The big question is – should you pause or pivot your recruitment marketing?

What do I mean by pivot? Pivoting means keeping one foot in contact with the ground and using your other foot to move around to find a new angle or gain an advantage over your defender. 

While you might have seen good examples of recruitment advertising and marketing messages, you will no doubt have seen some bad ones from brands that have ignored the current situation completely.

There have also been brands putting a stop to recruitment, marketing and sales altogether because they don’t want to be seen as opportunistic. But, your messaging should be about selling responsibly. Don’t risk putting your brand reputation in jeopardy by being tone-deaf to internal and external factors. Equally, don’t pause on your activities at the risk of losing out on significant opportunities.

There have been a number of studies going back to the Great Depression that prove the advantages of maintaining or increasing advertising and marketing budgets during a weaker economy. Employers and advertisers that maintained or grew their marketing increased their sales and market share during the recession and afterwards.

Review your recruitment marketing strategy

If you are recruiting, are you using the same templates, or have you added tailored messaging specific to the current situation? What’s changed in your organisation? (Are you onboarding people virtually, do you have delayed start dates?) What is still relevant and what needs to change?

Review your existing plan and take time to consider what needs to change. Do you need to look at new channels? Do you need to amp up your social media marketing to stay visible and communicate updates to your current and future talent? How do your current recruitment marketing messages need to be adjusted to suit the new online environment?

Has your ideal candidate changed?

With a number of new candidates entering the talent market with a variety of skillsets, have you thought about who you’re targeting? Do you need to look at targeting candidates from other industries? Is your core industry struggling, meaning you may face heavy competition in the future when stability returns? And if so, what is the balance between reaching out to candidates in your industry specifically and other industries generally?

For the benefit of our world economy, we need businesses to survive and people to have opportunity. Don’t feel guilty about continuing growing your talent pipeline, especially if you have the potential to support candidates looking for employment. There’s no reason why you can’t reach out to talent in your industry and expand your search to the industries too.  

Also, considering the short-term situation is changing so quickly, being able to pivot is essential. 

Messaging and content

When tailoring your messaging, consider the current “normal”. People are working from home, homeschooling their kids, unable to visit family members. Offices are working remotely, normal socialising is out, and people are bored and looking for entertainment. Combine that with current stressors, there’s a lot of uncertainty. 

So take this into consideration and understand your messaging needs to reflect that. Reassess your content, tone, and positioning. 

Are there any opportunities for you to become a thought leader in your niche or distinguish yourself as an employer of choice when everyone else is pausing? 

Your homework is to action the above points and I’ll return next week to share Part 2 with you. I’ll share more information about deciding if you need to take an acquisition vs retention strategy with your marketing. 

Tanya Williams is the pink-loving, sparkly Chief of Everything at Digital Conversations. She wears many hats; entrepreneur, best-selling author, digital trainer, and she is a Social Amplification Specialist with over 20 years’ marketing experience. She works with recruiters to uncover the hidden gold in their existing assets, find ways to leverage every moment of your digital marketing without increasing your marketing budget and amplify your internal champions to increase your visibility. Her goal is to make the hero in your industry sector.  She has a simple, no-tech-talk approach and thrives working with established recruitment companies to tap into the opportunities they might miss, using practical & relevant tactics to drive business outcomes.

The post It’s time to pivot not pause your recruitment marketing appeared first on Recruitment Marketing.

On 24 February 2020, Katherine Johnson, one of a group of black women mathematicians at NASA and its predecessor who were celebrated in the 2016 movie “Hidden Figures”, died at the age of 101. She was the mathematician who broke barriers at NASA. 

Bruce Anderson, writing for LinkedIn’ Talent blog states, “The sky was never the limit for Katherine Johnson. Instead, it was merely the starting point, the playground for a 33-year career as a brilliant mathematician for NASA, where she helped put astronauts into space, into orbit, and ultimately on the moon. Katherine, one of the cohort of African American women portrayed in the best-selling book and blockbuster 2016 movie “Hidden Figures,” died this week at 101. Actress Taraji Henson, who played Katherine in the movie, wrote on Instagram: “You ran so we could fly!!!”

