But here’s a new twist. Unlike the
past decade, carriers are no longer taking the risks that
come with in house promotions. Instead, they’re calling
on recruiters to find hit-the ground-running, walk-on-water
talent who are currently working for industry winners with
the best operating ratios. That’s how top companies
make giant steps up the industry ladder.
In some cases, carriers are working with
recruiters for the first time. They are realizing the value
of professional recruiting in overcoming the obstacles of
an erratic marketplace and looking for a competitive edge
in attracting top industry talents.
In spite of the sharp competition for the industry’s
best and brightest, carriers are not backing off of their
own demands. A typical recruiting wish list looks some thing
like this:
· ·Innovation with speed.
·· Experience in designing and implementing
new technology.
·· High productivity and morale despite shrinking
margins.
·· Excellence in multi-tasking.
· ·Ability to accomplish much more with fewer
people and resources.
Here’s a critical area to think
about : Some companies, especially successful and growing
carriers, often have the mistaken idea that top talents
are just waiting for the opportunity to work for them when,
in fact, there are hundreds of companies in the race for
their services.
To attract top talents ahead of the competition,
executive leadership must first be prepared to answer these
questions:
· ·What has made this company
successful?
· ·Why would top talent pass up another job
to work for us?
·· What are we prepared to do to attract and
retain this talent?
Once these questions are answered, the next step is to make
certain corporate recruiting strategies are flexible and
in tune with market realities. Today’s top talents
look for a streamlined recruiting process, one that is fair,
short and provides feedback in days, not weeks. Foot-dragging
by hiring managers will send a desirable candidate running
to take a competitor’s offer.
Keep in mind that loyal employees are
a thing of the past. Just because a top talent wants to
work for your company is no guarantee they’ll be there
permanently. In fact, staying more than two to three years
before looking for greener pastures is relatively uncommon.
Once a top talent has signed on the dotted line, the real
work — of retention — begins.
Tweaking these strategies now will push you closer to the
front of the line of desirable employers as the race for
talent grows more competitive.
It’s also important to know the
pool of top talent is relatively shallow — and when
there’s a shortage of anything, whoever captures the
supply wins. A savvy recruiter should be able to widen your
talent net so it reaches those individuals you would never
have come into contact with otherwise.
A good recruiter’s process is conducted
through referrals and by contacting people in the disciplines
and companies where qualified candidates are most likely
to be. They do not rely on unsolicited resume flow, blind
ads, or job boards, which generally result in chronically
unemployed job-hoppers. Top talents are generally not looking
for a new position because they are too busy working. They
have not registered with an employment service, nor are
they reading help wanted ads. They are the top 10 percent
who are unreachable except through a surgical recruiting
process.
Finally, a good recruiter’s efforts
allow you to focus on the core operations of your business.
One caveat: All too often, success lulls
corporate leadership into complacency about continuing to
fill the company pipeline with top-notch personnel. Recruitment
and retention of the talent necessary to move the corporation
to the next level continues to be a top priority and, for
many of transportation’s up-and-coming
companies, the elusive key to corporate success.
The great race for top talent has
begun — what are your company’s chances of winning
the checkered flag?
