Improve Your Attractiveness as an Employer: Connecting with candidates, employees, and the community

Posted by Michelle Cipollone on March 23, 2016

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It's not by accident Google (www.google.com) has been on the Fortune's "100 Best Companies to Work For" list for 10 years, spending seven of those years at number one. Who doesn't want to work for Google? Everyone knows Google is a great place to work and they respect their employees, offering unique projects and opportunities to advance as well as fantastic benefits. Last year alone, Google enhanced health care coverage by offering virtual doctor visits, second-opinion services, and breast-cancer screenings at headquarters. One Googler explained, "The company culture truly makes workers feel they're valued and respected as a human being, not as a cog in a machine. The perks are phenomenal. From three prepared organic meals a day to unlimited snacks, artisan coffee and tea to free personal-fitness classes, health clinics, on-site oil changes, haircuts, spa truck, bike-repair truck, nap pods, free on-site laundry rooms, and subsidized wash and fold. The list is endless." Google attracts highly talented people and they retain many of their top talent, but not every organization can offer the perks and be as attractive to candidates as Google, but we can learn from them. 

In the ever increasing war for talent, what can your organization do to improve your attractiveness as an employer to attract top talent and keep with the organization?

Corporate Culture

First, take a look at your corporate culture. When we look at what employees of Google are saying about their culture, over 95% of workers at Google say, they are challenged with interesting projects and work, they work in a great atmosphere that is encouraging and provides learning and development, they get rewarded for a job well done, they have pride in their work, in their teams, in their leadership and in their organization, the organization communicates well to its employees and they have great bosses. Do your employees think management is doing the right thing and making ethical business decisions, are your employees willing to go the extra mile for the organization or is everyone clocking out at 5:00 or just doing what they need to do to get by? Do your employees have the tools to get their job done or are they struggling to get what they need to do their job? All of these things impact employee morale and the culture of the organization. Creating a culture where employees like to come to work and are willing to give extra to get the job done is important for attracting new talent and keeping talent in your organization. 

Employee Engagement

How engaged are your employees? 51% of workers who currently have a job are either actively seeking, or open to a new job. This means fully 71% of all workers in the U.S. are "on the job market." According to workplace experts, the driver for employees thinking the grass is greener can be explained by one word – engagement or the lack of it.

Engagement is often described as employees willing to go the extra mile. Of Google's employee's, 95% say they are willing to give extra to get the job done, but in most organizations statistics show 71% of employees are not engaged.

Try a few of these thing to boost engagement in your organization.

Give support. Employees who say they have more supportive supervisors are 1.3 times as likely to stay with the organization and are 67 percent more engaged, according to research by The Energy Project.

Let employees know they're valued. Dissatisfied employees most often cite not feeling valued among reasons for their dissatisfaction, according to CareerBuilder research. It’s a complaint shared by 65 percent of dissatisfied employees.

Make sure reviews are fair and accurate. Employees who see performance reviews as inaccurate are twice as likely to look for another job, according to research from Globoforce.

Make it clear what matters. What employee attributes are most important to the employer? Oxford Economics research finds that employees believe these things are most important to their organizations: job performance and results (46 percent); the ability to learn and be trained quickly (29 percent); and loyalty and long‐term commitment to the company (28 percent).

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Millennials

Deloitte estimates millennials will comprise 75% of the global workforce by 2025, so it is critical organizations understand the talent management of this generation. Millennials, those born between the early 80's and early-2000's crave variety, pace, knowledge and a work environment the gives back to the community. 

"Do Cool Things that Matter" is the tag line on Google’s career site page. This tag line speaks directly to Millennials. Millennials seek purpose, they want purpose in the organization and with charity initiatives. Google's career site talks about life at Google, their locations, their teams and roles, is easy to read on a mobile device, allows interested candidates to apply easily from any device they choose. Does your career site do this? If not, you may be losing out on attracting millennials to your organizations. Organizations who ignore the recruitment and development of millennials in their workforce, are already behind their competitors. In most global companies, 40-50% the workforce are millennials. 

The millennial generation isn't particularly loyal to their employers which presents a big talent management challenge to organizations to retain a large segment of their workforce. Start now to understand what Millennials value – they constantly seek interesting and challenging work, they value coaching and mentoring, they value technology to access things quickly and get real time feedback. They are more sensitive to what organizations are doing for their communities. Many organizations are aligning their charitable activities in response to this. Google Reach Global sends a small group of Googlers to a developing area where they help local organizations and small businesses address development challenges. Closer to home, Google Reach Local offers the opportunity for Googlers to focus on social issues impacting the communities where they live and work. Organizations will need to adapt their talent management to the emergence of millennials and the millennial leaders to stay competitive.

While our organizations may not be Google, we can make sure our culture is one where employees want to come to work every day, we can engage our workers so they feel valued and want to go the extra mile and we can make sure we are understanding the millennial generation so we can grow our leaders and are poised to compete in the future. Connecting with candidates, employees, and the community can have a big impact on improving our attractiveness as an employer and in helping us attract and retain talent in our organization. What tip are you going to implement in your organization?