a lateral move, B. take a promotion, C. taking a sabbatical or D. starting their own business. And almost 40% of those folks said they were taking a sabbatical or starting in their own business. So that's a huge number that is out of the workforce and that doesn't even include probably those people who have retired. Right. So typically if you're retired, you might not be poking around on LinkedIn as much. So it's a, it's a pretty big percentage of the workforce that is either doing their own thing, taking sabbatical, or probably taking retirement.

(00:59):

So, I wanted to do a video series that will talk about ways to help with the talent acquisition process. So we'll cover a number of different points, but one of the things that when you're designing a role, it's really important to evaluate what you're offering the candidate from a value proposition perspective versus what they come to the table with. So let's say that you are looking for the perfect candidate, right? That has all 10 or 12 things that you're looking for. Of course, we'd all like to have that, but sometimes when you are the perfect candidate and you have all those things, you're ready for the next step, right. So why would you take a role that basically is the same one that you're in today? It has to provide you something additional. And so taking a look at your litmus test or requirements and saying, Hey, do we need all 10 of these requirements?

(01:57):

Can we get away with five? And can we train the person on the rest of the skills? Or is there a way we can get them a coach to help them with the rest? Because quite frankly, if they have all ten skills, they're going to either be super expensive or they're not going to want that kind of lateral role. I'll give you an example. Let's say you're looking for a chief HR officer to elevate your business. And you want somebody who has worked in a public company. You want someone who's gone through major transformation. You want somebody who has deep knowledge and executive compensation. You want a person with deep industry knowledge. You want somebody who perhaps has great executive presence and coaching skills. Well, if you look at those five things, that's a pretty tall order for one person to have. So could you give up on one of those things? So for example, looking at a C H R O who has deep executive comp experience, maybe…

(02:58):

They didn't grow up in executive comp and that's okay. So is that something that can be easily outsourced versus some, somebody who has deep transformation experience, right? That's tough to outsource. So taking a look at the skills that could be outsourced, or if there's somebody on the team that already has that deep knowledge, the other item that you might be able to forego is maybe they don't have the public company experience. Would that be okay for them to have worked in an organization that had the financial reporting discipline of a public company in any case? So you have to take a look at your value proposition and say, what is it that we bring to the table that would make this a great next step for the person? And if you can answer that question, then you have a better chance at attracting that person who has is the athlete, right?

(03:52):

The, the person who has attitude and aptitude, but may not have every single check mark. All right. So in our next video, we're going to talk a little bit more about how to prepare your recruiter to really sell the opportunity. And in future videos, we'll also talk about how to make the decision of what to outsource to a search firm versus what to keep in house. All right. We are happy to answer any questions, feel free to drop them in the comment section. I'll see what I can do to help. All right, this is Cindy Lu with C H R O partners. And we provide a safe environment for chief HR officers and their direct reports to meet on a regular basis to help each other show up more strategically so that they can help their companies grow and develop great cultures for their employees.