PbJds are used to attract, assess and on-board by better matchining person to the actual job
- While a list of 6-8 performance objectives is a far better way to attract top talent than a laundry list of must-have skills and experiences, it's not enough. The missing piece is the EVP, or Employee Value Proposition. The EVP answers this question: why would a top person who's not looking consider this job a career move? The EVP needs to be compelling enough to attract someone to read your job posting or email or return your voice mail. One way to create these EVP's is by linking the job to the company strategy or an important project or mission.
This is called job branding, and for more senior level people, it's far more impactful than employer branding. Let me give you an example of a few EVP's. Here's one: Be part of this software development team helping our patients live pain-free lives. Here's another one: Our line managers need your financial budgeting background to run their departments like real businesses. Here's another one: A call center rep at NewCo touches our most important customers every day. These EVP statements need to headline all of your recruiting messages.
When writing job posts and emails, most companies typically start with some meaningless boiler plate followed by the laundry list of must-have skills. People who read these empty messages are then invited to apply now and endure a grueling hurry up and wait process. This approach will not work for any top person who is seeking a career move. The best candidates, especially passive candidates, are more likely to engage in a career discussion if your messages emphasize EVP, the challenges in the job and the upside potential.
It also needs to be abundantly clear that the first step for those interested and qualified is a preliminary career discussion before applying. I refer to this as the warm-up act. To get noticed and stand out from the crowd, add a tagline to your titles and email subject lines. For example, one of our clients added aka MC and master juggler to an office manager's job title and got immediate responses from people who instantly related to the underlying need. Here's another example of this future present past format for a product marketing position.
The title, Product marketing manager move heavy metal to the cloud. As a side note, recognize that your internal titles don't need to be the same as your posted job titles, but close to the top of your messages, highlight the doing by adding a short summary of the major challenges. Let me show you what this means. Rethink our entire go-to market strategy for our new machine sensors. Another one: Lead the effort to embed big data into every new industrial machine. Recognize there's no need to describe every aspect of the job in your job postings.
In fact, it's better to embed any of these must-have skills into a performance objective like this: Use your knowledge of electro-mechanical sensor failure modes to create user-friendly dashboards. To make your advertising even more candidate friendly, minimize the laundry list of must-have requirements to the barest, barest minimum. This even looks more inviting. A better way to eliminate weaker candidates and attract stronger ones is to ask interested candidates to submit a short write up of something they've accomplished that's most related to the job challenges.
Mention that you'll invite those who have the most relevant accomplishments to engage in a preliminary conversation. Recognize that there are two job markets. One offers people lateral transfers, the other one offers people career moves. To attract the best people, you'll need to advertise compelling career moves. Part of this is inviting highly qualified people to a warm-up discussion. Don't rush it, sell the discussion, not the job. You'll be surprised that going slower actually speeds things up.
- Describe the “raising the talent bar” strategy for hiring the right people.
- Identify who is in the talent market.
- Summarize ways to eliminate barriers to entry.
- Explain how to create a candidate experience.
- Recall how to conduct the work history review.
- Identify the thinking and planning skills needed to find the right candidate.
- Explain how to accurately assess a candidate.