Talent Point: Helping You Boost Your Employer Brand Part 2


In ‘Part 1’ we discussed the Tech Scene Anomaly and how traditional, glossy, marketing collateral might not resonate with the tech market. In this post, we move beyond coverage, job specs and advertising to focus on reaching talent through third parties and how to ensure your Employer brand isn’t lost in translation.

Don’t Shoot the Messenger

If there is one sure-fire way of increasing coverage, it’s through the use of recruiters. The drawback, understandably, is having suddenly made a third party responsible for the first impression on future staff form of your business. An unscreened recruiter working from a bullet point job specification is a recipe for maximum damage to your brand and minimal interest from the applicants which your role is probably right for. Applicants do not typically trust recruiters and are regularly bombarded by them through various channels. But how do you expect this poor recruiter you barely know (and have briefed using a single piece of paper) to gain any traction with the high-value applicants you want to attract? The answer is, he can’t. And the increased coverage will simply serve to make applicants being contacted by multiple recruiters numb to your message.

This, of course, is not to say that recruiters should be avoided. A few simple steps can help the right recruiter become a professional ambassador for your employer brand.

  • Do not brief more than two recruiters. It is simply unnecessary and potentially detrimental as most access an identical pool of applicants and will end up approaching the same people.
  • Once you have selected the most compatible recruiter, send them a copy of your newly minted, high value specification and book a call to discuss. Ask them to describe the role back to you and paint a picture of  what they think the person performing it does. You’ll be looking for them to demonstrate some awareness of the skills mentioned. So, for example, what is MVC’s relationship to C#? What is Node and why would a JavaScript Developer use it? Now ask them to outline the strategy they will follow to attract people to the role. Expect a good recruiter to outline a proactive, conscious approach that covers more than just advertising and job boards, but beware of anything non-specific. Finally, ask how they will screen applicants for the role. Look out for an answer that describes outcomes rather than questions. So, “I’ll ask them what they are looking for in their next role” vs “I’ll be expecting anyone I submit to have a specific interest in becoming a senior engineer, and I’ll screen for what is preventing this in their current role.” This will allow you to appoint one or two quality recruiters as opposed to five poor ones.
  • Limit the number of applicants a recruiter can submit and request that all submissions show an email from the applicant confirming they have read the brief and wish this recruiter to represent them. This instantly removes the natural desire to submit the first people that come along in order to mitigate another recruiter doing so, and promotes a quality-first approach to screening.
  • Allow recruiters to speak to the person who is actually interviewing for the role. Once you’ve screened a recruiter you can be sure that a Hiring Manager’s time will be well invested in discussions with them. The more familiar a recruiter is with the person their applicants will end up working with,  the better relationships they will build with those applicants and the better quality of match they will produce

    Interviews – Who’s screening who?

    Your approach to recruiters will only work if you recognise their potential as a gateway to real people who will potentially end up working for you. Once introduced via a recruiter, it is then your responsibility to influence the opinion of every single person who encounters your business.

    The single biggest point of vulnerability on employer brand comes at the point of rejection. Thousands and thousands of “CVs” that belong to real people disappear into recruitment black holes on a daily basis, with each applicant left frustrated and disappointed with both a recruiter and employer who do not appear to want to give them the time of day. Even worse is generic or zero feedback following an interview. Assuming that the applicants most firms chose to interview are higher value, to put them through a fairly challenging process then never speak to them again is absolutely going to create negative speculation  in their professional circle. Managing fair, productive feedback is crucial to employer brand.

    As is creating an interview experience that balances the screening necessary to hire the competent person vs. portraying the positive image required to secure them as an employee. Many businesses, subjected to huge volumes of irrelevant CVs, have adopted a test-first, think later approach to screening, distributing technical tests to everyone who applies. The result? Every high-demand applicant ignores the test, as plenty of other employers have had the decency to pick up the phone and speak like humans. The answer to excessive CVs is limiting how many each agency is allowed to send and putting some basic screening criteria in place for the person filtering advert response. This reduced volume of applicants means more time can be invested in each person.

    Screening should begin with a phone call from the hiring manager, balanced 50/50 between basic screening questions and a description of the role, with a chance for each applicant to ask questions. It’s an exercise in engagement and protection; building a great impression with the applicant but also preventing any precious face to face interview time being squandered.

    Technical tests are useful, certainly, but paired programming tests carried out in real-time to solve a problem together give a more realistic result and have the double benefit of building a relationship between employer and employee. Try to place one into your second stage interview. Which should also be the final stage, by the way. If the talent you want is high value, efficiency will be appreciated and give you a competitive edge over less agile employers. Five stages of tests and meandering chats certainly won’t, but they will form a great topic of conversation at the Shoreditch Python Society’s next meeting.

    Finally, for every interview or CV that doesn’t work out, send a piece of constructive feedback either to the recruiter or directly to the applicant. Thank them for their time, give a positive reason why the role isn’t for them, and invite them to request any further information if they wish to. This is incredibly meaningful and really impactful, at times resulting in colleague recommendations who turn out to be better suited to the position.

    Reputation Management

    There is a lot more to proactively managing your employer brand than the above. Equally, observing the above will be far cheaper and easier than the extensive research and management needed to truly own and manipulate a brand. Plus, without the above, such steps are largely meaningless.

    It is however worth noting that where information provided on a role  is vague – and it frequently is – applicants often rely on Google to make decisions around where to interview. Implementing a quick, regular review of your search engine results, specifically on Linkedin, Glassdoor and Twitter for anything that could be interpreted negatively is worthwhile. With Glassdoor, the only way to really counter a negative review is to bury it in positive ones – perhaps engaging current employees who feel passionate about the organisation to post details of their experience.









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