“Microsoft CEO Satya Nadella posted on LinkedIn: ‘Katherine Johnson will be remembered as a skilled mathematician and pioneer in her industry, but to me and many others, she will be remembered not just for her contributions to the early years of the space program, but for how she helped NASA evolve into a more enlightened organization. Her legacy is a powerful example of how one individual can act as a catalyst for change and drive meaningful impact in their organization and in society broadly.’”

“As Black History Month nears its end in the United States and Canada, it’s worth considering Katherine’s remarkable journey. For HR leaders, her story underscores that the business case for diversity isn’t just about driving more revenue and profitability; it’s about accomplishing things that right now you’re only dreaming of. For recruiters, her story is a reminder of how critical a single hire can be and how a truly exceptional employee by necessity can’t be like everyone who already works for you.” 

Diversity is more than revenue and profit

Diversity drives revenue growth and profitability, as demonstrated by a growing body of research, including work from respected sources such as McKinsey, Boston Consulting Group, and Bersin by Deloitte. 

“But not many organizations have crafted a vision statement that says, “Make more money.” Most companies want to have a larger impact — to create a transformative product, to deliver service that transcends customer expectations, to be known as the very best at what they do.

NASA’s goal wasn’t to make money; it was, instead, to fulfill U.S. President John Kennedy’s stated ambition of “landing a man on the moon and returning him safely to the earth.”

Studies demonstrate that organisations with a diverse workforce are more creative, more innovative, and more capable of problem-solving. Katherine’s work was critical to both parts of JFK’s vision, the getting an astronaut to the moon and the getting him back safely.

Katherine joined NASA in 1953 and was soon inducted into the agency’s elite Flight Research Division, where she stayed for the rest of her career. She quickly proved indispensable.

“She did groundbreaking work on orbital mechanics that was instrumental to the success of the early U.S. space program. When astronaut John Glenn was nearing the launch that would make him the first American to orbit the earth in 1962, he asked that his planned orbital trajectory — calculated on an early IBM computer — be cross-checked by Katherine. ‘If she says the numbers are good,” he said, “I’m ready to go.’” 

Your next hire could be a catalyst for change

Beyond Katherine’s stellar mathematical work, she also changed NASA’s workplace for both women and people of color.

“When Katherine arrived at Langley, the cafeteria had already been desegregated but the bathrooms had not. While the bathrooms for African American employees were all marked by signs, the bathrooms for white employees were not. Katherine — being well-grounded in geometry —used the bathroom nearest her desk. She initially had no idea that it was reserved for white women. By the time she realized her “error,” she was not inclined to change her ways.

More typically, she was clear-sighted about the changes she was helping to bring about. For example, Katherine was intensely curious about the technology that underlay NASA’s work and she asked her engineering colleagues why she wasn’t allowed to attend scientific briefings.

“Girls” weren’t allowed, she was told. “Is there a law against it?” she replied. It turned out there wasn’t and her quiet persistence won out. Katherine and other women gained access to the agency’s briefings.” 

Continue to seek potential over pedigree

“Katherine Johnson did not have a doctorate or a diploma from an elite school, yet she was NASA’s go-to mathematician for trajectory calculations. Even she, however, might have had a difficult time calculating or even imagining her own trajectory.

“Nearly a century after being born in a West Virginia town that only provided African Americans with education through the eighth grade, Katherine received the Presidential Medal of Honor (2015) from Barack Obama and was present when NASA dedicated the Katherine G. Johnson Computational Research Facility at the Langley Research Center in Hampton, Virginia (2017).

