"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 94 · 3 months ago

How to Attract Top Talent for Your Business with Glenn Pasch

ABOUT THIS EPISODE

Countless articles and news stories focus on the lack of workers for many businesses today. Some blame the pandemic, some blame government assistance or that people have decided to change careers. 

Regardless of the reason, this can be a struggle for many companies. Lack of quality candidates for sales, service, or management. So what are those in charge of attracting talent to do?

In this episode, Glenn Pasch shares how marketing is a key to standing out and attract the talent you need. 

Many companies market their products to attract customers but do they market their organization with the same passion and focus to attract talent.

 

Glenn shares specific tactics and strategies to help your organization stand out to those looking for employment or a better situation.

Enjoy, please share, subscribe and rate the show. 

About Glenn Pasch: 

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.  

Let’s Connect: 

Linkedin: https://www.linkedin.com/in/glennpasch/​

Personal Website http://glennpasch.com/​

Company website: https://pcgdigital.com/

Support for this episode comes from PCGdigital. It is anywhere from difficult to impossible to manage every aspect of thechanging digital landscape. Rather than trying to do it yourself, why not leaveit to an award winning team of Digital Marketing Specialists who have mastered at allconnect to your message with more potential customers with PCG digital. Go to PCGdigitalcom for more information. Let's say you're in charge of hiring for your company, or maybe you're the CEO and the leader of the company and you're strugglingright now to find and retain top talent. It seems to be a common conversationwith a lot of my clients, also reading articles in the newspapers andan online about the great resign people transitioning out of jobs and looking for otherjobs, or just the struggle to find and retain top talent. Well,if you're in charge of this, I'm sharing some strategies that I've shared withmy clients to help them attract great talent. So let's dive into today's episode ofyou're in charge conversations that spark change and talk about marketing to attract toptalent. Okay, so, as I said, in the the introduction.You're in charge of the hiring and you're sitting there looking at your your thestack of resumes or lack thereof, or maybe you're doing interviews with people andsaying, man, the talent just isn't there, and it's easy to defaultto well, this younger generation doesn't want to work or people just are lazy. And if you're defaulting to that, I'm going to challenge you to tore examine your thinking. Is your thinking a little lazy? Because if you'reattracting that type of talent or you're not...

...attracting the right people, we needto take a step back as being that person in charge and looking at howwe're advertising our job, and that's what I want to talk to about today. Want to talk to you about a few aspects of this process. Yourinterview process is a separate conversation and we can talk about that in the futureepisode. I want to focus on how are you advertising your job? Solet's let's unpack the first piece to this. When you are looking for a job, to fill a role in your company, there there's a few reasonswhy it happens. When you're expanding, you're growing. I need to addmore on to my team, or you had to let someone go, ormaybe someone quit unexpectedly. So the question is, how do I advertise thisposition? A lot of times individuals in the position of asking someone to placean ad. Maybe you're placing the ad or maybe you have an HR departmentand you go to them and you say I need to hire a, let'ssay, a salesperson. Well, there are certain qualities and qualifications for thissalesperson or a manager. Right, a lot of times that title is differentor means different things two different organizations. A manager in my company with thattitle could be completely different than a manager in your company. So what wefirst need to do is strip away the titles. Forget all the titles.That's number one. What we need to do now is look at the qualities, not qualifications. Understand, I'm not talking about qualifications, I'm talking aboutthe qualities. There's a few different types of qualities, qualities that fit yourculture. Are you an organization that is...

...fully remote and they have to beself motivated, or they have to have the ability to coach and develop?They have to have great communication skills, they have to have empathy, whateverit is, these are qualities that are going to tie into your culture,because if you only hire for qualifications or skill set, you may hire someonethat has those but they don't fit your culture and you could do more damage. So focus on the qualities. When you close your eyes and you thinkof a top performer in that role or what the daytoday in your mind,what you see that person doing day in and day out, start writing downthose qualities. The reason why having you do this first is those things needto be in the job description. Again, too often job descriptions are very genericor we focus on three years experience and you have to know how todo this and you have to know how to do why. Again, thoseare skill sets and maybe your role does need certain certifications or qualification or experience, and that's fine, you can put it there. But if you reallywant to attract top talent, you have to sell them on what the daytodayis going to be. You want to make it very clear. Now someof you may say, well, Glen, that's going to scare some people away. That's okay. How many times have you sat in interviews and we'refrustrated? Remember what we spoke about early on in the beginning of this conversation. You were complaining that the quality is not great. The people here don'tseem motivated, they don't seem like they want to work. Well, whydon't you advertise what you're really looking for? I would rather have half or aquarter of the candidates sitting in front of me who are qualified, whoare willing to do this or willing to...

