Yesterday, we outlined why it’s a good idea to consider re-recruiting your top talent, according to Dr. Sullivan, an HR expert.
And to continue that theme today, we’re going to show you how to set up your re-recruiting efforts. As noted by Dr. Sullivan, re-recruiting can be broken down into 6 steps:
Make re-recruiting a goal
It’s nice to think that your employees have loyalty to your company, but that kind of thinking won’t necessarily keep them around. Go with the mindset that even the best can leave at any time and that it’s your job to make sure that they don’t.
Dr. Sullivan even suggests making it a part of a manager’s bonus criteria–managers can be rewarded for successfully re-recruiting a percentage of top-performing employees each year.
Develop a re-recruiting toolkit
Like your regular recruiting efforts, you need to figure out an effective way to approach your employees. Look at your external recruiting efforts and adapt those techniques and methods for re-recruiting. Put together a list of possible re-recruiting options that you can offer to your employees–Dr. Sullivan suggests “flexibility, pick your own project, 20 percent time, [or] pick your own leader” as options.
Identify and prioritize re-recruiting targets
This one is pretty straightforward. Consider the employees who you think would be a big loss to the company, and put them at the top of your list for re-recruiting.
Identify which top performers are at risk of leaving
Take cues from the point above, but instead focus on those individuals who have a high risk of leaving in the near future. This requires a little detective work, but it’s not as hard as you think. Consider the following:
- Figure out what positions other recruiters are looking to fill in their company
- Look inside your company and consider who you would try to recruit if you were an outside recruiter
- Pay close attention to your employees. Some of the at-risk indicators that Dr. Sullivan notes include:
- Average length of time in previous jobs
- The number of frustration and excitement factors (i.e. how often your employee seems frustrated versus how often they seem excited about the job)
- Whether an individual is overdue for a raise or promotion
- Whether an employee feels underused
Put together a list of re-recruitment excitement factors
Figure out what re-recruiting offers worked well in the past, and stick with them. Routinely update the list with a variety offers to keep things fresh, and allow for creativity when crafting the offers specific to an individual’s needs.
Put together personalized retention plans
That brings us to our next (and final) point. Your re-recruiting efforts are meant to keep the best, so take care to make sure that each individual’s needs are being met.
Consider what specifically frustrates them, and try to cater to those frustrations. According to Dr. Sullivan, “the retention plan should also include goals, intermediate success measures, and who will be accountable for each step of the plan.”
Tomorrow, we we’ll wrap this brief series series by showing you how to put your re-recruiting efforts into action, as well as some final thoughts by Dr. Sullivan. In the mean time, connect with us on Facebook or Twitter–we’d love to hear your thoughts on re-recruiting.