She helped men reach the stars; now she inspires STEM-loving girls everywhere to reach for them. Her example can also remind talent acquisition professionals to value potential over pedigree and to seek out those candidates whose grit, confidence, curiosity, and humility (“I am as good as anyone else,” Katherine said, “but no better”) makes them think of the unforgettable woman, no longer hidden, who passed away on Monday.”

“They asked Katherine Johnson for the moon,” The New York Times noted, “and she gave it to them.”

Source

The Remarkable Life of ‘Hidden Figure’ Katherine Johnson — and Its Lessons for Talent Leaders

Bruce Anderson 

LinkedIn Talent Blog

The post The remarkable life of ‘Hidden Figure’ Katherine Johnson: Key lessons for talent leaders appeared first on Recruitment Marketing.

Office managers and CEOs around the country are receiving increasing numbers of applications to allow pets into the workplace. And with the findings of the latest Job Seeker Study revealing that workplace culture is still very important to more than a third of employees, employers need to be taking notice of the growing body of research into the ways allowing dogs into the workplace can benefit productivity and healthy, positive office culture.

What skills can they bring to your workplace?

“I believe my non-verbal communication skills, friendly and approachable demeanour, and ability to really listen and empathise with people will make me an excellent asset to your team…”– Bella’s cover letter reads. 

Despite the wet tongue lolling out of her mouth, Bella’s profile image brings out her warm and intelligent eyes.

Although the trend of bringing pets to work seems may seem like a fad, dogs have been working side-by-side with humans for thousands of years. Canines have undeniable skills in outdoor occupations such as shepherding or hunting, and their instincts for detection have been utilised for uncovering drugs, explosives, cancer, epilepsy, and even forensic tracking. Dogs are capable of learning new skills, of conveying information, and like humans they possess individual personalities and temperaments. So how can these skills transfer to your workplace?

What other factors do you need to take into consideration?

Much like making any new hire, there are many factors to bear in mind when bringing a dog into the workplace.

Research conducted by the Animal Behaviour, Cognition and Welfare Group of the University of Lincoln, identified not only the size and breed of the dog as important factors to consider, but that the size and type of your organisation also play significant roles in the success of bringing a dog into your workplace.

But while not-for-profit organisations were more likely to have employees bringing their dogs to work than educational organisations, all employees who brought their dog to work often had higher rates of vigour, dedication and engagement at work than those who brought their dogs only sometimes or never.

“I have obtained training certificates in obedience, and hold myself to exemplary hygiene and behavioural standards for which the provided references below will attest.” – Bella’s cover letter continues. 

But there’s a glitch. As your eyes flick down to see the details for a puppy preschool completion certificate, you also note the lack of accreditation as an Assistance Animal.

Certain pets with Assistance Animal certifications are required by the Disability Discrimination Act of 1992 to be reasonably considered within a workplace when requested by an employee with a physical or mental disability. However, even those of sound body and mind can reap the benefits from the unconditional love and companionship of an animal.

The Emotional Support Co is a team of specialists that advocate the physical and mental benefits of emotional support animals such as lower levels of stress, increased activity and reduced blood pressure and cholesterol levels. Further experimental studies detailed last year in the Journal of Human Relations found that the presence of dogs within a group has a positive effect on the positive emotions and prosocial behaviours of the group, even increasing creativity and the effectiveness of collaboration.

However, while their benefits are undeniable, emotional support animals are not recognised to be carrying out any specific tasks to assist their owners, and as such are not protected by Australian Law in the way an Assistance Animals are. This means the decision to allow Miss Bella into your organisation lays completely in the hands of your organisation’s leadership team.

While the possible health and safety implications of any employees with allergies or phobias need to be considered, so too must the potential improvements to employee engagement, productivity and retention.

Like any potential hire, there needs to be a consideration for not only workplace culture-fit, but culture-add, and Miss Bella may just be the good girl your organisation needs.

Jacynta Clayton puts her degrees in psychology and professional writing to good use at Lightbox Communications, Brisbane. As the Content & Projects Co-ordinator, she helps give organisations a resounding voice to their recruitment marketing and employer branding content.

