Company growth requires a constant infusion of talent. One effective means of obtaining new talent is a proactive college recruiting program. However, such an effort requires focus, commitment and persistence to consistently pay dividends. Just like the marketing and sales process, an effective college recruiting program requires a strong focus on relationships and branding.
Getting started
For AEC firms, the process starts by identifying target schools that offer programs that will produce students that meet your needs for engineers, project managers, estimators and business people. Identify programs with solid engineering, construction management and business programs that are in close proximity to your offices. Then, the next step is building relationships with faculty, professors and students.
You’ll likely need to try some atypical marketing techniques to reach today’s students. It is no secret that today’s college students are tech savvy and they do research a lot differently than how you likely searched for a job. As such, be sure to utilize a variety of media outlets and technologies to promote your company brand. Your efforts must include proactive, integrated communication efforts. For example, begin by evaluating your website. Do you have a content-rich section geared toward students? Be sure to use videos, podcasts, and other multi-media tools to reach this audience in a language that speaks to them. Also develop an integrated approach to using Web 2.0 strategies that incorporate tools such as Facebook, wikis, e-newsletters, text messaging and other tools commonly used by students. Be sure that your communication also addresses parents as they have become increasingly more involved in their children’s decision and career choices.
Another key component of building awareness about your firm is through career fairs as they are a great tool to reach a broad array of students. Many colleges and universities have general career fairs as well as specific engineering and construction fairs. Since attendance at most career fairs typically consists of juniors and sophomores, you have a great opportunity to establish a relationship and explore internship and co-op possibilities. Internships are a great way to provide professional experience for students as well as an opportunity for you to evaluate them as potential employees. Most important, internships provide a means for you to develop a relationship. Ideally, internships and this relationship can start after the sophomore year, and can possibly continue for a second internship. Students that have a good internship experience are likely to look heavily at your firm upon graduation. In addition, they become ambassadors for your company as they share their experience with students and professors. However, don’t simply show up to a career fair with your standard booth that you use at industry trade shows. Rather, be sure to invest in engaging, quality graphics and multi-media tools that speak to students. Also consider taking advantage of on-campus interviews that are usually offered in conjunction with career fairs. The same rules apply for recruitment pieces -- develop engaging, and interesting materials that fully articulate your company’s capabilities, career opportunities, and advantages.
In addition to various media outlets and career fairs, groups such as Chi Epsilon, ASCE, ACI and others are an excellent way to reach and build relationships with students. Consider offering guest speakers, hosting a social event, funding a project, or participate in other innovative ways to develop a relationship with the groups. An added bonus is that the student group officers are typically high-potential candidates.
It is also prudent to build relationships with the academic community. Professors and other faculty members can help identify high-potential students for internships, part-time work and for full-time positions. Further, they typically have great insight into a student’s work ethic, intelligence and interaction skills. Therefore, it is important to establish and maintain relationships with professors. Start by researching faculty members, their background and classes they teach. Offer to be a guest speaker or host a class trip to a job site or engineering office. Professors are also looking for “real projects” that can serve as cases or projects for their students. Also consider teaching a full semester long course as an adjunct professor. Be sure to also reach out to professors that serve as faculty advisors to the aforementioned students groups.
Building a brand on campus
Ultimately, your goal is to present your firm as an employer of choice for students. Like all consumers, students tend to gravitate to brands they know. As such, it is important to develop a strategy for developing your brand on campus that goes beyond career fairs. Ideas include sponsorships of student competitions such as the steel bridge or concrete canoe contests. Also be sure to take advantage of advertising opportunities in student newspapers, directories and other publications. Further, consider offering named scholarships, making donations to capital campaigns, sponsoring events, or distributing shirts, hats and other premium items as means to gain exposure on campus.
Another important audience that is essential to building your brand is the career services or counseling departments. Strong relationships with career services offices also can have many benefits. Counselors can identify candidates and recommend your firm to students. Also be sure to take advantage of job boards, web postings and other ways of promoting your firm. For example, offer to host a seminar about your business or a generic topic such as “Career Options in Engineering,” “What General Contractors Look For in New Hires,” or another relevant topic. Also consider having a recent grad that works for your firm be part of the presentation. Students are more likely to relate to someone closer to their age, ideally a graduate of that school. Send new brochures, press clippings and articles to the Career Services staff, faculty and professors.
Next Steps
In addition to a proactive, detailed marketing program for your recruitment efforts, it is important that you have outlined the type of student you are looking for to join your team. Develop specific profiles and potential career paths for the types of students you want to reach, including the establishment of goals, expectations and desired results. This clarity will help ensure you find a good match and create success for both you and the student.