...have the conversation about this, thento just have people who are looking for a job based on the title insteadof really understanding what the Daytoday is. So that's number one. Make surethat you are listing the qualities you're looking for. Put that into job descriptionor the job at as well as some of the day to day if theyhave to make a certain number of phone calls, they have to coach anddevelop, they have to go out and work. You know facetoface meeting thatit. This isn't a remote job. They have to go call on customers, whatever it is. We need to make sure that we are advertising thatin our job description. Number two. One of the reasons why individuals arehesitant about applying to certain companies is because there is no job growth. Theydon't understand what the next phase is. More and more individuals, and thisis not a Oh, millennial, Gen z Jen what whatever. Young people, every individual who is applying for a job, if they're going to investtheir time into the company. Right this is a two way street. You'rehiring them, they're interviewing and wanting to know if I should put my timeand effort into this company. What am I getting out of it? Partof its revenue, but it's also job growth. What's going to happen overthe next year, eighteen months, two years? What is my progress goingto be? Who is going to help develop me? What is my roadmap? Is there an opportunity to grow? All of those need to be wellthought out, well planned out and, more importantly, explained in the jobEd in any conversations you're having. It has to be mapped out.That is going to attract talent, because no one wants to stay in ajob doing the same exact thing for five, six, seven, eight years.If you said to someone you're going...

...to this is your entry point andyou're going to do this job for the next six months and if you achievethese metrics, you will move to here and you will move to there andyou will move up. Think of enterprise car rental. They did a phenomenaljob of attracting college age students and bringing in into their organization. But theywere very clear of the management path, meaning you're going to start doing thegrunt work, starting at the bottom, but after six months you're going tomove here and then you're going to move there, and then you're going tomove here and you're going to move there. And there was really a very successfulgrowth plan for them and that is why they were able to scale,because they provided direction, they provided opportunity and they provided mentorship to help peopleadvance. That's what you need to do if you want great talent to staywith you, you have to give them the growth plan. So again,number one, qualities. What are the qualities of the individuals that we wantto bring into it that are going to sustain the culture? Remember, Ican teach skills, I can't teach those qualities that I need. Number two, we want to make sure that we are talking about a growth path.What's going to happen over the next year, two years? We have to laythat out for them to make it attractive for them to want to workwith us. Number three, just go look at your now your website I'mgoing to put a job at out with my organization. Everyone is going tocome to your website to learn about the company. So my third strategy islook at your website. Is there a career page that outlines all of thethings we just talked about? We are looking for these types of individuals.Here is the growth path that's here. Third thing that should be on thispage our testimonials. Think about this. Most organizations are really focused on gettingreviews right for their products in their services.

We want them on Google so thatnew customers looking to purchase our products or services they look at these reviewsand testimonials to validate our marketing claims right. We're going to claim our product isgreat, we're going to claim that we deliver a great experience. That'swell and good, but most people go that's marketing. We need validation.We get reviews. A question for all of you listening. How are watchingwhen you go to a new town or you're traveling and you want to checkout a restaurant? Do you go to the restaurants website, or do yougo to a review rep website, be at trip advisor or Yelp or somethinglike that? Or you ask others for recommendations. You don't go necessarily totheir website. We want validation. We know that's marketing, so we needto think about that the exact same way. I could promote it. Look atmy growth plan. This is phenomenal. We're a great place to work andwe have all of these perks and benefits. That's marketing. Where arethe reviews or testimonials? I'd love to see videos were written. Both aregood talking about. I started as an entry level I after eighteen months,I am now leading a team and I'm set to be promoted x. Weneed to have those stories to validate our marketing claims. Most people don't dothat. Most people have a horrible career page, if they even have one. It's usually hey. If you're interested to hey, submit your name hereand that you're not selling anybody on your organization. I really think you needto think about selling your organization as if it were a product that you sellto customers. You are. You're selling it to potential employees. You needto think through that same mentality, which brings me to my last point.Are you dedicating part of your marketing budget...