The post Could your next best hire be… a dog? appeared first on Recruitment Marketing.

“Switching from transactional to emotional. From functional to experiential.”

As Accor states, “Over the past 6 years, Accor has carried out a major shift and achieved a tremendous transformation. In 2019, we wrote a new page in the Group’s history as we brought Augmented Hospitality to life through the guest-engaging promise ALL – Accor Live Limitless.”

This video is a powerful example of inspriring both current and future talent, and consumers alike.

The post Accor’s new identity: Bringing augmented hospitality to life appeared first on Recruitment Marketing.

Gympie is at the heart of a rapidly expanding region in Queensland that stretches from rural valleys in the west, to the Cooloola Coast gateway, to spectacular Fraser Island. The community enjoys rural delights of the picturesque Mary Valley, the history of Gympie and the broad western area, which is home to country festivals and a strong agricultural base. For candidates seeking a good quality of life, the region offers unique opportunities.

Gympie Regional Council is a local government serving the Gympie region. The organisation employs 516 staff who all share a commitment to continuously improving the services it provides to its 50,000 residents, in one of the most diverse locations in Queensland.

With more than fifteen years in the Council, Ros McVicar is currently one of their Advisors – Human Resources.

“I love working in local government; in particular, I enjoy the structure, procedures, policies, complexity and diversity that local government offers. I love the fact that we work with our community at the grassroots level; it’s a more personal level of government.”

Making the switch from the medical industry to local government more than 15 years ago, McVicar joined the Council as an entry-level administration officer, where the HR department was herself and the Manager. Since then, their HR team has grown to 14 strong, and includes Payroll, Workplace Health & Safety, and Organisational Development.

“I was offered an opportunity by Council to become a HR Officer, and Council supported me in undertaking a Bachelor of Business in HR, to further my career direction.  I moved into a Recruitment Advisor role while I was studying, supporting our line managers with their recruitment needs across the whole of Council.”

McVicar completed her degree in 2016 and has since progressed to become the HR business partner for a number of departments including Planning and Development, and Council’s Water Business Unit.

“It has broadened my experience, because I’m not just managing recruitment, but the broader spectrum of HR functions, including performance management, industrial relations advice, the disciplinary process and more.”

Implementing best practice

McVicar has seen the Council’s recruitment processes evolve extensively. In the beginning, their processes required further transparency, so the team needed to implement best practice. They worked alongside their Work Health & Safety team to streamline pre-employment checks such as medical and health checks for candidates.

“That was a massive improvement. We’ve also worked with Organisational Development partners, aligning our training requirements with position requirements; and we’ve identified the qualifications and licenses we need in a more streamlined, efficient way.”

Because of the processes they have put in place, the Council can quickly identify the best people for their roles.

However, they still face a number of challenges. Gympie sits at the top end of the Sunshine Coast and the lower end of Fraser Coast, and from a recruitment perspective, candidates have the choice of lifestyle options across the regions.

“A percentage of our employees choose to live at the Sunshine Coast and commute. Often, it’s not a problem. But for some of our people, the commute can grow tiresome.”

The Council also struggles to compete, in terms of remuneration, against larger metro councils, private enterprises, and the mining industry.

“We can lose qualified and experienced staff to the mines, particularly positions that are difficult to recruit for, such as plant operators or project managers. Other fields that we have difficulty attracting include Planners, Engineers and senior business managers.”

As such, they have to advertise and promote their roles based on Gympie’s rural and coastal locations.

“The Gympie Region has so much to offer, including a welcoming and warm community.  We try to recruit locally, but we also want the best candidate, and that can sometimes mean having to look and advertise outside the region.”

Skills-based recruitment

One of the things McVicar is proud of is their skills-based recruitment, which they adopted at the same time they restructured their recruitment process and partnered with Scout Talent, their Candidate Management System software provider.