Like any other marketing or sales effort, it is important to identify a champion within your firm to be accountable for implementing and managing the college recruiting program for each campus. College students have a number of choices when starting their career. By developing a proactive, coordinated approach to college recruiting, your firm can ensure a strong brand and a steady flow of talent to grow your business. The result will be the establishment of a solid pipeline of talent coming into your organization.
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Showing posts with label employment. Show all posts
Showing posts with label employment. Show all posts
Saturday, August 20, 2011
Friday, July 29, 2011
Establish Your Employment Brand
The Wall Street Journal recently featured an article, In Quest For Job Candidates, Companies Aim to Look Cool. The essence of the article is that as hiring is rebounding, companies are focusing on marketing themselves as great places to work. While attracting new recruits to the construction industry has always been challenging, the devastating impact the economy has had on the industry creates a bigger challenge. As we continue to rebound, many in the design and construction industry are still actively seeking qualified individuals to fill positions. Establishing and building an employment brand is more important than ever for firms in the AEC industry.
Recruitment branding
Job seekers have become increasingly savvy and the Internet has given them an opportunity to learn a great deal about a company before ever having an interview. Often a hot topic in marketing circles, branding is coming up more in discussions of recruiting skilled employees. Smart firms recognize that branding your company goes far beyond marketing your products and services. In fact, establishing an employment brand can play a big role in both attracting and retaining employees.
The brand promise
Products and companies have a brand that tells consumers about the company and helps set the expectation for their experience with that product. This same principle applies for recruiting. Recruiting branding should clearly communicate ideas and expectations associated with your company and help create a desire for candidates to work at your firm. One of the key principles of effective recruiting is creating an image where you are viewed as the “employer of choice.” This is another method for differentiating your company from others.
So, how do you begin to differentiate your firm? The first place to look is within your company. Begin by surveying employees to determine what they value the most about working in your firm. Sit down with your top performers and discuss what they like about their jobs, why do they stay, what do they think will make the company appealing to outsiders, and more. Use the results of the survey to identify four to five value points for your company. As with branding a product or service, you should then turn these value points into key messages about your company. These messages will serve as the key selling points about your firm to perspective employees and should be clear and compelling. Consider engaging your marketing team to help develop messages and strategies.
Beyond surveying, use exit interviews of employees as an opportunity to uncover hidden or emerging issues within your firm. An exit interview is a strategic tool to understand what people value and what issues they have. It is crucial to learn why an employee is going to work for a new firm, because it can provide insight to what your firm can do to retain more employees. Are your salaries much lower than the competition? Is your benefits package not as comprehensive? Do you need to reevaluate your firm’s culture? Exit interviews can help you determine if there is a gap between what you perceive and what your employees perceive. If one is identified, it needs to be fixed promptly to eliminate a flood of employees leaving. This process can also assist with identifying key messages by learning what prompts employees to select a firm. Use the information to refine or drive home points in your key messages.
Once the messages are developed, they should be tested internally. Share them with your team members and determine if they agree with the statements or have any ideas for improvement. After they have passed the internal testing, develop a plan to communicate the messages. Everyone from on-campus recruiters to hiring managers and interviewers must be on the same page and emphasizing the same points. Interviewees should be hearing from several different levels why your firm is different and why it is the place to work. Consistency is key when delivering key messages or beginning branding efforts.
We are all recruiters here
Similar to the philosophy that everyone in your firm is a marketer, everyone is also a recruiter. This is why it is critical to develop an elevator speech so employees can quickly and clearly articulate information about your company. The 30-second speech should explain the real benefits to working at your firm and how you are different from other firms. Each interaction your employees have with people – trade shows, industry events, projects, etc. – provides opportunities to network and get the word out about your company and employment opportunities. To encourage employees to seek out referrals, regularly post your positions internally, and consider offering referral incentives. Ultimately, it is the job of all team members to market your company and sell candidates on the opportunity.
In addition to ensuring all team members are selling the firm in the same manner, there must be a consistent message on your recruiting materials, website, and other marketing venues. Carefully consider the tone of your messages. It is important to not be over the top and take a warm, friendly and welcoming tone. Consider including thoughts from current employees that span a wide demographic – a new hire, someone who has been with the company for year, etc. Develop profiles, Q and As, and even videos with team members. Let them help sell the experience of working at your firm.
Go beyond the traditional employment recruitment efforts to get the message out. In today’s electronic age, prospective employees will always search the Internet for information about a firm. Use blogs, social networking sites and other emerging tools to help attract team members and properly position your firm. Develop articles about your company and people to showcase how you are different. An often forgotten tool in recruiting efforts, public relations also is a great tool to get the message out about your firm. It provides third-party credibility that is hard to achieve with other mediums and gives you the opportunity to dispense your key messages to a wider audience. Also consider entering “Best Places to Work” contests. Fortune magazine runs their survey every year and most local business journals and even some specific industry publications have similar contests.
