The challenge
Competition for talent determines organisational success. Demographic change, skills shortages, digitalisation and changing motivations across generations require new recruitment approaches. Leaders are central: employees often join or leave because of their manager.
Top candidates are not petitioners. Employers are applicants too. Persisting with old assumptions is like playing towards the same goal after changing ends in football: effort is wasted and results suffer.
Goals
Bring marketing and sales concepts into recruitment, create authentic employer branding and attractiveness, and find and retain suitable people through contemporary leadership and an inspiring team climate.
Process and content
- Understand generational diversity and competition for employees.
- Apply basic expectations, performance and delight factors to recruitment.
- Build and nurture candidate relationships through CRM and ERM principles.
- Know your offer as an employer and present it convincingly.
- Lead goal-oriented recruitment conversations and create a positive employee experience.
- Learn from both success and failure.
- Use XNavi and V-Navi to navigate recruitment and marketing.
- Develop new recruitment ideas and strengthen employer attractiveness.
- Use Xmove and NeuroLeading to reach, inspire and attract people.
- Create a leadership culture that attracts talent and a working climate in which creativity and team spirit flourish.
- Use appropriate marketing channels and conduct authentic, personal interviews.
Results
The organisation found more potential employees and attracted more specialists and leaders through authentic conversations. Innovation in applications and active involvement of leaders across departments increased recruitment and retention. A growing candidate pool made vacancies easier and faster to fill.
With XNavi and V-Navi, recruitment became more purposeful: less endless searching, more successful finding. Contact LeadingX to discuss how to attract and retain the right people for your organisation.