“Skills-based recruitment, we find, is a better way of conducting interviews over standard panel interviews, which were not an effective way to recruit field positions in particular. Our skills-based model involves assessing candidates against practical tasks they would undertake in the role. We’ve applied skills-based recruitment across the board for almost every position. Our line managers have found it really effective because it shows us exactly what candidates can do. It’s been really successful.”

The right Candidate Management System (CMS)

The Council has been using their Candidate Management System for a number of years now, and this helps the HR team to work with hiring managers

“Previously, it was a completely manual process. We advertised positions in the newspaper and to our website, and received hard-copy applications at the front counter or via email. Not to mention, we acknowledged every application manually via email!

“Our CMS has revolutionised the way we recruit. We use automation so that when candidates apply online, they receive automatic acknowledgement. It also centralises our shortlisting process.  It’s freed up more time for our HR officers and hiring managers to better spend elsewhere.”

McVicar and the team have done a lot of work behind the scenes to implement improved policies, procedures, guidelines and documentation. They will continue with this work, and are looking forward to refining their strategy to continue to improve attraction and retention.

“Having the right policies and procedures in place means we can offer flexibility to our current and future talent, and we hope this will improve attraction. We also look forward to working on and building our employer brand in the future.”

McVicar is very active in the community and her appreciation for the region extends outside of work. In addition to working for the Council fulltime, she is secretary for the local hockey club and her local hall committee, as well as a support member of the local fire brigade. She also learns guitar.

“I’m a musical person, I like playing the piano and guitar although can’t profess to being very talented at either! My family and I have a property south of Gympie where we raise beef cattle, which can be challenging to maintain during the drought season, but recent rains have helped.”

Does your organisation use skills-based recruitment? Share a comment below. 

Interested in contributing an article or having your organisation featured in Recruitment Marketing Magazine? Contact Susanne Mather at editor@www.rmm.onenazmul.dev

The post How Gympie Regional Council uses skills-based recruitment appeared first on Recruitment Marketing.

In today’s competitive market, candidates are savvy, resourceful and in high demand. The best way to ensure you secure top talent, as Checkster recommends, is by scheduling interviews in an easy, efficient manner. In prioritising the candidate experience, this goes a long way in earning their respect. Smooth interview experiences and good communication are great ways to set their expectations for what it’s like working in your organisation. 

“Many a candidate has been lost due to gaps in scheduling or miscommunications.The faster and more structured your interview process, the better your odds of landing that perfect new hire.” 

Here are the best tips for scheduling interviews with candidates. 

Use technology to your advantage 

Candidate Management Systems, scheduling tools and other technology make it easy for you to build branded email templates from your hiring manager or shortlister, inviting candidates to an interview and book online. Block out time blocks in your schedule to reserve for interviews, and give present these as options to candidates. 

This makes things really easy for candidates to self-select a time that suits them, as well as some choice and flexibility…without the hassle of back-and-forth phone calls. 

(Tip: millennials comprise the majority of the workforce, so they may form the bulk of your candidate pool. As a number of insights suggest, millennials dislike phone calls. So consider tailoring your communication strategy with this in mind.) 

Use batching and scheduling

“After you’ve assessed their resume and cover letter, or after the initial phone screening, it’s imperative that you schedule the candidate’s next interview immediately. Candidates are likely interviewing with multiple companies at the same time. Ask during your initial conversation whether this is the case and how far along in the interview process they are with other organisations. This will allow you to determine your competition and the candidate’s potential timeline for receiving offers from other employers.” 

If you feel positively after your first interaction, schedule a follow up conversation (or the next phase in your recruitment process) as soon as possible. Keep the momentum going by securing time in their schedule. For top candidates, time is important. 

“This is a common tactic of successful salespeople. There is a saying in sales, “time kills all deals.” Don’t let time be the reason you lose your next “A” player.” 

Establish good communication and be responsive

Communication is the crux of candidate care. Keep candidates informed about how long the process is going to take. 

