If you don’t know what you really want, you’re apt to be charmed by candidates that don’t actually fit what you’re looking for the candidate to achieve functionally.

The first step in the recruiting process is the one most often overlooked, as most companies simply have a job description, or a general idea of what they’d like.

We suggest diving a good bit deeper.

Here’s three systems we include in the first step of our recruiting process, and we suggest you do the same:

FUNCTIONAL ASSESSMENT

Here you’re bringing together 3-5 questions that all candidates will be asked during a phone screen. For example, if you’re looking for a salesperson to face builders in the local market, a good question for a functional assessment would be; “How do you drive business with builders in the local market?”

CANDIDATE SCORECARD

The candidate scorecard is a way of ranking each candidate based on what you need most. In contrast to the functional assessment, you and your team of hiring managers will decide (before outreach) how you will rank the candidates. If you are looking for a manufacturing rep, a good “Role Fit” ranking would be “Works alongside architects and designers to promote manufacturers products and drive specifications”. You would then rank each candidate on a scale of 1-10 for their competency within that activity.

FIRM VALUE PROPOSITION

To get the best candidates attention, we need to find a way to promote the hiring company as well as the position itself. Here, you’re creating a value proposition aimed around communicating the best features of the opportunity itself. We are giving a deeper dive into why someone would want to go from being happy with their current employer to joining your firm and taking on a new role.

NEXT STEPS

If you’re looking for more information on identifying, screening, attracting, interviewing, hiring, and retaining talent within the building materials industry. . . You really need to check out Elite LBM Talent: The Blueprint (link)

During the stage of face to face interviews – develop a new non-repetitive standardized interview sheet. When I say non-repetitive, I mean, don’t go over the same questions that you made necessary in the initial screening stage. These questions should dive deeper into functional experience, motivations for change, drives, passions, and career aspirations.

CANDIDATE SCORECARDS

All associates involved in the face-to-face interview process should be filling out their own candidate scorecards for each interview. They should not reveal their opinions to others involved until all candidates have been interviewed. Every opinion is important and should not be influenced by other team members until /after/ they are recorded.

CANDIDATE TEST DRIVES

One of the best methods for lowering turnover (and creating stronger attraction) within the first 180 days of hire is to include an interview round that would be considered a candidate test drive. Due to the time constraints, you should only be test-driving one or two candidates. A test drive should be developed internally to take a candidate through a typical half-day or day of a role, and involve them in functional ”tests’ to see how well they stack up versus what they have spoken about in screening and interviews.

What’s Next..?

The interview process can be a daunting one, but in my opinion, is way easier than the sourcing period. As long as you have a plan, and create objective interview sheets and rankings, you will have no problem making the right decision when it comes time to make an offer.

To learn more recruiting strategies, see the Elite LBM Talent: The Blueprint (link)

It’s time to completely rethink how you’re going to market with your talent searches.

Job descriptions are great for pursuing the active candidates. You post them all over job boards and then the masses come running.

But what about those special snowflakes you already know you want?

You don’t want to just forward along a nice email introduction and a job description.

How can you make them feel like you’re reaching out specifically to them?

Craft a Job Invitation!

A compelling invitation is going to be the only thing to catch the attention of an associate who’s phone is already ringing off the hooks. Not to mention a well-written invitation will bring you more candidates at an even higher level of quality.

Its time to start building a counterpart to the job description. You are looking to build out strong marketing copy for the vacancy itself. This should focus less on requirements (they should already be relatively qualified if receiving this!) and more on driving interest in the role.

Simply put, candidates are looking for three main things at this point:

1) A summary of the company’s culture
2) Insight into the company’s day to day environment
3) A personal connection to the brand

Remember, we’re at record-low unemployment and we’re getting this invitation into candidates who are already at their prime – people who are successful and more than likely happy in their current role. We’re looking to entice them into engaging for 15 minute to speak about what you can offer.

A starting point for your offer? Well, rockstars prize three things most:

• A challenging environment where they can self-actualize
• Professional and personal life balance
• Job stability

On top of that, if you want to catch the attention of the rockstars, you will need to be up front and direct.

What is your company’s identity? What’s it truly like to work there?
What are your non-negotiables?
Why should your target join your company? 
Why would they stay for ten years? 
What’s the most unique part about working for the company?

When we’re dealing with elite level talent, we always have to have a unique value proposition for the role.

Remember, these candidates are already successful and happy in their role – they need to be sold on why they should even listen to you in the first place!