...every single month to advertise that you'relooking for top quality people. Most companies make a mistake they wait too longto hire or look for talent. Even if you're not ready today, I'massuming that most companies want to grow and expand. If you say no,Glenn, I'm varied. This is the level that I want to be at. You need to prepare in case someone leaves where you have to let someonego. If you wait till that happens, it's too late. Just I wantyou to think about this as well. If someone left tomorrow, what wouldyou do? Or think of it a little bit differently? If you'rehiring someone and someone started today, how long would it take them to getup to speed as a as an average employee, not even superstar, butsomeone who is fully capable to take on a full client load, to produceat a level of a of your medium level person on your team? Howlong would it take? A month to two months, three months? Well, then reverse engineer back. How long does it usually take you to finda quality candidate? All, by the time I advertise and by the timeI look through the resumes, by the time I go through the interview process, whatever that process is. Maybe it takes me a month to six weeks. Well, now we're talking about two or three months to get up tomedium performance and one to two months to find someone. We're talking three orfour months. So I always encourage organizations, mine included, to constantly be lookingfor people. You don't want to miss that superstar. I will tellyou that I have run across super talented people and I made a place forthem on my team because I knew having that person they're they're ready, they'reworking. I then can really accelerate and expand. So my last point isdon't wait till you need a person to be advertising that you're looking for people. It allows you to be more patient.

It allows you to really have agreat interview process to really measure and score each individual. Versus, Ineed someone, so I'm just going to take someone and hope. We don'twant to run our business on hope. So let's just summarize these. Ihope these were helpful for you. This was a short little power episode todaybecause I've been having a lot of conversations with individuals and corporations about this,so I thought I would share this out with you. So number one,when we're creating our job add for a role, throw the title away forthe moment. That title, it can be distracting. Focus on the qualities. What qualities do I want these individuals to possess that they bring to thetable, because you can teach them the skills, you can teach them whatthey need to do, but what qualities do I need them to have?Not necessarily qualifications, and we want to put those in our job add numbertwo, we want to make sure that we have a growth path. Wewant to make sure we're explaining in the job description as well as the interviewprocess, that here's our growth path, here's what we do with our individuals. We're looking to bring people in to grow in our company and stay withus. We need to map that out communicate that to individuals so they understandthat there is there is a future with your company, not just an entrylevel position and that's it. That's where you get a lot of job transition. Number three, we want to make sure that we have a career pageon our website and that career page is very vibrant. It has all ofthese things that I just communicated. What qualities were looking for in people whowork on our team? What is the environment of working with us? Whatis the potential for growth within our company? All of those things we need.And then, lastly, we need our testimonials, we need our ourreviews, so to speak, from our...

...current employees about working for you,about their experience, their journey, their growth. If I'm selling there's agrowth plan, well then I should have testimonials of people who say I startedas an entry level employee and now I'm running a team or I'm a generalmanager or I'm a manager and I've worked here and it's been a phenomenal place. Right, we need to advertise that. And then, lastly, we needto put part of our marketing budget every single month advertising driving them tothat career page, advertising with the videos, advertising with messaging, because ultimately yourbusiness is a product that you're advertising. You're advertising to potential employees, verysimilar to you advertising your products and services to potential customers. So weneed to have a dedicated budget to that every single month. You should belooking for talent all the time. Doesn't mean you have to hire them,but you should be interviewing them, looking at them, getting candidates, becauseif you only hire when you need then it's too late because it takes toolong to get them up to speed, and you really have to dissect thatand reverse engineer. How long does it take for a new individual to getup to speed, as well as how long does it take for me tofind that person? That usually is going to be a few months. Sowhy aren't you looking all the time? Because if you're not looking, youcould miss out on a real super star candidate that you should make room foron your team, even if you don't need them today. But finding greattalent, especially right now where everyone's complaining about it. If you're complaining aboutfinding talent, I would use these four strategies. Go through all of theseand make sure you're doing them. I will guarantee you you will attract bettertalent, you will retain better talent and you will dominate in your market.So I hope you found that valuable. As always, I appreciate your attention. Please make sure you subscribe to the podcast. Wherever you listen to podcast, be an apple, spotify or any platform. Also jump over to Youtube. You can watch this conversation and some...

...of the other great episodes that wehave on the channel as well. Don't forget you can go to Glen Pascomand download some free leadership training materials as well and, as always, Iappreciate your attention. The fact that you're here with me today means a lot. I know there's a lot of places that you could go listen to yourcontent or watch content. The fact that you're here means a lot to me. As I say at the end of every episode, you're in charge,but now I gave you a few more tool to help you become better,both professionally and personally, to become the leader that you want to be.Thank you so much. Don't forget to share it with others, because I'msure somebody else needs this information as well, and I look forward to seeing youon the next.

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