Again, technology can be a major time-saver, allowing you to bulk-send personalised, branded emails to groups of candidates in your pool. It can also enable you to create triggers and automated messages, for example, when candidates submit applications or choose an interview time. (Are your automated recruitment messages up to scratch? Personalise where you can and bring out your brand personality.)  

“When scheduling interviews, it’s common for candidates to have questions or even reschedule several times. Being flexible and responding immediately is essential in securing their time and creating a great experience for them.” 

Establish a process for collecting interviewer feedback

“After each interview, make sure to compile the interviewers’ feedback on each candidate quickly so as not to lose any extra time in the hiring process. It can be challenging to chase down interviewers and find time to somehow consolidate their various comments and notes. How do you keep it consistent and organised?” 

You can even use technology and automations for gathering feedback, for example, sending an email to relevant stakeholders when a candidate profile has been update, or their interview has been marked as complete. 

Using these tips for scheduling interviews with candidates will make life easier for you, your hiring managers and your candidates. Secure them quickly, and impress them with great communication and easy processes to set the pace for what they can expect working in your organisation. 

Source 

Tips for scheduling interviews with candidates 

Checkster 

The post Top tips for scheduling interviews with candidates  appeared first on Recruitment Marketing.

Her Majesty is looking for someone to help with the £369million ‘digital’ refurbishment of her palace, posting a job vacancy at Buckingham Palace on her LinkedIn account. The salary,  £38,000, (approximately $74 000 AUD).

According to Glassdoor UK, the average rates for similar roles sit around the £30,000 mark (up to £76,000 at the top end), making this role above average. 

The Daily Star reports, “Her Majesty has advertised for a planner on LinkedIn to join the palace’s major refurbishment programme as it undergoes a £369million facelift. The 10-year programme is the first overhaul of the ageing palace since the 1950s, with new electric cabling, plumbing and heating being installed throughout.”

Her Majesty is looking for a new member of staff to help with the refurbishment, and is seeking someone with “excellent written communication skills and a keen eye for detail”.

According to the recruitment advertisement, the desired candidate will have previous planning experience in construction, ideally with historic buildings, and be “looking to take the next step in you [their] career”.

So far, the advertisement has attracted hundreds of application. The permanent position is advertised with the salary “dependent on experience, plus benefits”. The role involves 37.5 hours’ work a week, Monday to Friday, and travel is required.

The advertisement reads: 

“Buckingham Palace is currently undergoing a ten-year programme of works to overhaul its infrastructure – including electrical cabling, plumbing and heating – for the first time since the 1950s.

“A dedicated in-house Programme Management Office (PMO) oversees delivery to ensure the building is fit for purpose for the next 50 years.

“With the early planning and preparation works complete, you’ll join an established controls function at a key stage of the programme.

“Supporting the Strategic Planner, you’ll act as the key interface between the PMO and the contractors and consultants to analyse and feed their programmes into the wider Reservicing programme.

“This is a large scale programme in terms of duration and complexity, so your analysis, challenge and reports will be essential. Monitoring interfaces and interdependencies, you’ll identify conflicts and variances in order to keep the programme on track.

“Digital programming software is integral to our activities. As an experienced user of Asta, you’ll be a key member of the team, reporting on milestone movements to ensure deliverables are achieved and operational hand backs maintained.

“In a role that is truly collaborative, you’ll work closely with colleagues across the cost, control and change disciplines. And you’ll use planning workshops to identify and manage risks; aligning them with the wider programme.

“No two days will be the same and the variety and pace will challenge you. But as you support others, you’ll have exceptional opportunities to grow your own career in a great team environment.

“And knowing you’re contributing to the future of an iconic building will inspire you to deliver every day.”

The chosen candidate will also be rewarded with a winning benefits package including a 15% employer contribution pension scheme and access to a range of catering and recreational facilities.

The renovations, which are already underway, involve 200 specialist staff tackling the work, wing by wing, over ten years.

