Re-Recruiting: Putting Your Ideas Into Action

Over the past few days, we’ve outlined why it’s a good idea to consider re-recruiting your top talent, and showed you how to set up your re-recruiting efforts.

And today, we’re going to wrap up our series by showing you how to put your re-recruiting efforts into action, as well as some final thoughts by Dr. Sullivan. Here are a few final things to consider when putting your re-recruiting ideas into action:

Approaching an employee to re-recruit them

  • It might be difficult to approach an employee and try to re-recruit them. To avoid looking (or acting) awkward, plan ahead. Figuring out what you want to say ahead of time will make things much easier. This is pretty standard stuff, but can be easy to forget for what seems like a simple situation.

Identify internal re-recruiters and help sources

  • Creating a team that specifically concentrates on re-recruiting your employees can help with retention significantly. But if you don’t have to resources to do so, you can always give that responsibility to your managers and get your recruiters involved by having them give advice on recruiting.

Process

  • This one is extremely important. Always make sure that you are re-evaluating your efforts. Find out what works and what doesn’t (you can always ask your employees) and improve your methods from there.

Other things to consider

Finally, here are some other suggestions (adapted from Dr. Sullivan) that you should keep in mind:

  • Get help in identifying who, why and what makes your employees frustrated. Ask your employees to help. Who do they really value you on their team, and why? What makes them frustrated about their job, and why? Going to the source will probably get you the best info out there.
  • Understand external offers. We mentioned this before, but it’s worth mentioning again. Learn what talent other companies are seeking and how this might affect you, and use that knowledge to drive your re-recruiting.
  • Prepare an instant response. Should an external offer come along, don’t wait until the last moment to figure out a counteroffer. Plan ahead.
  • Make praise and recognition routine. We think that employee recognition is pretty important for a lot of reasons. To learn more, check our post here.

Suffice to say, re-recruiting is an extremely valuable asset to have in your arsenal of talent-acquisition tools. At AIM careerlink, we focus on getting top talent through your door–but we also focus on keeping them there, too.

 

Re-Recruiting: A 6-Step Process

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.

6 Reasons Why Re-Recruiting Is a Good Idea

We’ve mentioned Dr. Sullivan on this blog before. As an internationally recognized leader in HR, Dr. Sullivan’s thoughts and wisdom have appeared in numerous major business sources and media outlets.

Recently, Dr. Sullivan wrote a piece that was featured on ERE.net–and it was a doozy. The article, titled, “Winning ‘the War to Keep Your Employees’ Requires Re-Recruiting Your Top Talent was extensive, outlining why (and how) you should re-recruit your employees.

Suffice it to say, the article was a lot to chew on, so over the next few days, we’re going to break the article down.

Today, we will start with why you should consider re-recruiting employees.

Here are some key points from Dr. Sullivan:

  1. Re-recruiting can keep employees out of a rut
    According to Dr. Sullivan, even your best performers can get restless–as often as every 18 months–so provide them with new opportunities as much as possible.
  2. Employees have continual contact with recruiters
    How often do you think your employees are being contacted by other companies? Chances are, your best employees are being contacted as many as five times a week. Even if your employees aren’t actively seeking new jobs, social media and technology have made it much easier for recruiters to find them–meaning that a nice job offer might just hook them in–which is something you should keep in mind.
  3. Re-recruiting makes internal offers more exciting
    According to Dr. Sullivan, re-recruiting works because it is based on the principle that top performers and innovators want 3 things: continuous excitement, to be doing the best work of their life, and to have a significant impact. Dr. Sullivan suggests that sharing the responsibilities of re-recruiting will help increase the likelihood that no employee falls through the cracks when it comes to providing offers that meet each of these factors.
  4. Unexpected recognition can be powerful
    We’ve mentioned the value of employee recognition before. Re-recruiting is one way to let your employees know how much you value their work and productivity. But, as with any kind of employee recognition, make sure that your re-recruiting efforts are authentic and not just a counter-offer to some other company’s recruiting efforts.
  5. Being first with an offer has an impact
    Along with that, making the first offer can do a lot to make an impact on your employee and reaffirm the importance of their role in the company – lessening the chances of them leaving.
  6. Typical internal opportunities are not driven by competition
    Whether your employees are receiving offers from external recruiters or not, it’s best to go with the assumption that they are. Be aware of the competition out there and make an offer that gives your company a competitive edge over other companies–showing your employees that you don’t take them for granted.

Your top employees may not readily show signs of restlessness. Even so, you shouldn’t wait up until the point that they do.

Check back tomorrow to see how set up your re-recruiting efforts. In the mean time, connect with us on Facebook or Twitter–we’d love to know your thoughts on re-recruiting.