The best remuneration package and the ideal work-life balance are important factors that revolve around the placement of candidates. Of course they want to be compensated well, and of course, they certainly don't want to work for slave drivers. These factors definitely attract top talent, but what are some strong underlying factors that also attract top talents?1. Long-term job fulfilment
Most top employees don’t prefer being in a job that is stagnant and that do not allow them to advance from the role. To attract top talent, talk about what the job can provide them in the short and long term. Talk about what they can acquire, in terms of growth, development or personal benefits.Top talents are not usually job-hoppers; this is evident in the way that they have performed in their current and previous jobs. Top talents are usually performers in their own scope and strive to commit and achieve their goals and targets. They look for a fulfilling or even challenging scope of work. Long-term fulfilment is something that most top talents aim for.
2. What is your company brand all about?
How does your brand stand out from your competitor’s brand? Is it obvious to the candidates who are coming in for interviews with you? A dynamic brand will allow employees feel more connected to the company and would also make it easier for employees to communicate the brand’s business efforts to customers. Sell your company brand to your candidates.
3. Good advancement internally
Will a potential promotion be on the cards for this employee? If the only kind of move within the company is lateral and horizontal, chances are, they won’t be on the job for long. There may be perks in the a horizontal job move because hiring managers would be able to open new doors for their employee, however, not all employees may be keen on being shifted in a horizontal move as compared to a vertical move. Check what your potential candidate have in mind, which move are they more pulled towards?
4. What leaders does your organisation have?
Leaders can be a magnetic force within an organisation. They can set the direction and build the momentum of the company. A lot about organisational excellence is dependent on a leader’s vision and management style. How are the leaders within your organisation like? Give candidates an idea of how leadership is run within the organisation and how people get there. There can be many leaders at different levels of the organisation, so it is okay to actually talk about not just upper management, but the leaders within different departments.
5. A strong Employee Value Proposition (EVP)
What do employees get in return for their efforts in your company? Are there benefits that will make them feel appreciated and that lower turnover rates? Think of it simply as “Why would this top talent potentially want to be in your organisation?” What is in it for them?
A good EVP should be targeted, and it shouldn’t be a one size fits all rule. EVPs should be able to address the needs of employees within different departments and also provide them with different opportunities and rewards for professional growth, it can potentially make a candidate that is not looking to move drawn towards your company.
6. Good people culture
This one isn’t just for top talents, it really is for everyone who is serious about joining a company and staying there for more than two years at least. A company that exudes happiness, productivity, open-mindedness, as well as inclusiveness is one with good people culture.
Employees are motivated to stay because the healthy environment is of course, better than a political, toxic, people culture. Good people culture helps alleviate the stress on tough days and make it even more pleasant on the easy days. Their energy contributes to the culture and sustains employee loyalty and enthusiasm.
7. Culture of accountability, performance and rewards
Top talents are clearer on what their goals and milestones are. They know exactly what the gaps in their performance are and what should be done to meet those gaps and push the company forward. Their strong sense of accountability to their KPI’s are fuelled by their sense of achievement and self-discipline when their performance is top-notch. Rewards for their performance can come in monetarily, via company benefits or when they personally feel compensated or satisfied.
For top talents, it is a cycle – their sense of accountability sparks good performance and that in turn, generate rewards that further motivates them.
Written by Yasmeen Banu