The planner’s role will be to support the team preserving the palace for years to come and keep the ten-year refurbishment programme on track.

The advertisement speaks to the prestige of the position, in “working with a shared and unique purpose”, and that “contributing to the future of an iconic building will inspire you to deliver every day,” distinguishes what makes working for the Royal Household different. 

“The Queen will move out of her private rooms to elsewhere in the palace during the 10-year phased renovations, but her apartments will be tackled last so as to minimise disruption for the monarch.” 

“Much of the palace, including the wiring and plumbing, has not been updated since the 1940s and 1950s, leaving it at severe risk of fire or flooding.” 

The Queen has recently advertised a number of other roles, including a social media director and personal assistant. 

Would an ad like this encourage you to apply? Why, why not? Tell us in the comments. 

Source 

Queen posts £38,000 job vacancy at Buckingham Palace on her LinkedIn account

Daily Star UK 

The post How to write a recruitment advertisement fit for a Queen: literally   appeared first on Recruitment Marketing.

Until one day, someone mentioned storytelling to them. That’s when the lightbulb went on and things started to change.

Does this sound familiar?

Recruitment is competitive and standing out is very difficult if you don’t have a clear point of difference.

When it comes to content and marketing your services, you need to think beyond a blog post. The old ‘jobs & blogs’ syndrome simply doesn’t cut it anymore and is unlikely to attract the top candidates you’re looking for.

In short, candidates will be attracted to recruiters who they can relate to in some way. Social media is coming around full circle. Candidates want to get to know you first. Remember that thing called building a relationship? Well, it includes online relationships too.

It’s just like in real life when they’re meeting new friends or partners. The process is about getting to know someone before they commit. You may have heard the analogy about ‘not marrying someone on the first date’ and it’s true in many scenarios, including during the recruitment process.

So, where do you start?

It’s simple: tell me your story. 

Storytelling has been around since the beginning of time and fosters connection between people. The act of storytelling stimulates the brain and emotion, creating an impact and making your organisation more memorable and relatable.

As a potential candidate or client, I want to know who you are, what you are about and what your company culture is like.

You might respond with, “but I already have an About Us page on our website”. Well, here’s the thing. Even though About Us pages are typically the 2^nd most visited page on a website (that should tell you how important story is in itself), so many recruiters still don’t have an About Us page that shares anything meaningful, and many of the ones that do are stuffy and lack personality.

I have literally just been on 20 different recruitment websites this morning looking for examples. Some didn’t even have an About Us page and the most of the ones that did, put me to sleep. Hit the snooze button please!

Many careers sites are way too corporate and share professional experience; but what about the people personally in your organisation? After all, I’m buying YOU, not just your service.

Have I convinced you yet?

Here are some practical applications to incorporate more storytelling into your recruitment strategy: 

• Incorporate stories in your job ads – make me interested in the company and want to know more
• Incorporate stories into your talent communities
•  Share the real-life stories of your team
• Share stories of your candidates (don’t share a resume, tell me about that candidate – what drives them, what they are passionate about, something unique they have done)
• Share stories in the videos you create – these can be real life experiences about the day to day.

The two key words to remember with storytelling are personality and authenticity. Think outside the square, think beyond recruitment and remember, you’re dealing with people and they want to be able to relate to you, your organisation and your team.

Tanya Williams is the pink-loving, sparkly Chief of Everything at Digital Conversations. She wears many hats; entrepreneur, best-selling author, digital trainer, and she is a Social Amplification Specialist with over 20 years’ marketing experience. She works with recruiters to uncover the hidden gold in their existing assets, find ways to leverage every moment of your digital marketing without increasing your marketing budget and amplify your internal champions to increase your visibility. Her goal is to make the hero in your industry sector.  She has a simple, no-tech-talk approach and thrives working with established recruitment companies to tap into the opportunities they might miss, using practical & relevant tactics to drive business outcomes.

The post The single, most powerful way to engage candidates appeared first on Recruitment Marketing.

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