Share the story
Finally, never under-estimate the power of story-telling. People can easily relate to other people sharing a story. In recruitment efforts, it is critical to personalize the process and make a human connection with prospective employees. Career choices are some of the biggest choices we make as they affect nearly every other aspect of our life. People want to feel comfortable with their selection and know that their contributions will be valued. In either a good or bad economy, recruiting branding is critical to getting the right employees. This process helps drive people to your firm, which make you an employer of choice.
Recruitment branding
Job seekers have become increasingly savvy and the Internet has given them an opportunity to learn a great deal about a company before ever having an interview. Often a hot topic in marketing circles, branding is coming up more in discussions of recruiting skilled employees. Smart firms recognize that branding your company goes far beyond marketing your products and services. In fact, establishing an employment brand can play a big role in both attracting and retaining employees.
The brand promise
Products and companies have a brand that tells consumers about the company and helps set the expectation for their experience with that product. This same principle applies for recruiting. Recruiting branding should clearly communicate ideas and expectations associated with your company and help create a desire for candidates to work at your firm. One of the key principles of effective recruiting is creating an image where you are viewed as the “employer of choice.” This is another method for differentiating your company from others.
So, how do you begin to differentiate your firm? The first place to look is within your company. Begin by surveying employees to determine what they value the most about working in your firm. Sit down with your top performers and discuss what they like about their jobs, why do they stay, what do they think will make the company appealing to outsiders, and more. Use the results of the survey to identify four to five value points for your company. As with branding a product or service, you should then turn these value points into key messages about your company. These messages will serve as the key selling points about your firm to perspective employees and should be clear and compelling. Consider engaging your marketing team to help develop messages and strategies.
Beyond surveying, use exit interviews of employees as an opportunity to uncover hidden or emerging issues within your firm. An exit interview is a strategic tool to understand what people value and what issues they have. It is crucial to learn why an employee is going to work for a new firm, because it can provide insight to what your firm can do to retain more employees. Are your salaries much lower than the competition? Is your benefits package not as comprehensive? Do you need to reevaluate your firm’s culture? Exit interviews can help you determine if there is a gap between what you perceive and what your employees perceive. If one is identified, it needs to be fixed promptly to eliminate a flood of employees leaving. This process can also assist with identifying key messages by learning what prompts employees to select a firm. Use the information to refine or drive home points in your key messages.
Once the messages are developed, they should be tested internally. Share them with your team members and determine if they agree with the statements or have any ideas for improvement. After they have passed the internal testing, develop a plan to communicate the messages. Everyone from on-campus recruiters to hiring managers and interviewers must be on the same page and emphasizing the same points. Interviewees should be hearing from several different levels why your firm is different and why it is the place to work. Consistency is key when delivering key messages or beginning branding efforts.
We are all recruiters here
Similar to the philosophy that everyone in your firm is a marketer, everyone is also a recruiter. This is why it is critical to develop an elevator speech so employees can quickly and clearly articulate information about your company. The 30-second speech should explain the real benefits to working at your firm and how you are different from other firms. Each interaction your employees have with people – trade shows, industry events, projects, etc. – provides opportunities to network and get the word out about your company and employment opportunities. To encourage employees to seek out referrals, regularly post your positions internally, and consider offering referral incentives. Ultimately, it is the job of all team members to market your company and sell candidates on the opportunity.
In addition to ensuring all team members are selling the firm in the same manner, there must be a consistent message on your recruiting materials, website, and other marketing venues. Carefully consider the tone of your messages. It is important to not be over the top and take a warm, friendly and welcoming tone. Consider including thoughts from current employees that span a wide demographic – a new hire, someone who has been with the company for year, etc. Develop profiles, Q and As, and even videos with team members. Let them help sell the experience of working at your firm.
Go beyond the traditional employment recruitment efforts to get the message out. In today’s electronic age, prospective employees will always search the Internet for information about a firm. Use blogs, social networking sites and other emerging tools to help attract team members and properly position your firm. Develop articles about your company and people to showcase how you are different. An often forgotten tool in recruiting efforts, public relations also is a great tool to get the message out about your firm. It provides third-party credibility that is hard to achieve with other mediums and gives you the opportunity to dispense your key messages to a wider audience. Also consider entering “Best Places to Work” contests. Fortune magazine runs their survey every year and most local business journals and even some specific industry publications have similar contests.
Share the story
Finally, never under-estimate the power of story-telling. People can easily relate to other people sharing a story. In recruitment efforts, it is critical to personalize the process and make a human connection with prospective employees. Career choices are some of the biggest choices we make as they affect nearly every other aspect of our life. People want to feel comfortable with their selection and know that their contributions will be valued. In either a good or bad economy, recruiting branding is critical to getting the right employees. This process helps drive people to your firm, which make you an employer of choice.
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