Ethical employees attracted to ethical employers
It’s a given that most companies seek to hire ethical, principled people. It is also true that job candidates who possess these attributes look for similar qualities in an employer. Indeed, the strongest candidates will want to make certain they align themselves with organizations that treat employees with respect, maintain high professional standards and have a reputation for integrity.
Companies that can stake this claim have a clear advantage in attracting the best candidates. But organizations must effectively convey core beliefs during the recruitment process to hire individuals who are not only well-qualified but also share these values. To build a recruiting strategy based on defining principles, companies should first take stock of exactly how convictions are embodied, and then make sure to emphasize these points when interviewing applicants.
Capitalize on corporate culture
A company’s values — the way it believes in conducting business and the principles for which it stands — shape its corporate culture. Organizations known as attractive workplaces tend to have the choice of the best candidates. In a competitive hiring market, corporate culture can be a determining factor in whether a candidate accepts a position. Corporate culture often rivals benefits as job applicants’ leading topic of inquiry during interviews.
Businesses with positive work environments have strong underlying values that are manifest in desirable behaviour, such as:
•realizing all employees have the capacity to contribute valuable ideas, and making it a habit to solicit teams’ input;
•trusting people to do their jobs to the best of their abilities. As a result, staff regularly go the extra mile to exceed expectations;
•promoting a participatory management style that empowers personnel, instead of a dictatorial approach;
•helping employees balance work and personal demands. Working long hours isn’t rewarded unquestionably; rather, staff members are evaluated based on the value of their contributions; and
•cultivating camaraderie and collaboration, not competition.
Even if some aspects of a business’s culture are not necessarily a draw for every candidate — a high-pressure environment, for instance — companies are still wise to present the situation as honestly as possible. This increases the likelihood that those hired will adapt well within the organization and make a long-term commitment.
Make ethics central
One of the most fundamental values driving a positive corporate culture in many companies is a commitment to ethical business practices. These firms place as much emphasis on conducting all activities with integrity as they do on achieving outstanding financial results.
Organizations that are successful in promoting ethical behaviour among employees make it a priority to communicate ethical beliefs and standards of conduct from the outset — beginning with the interview process. Hiring managers might discuss with candidates the firm’s code of ethics or other rules used to safeguard company assets and proprietary information.
Firms that embrace ethical behaviour as a core value should make sure candidates know this commitment extends throughout employees’ careers. Managers can reinforce standards of conduct during orientation and training programs, as well as discussions in meetings and in one-on-one conversations with staff.
The good corporate citizen
Many jobseekers feel it’s important that the work they choose not only offers financial rewards but also a chance to make a difference. These individuals naturally gravitate toward organizations that have a reputation for providing quality products and services to customers, as well as serving their communities.
Initiatives that demonstrate social responsibility tend to attract altruistic-minded employees who enjoy helping businesses demonstrate publicly that the firm is serious about living its values. According to a survey commissioned by Robert Half International, even in periods of economic uncertainty, many companies see value in programs that support charitable giving. Conducted in 2002, the survey found that a majority (76 per cent) of chief financial officers polled said social responsibility programs were important to their organizations.
Efforts by businesses to further the public good can take a number of forms, including corporate philanthropy, volunteer programs and environmental policies. Firms can be good corporate citizens by making financial donations to worthy causes, particularly those that complement the company’s mission and values.
Another way of giving back to the community is through programs that enable employees to share their time and expertise. Some businesses organize employee teams that work together to further community or national goals. Employees can be given a paid day off to volunteer for an approved charity. Fundraising drives and matching gift programs are other areas where firms can demonstrate social responsibility.
Organizations that consider this involvement important can increase the odds of successfully recruiting like-minded employees by making job candidates aware of charitable and community activities.
Help candidates decide
To ensure firms attract people who will thrive in a positive culture — and, ideally, enhance it — companies should encourage prospective employees to assess first-hand what the organization has to offer. Managers can arrange a meeting for candidates to speak one-on-one with potential colleagues. This offers everyone — both current and prospective staff — an opportunity to determine if the fit is right both personally and professionally.
Not only is this practice critical to effective hiring, it also increases retention. Before accepting an offer, candidates can better gauge if their personal values and goals are consistent with the would-be employer’s. Even if a company has what many would consider a positive culture, it may not appeal to all individuals.
Most jobseekers are interested in joining firms known for their strong values. An organization that has worked hard to build such a reputation should leverage the competitive advantage this provides in attracting the best and the brightest to its ranks.
Jeff Holloway is manager of Toronto operations for Robert Half International Inc., a specialized staffing service with offices in North America, Europe, Australia and New Zealand. He can be reached at www.rhi.com.
What to pitch to employees
When Yahoo! Canada HotJobs asked 2,800 Canadian employees earlier this year what would make them stay in their current job and what would make them leave, a good benefits package was one of the main drivers. Here’s the breakdown:
•49 per cent of respondents said a good benefits package would make them stay with their current job;
•25 per cent said they plan to leave their job based on the fact that they would like a better benefits package;
•26 per cent said that they plan on leaving because they don’t feel that there is any potential for career growth; and
•36 per cent said they believed they could get a better salary if they went elsewhere.
Whether you’re branding the HR department for an internal audience or the employment experience for external jobseekers, the following are elements to consider (not in order of importance):
•career opportunities;
•work environment;
•company culture;
•career paths;
•learning and development;
•work-life balance;
•compensation and benefits; and
•employee experience.
Here are some tips for improving your brand:
•leverage internal branding and apply it to external marketing and branding programs and campaigns;
•define and sharpen key messages;
•decide who key candidates are and target the message to them;
•develop a road map to deliver a steady stream of material to the marketplace; and
• create a deliberate candidate experience.
Emma Harrington
Brand Manager
Yahoo! Canada HotJobs
Companies that can stake this claim have a clear advantage in attracting the best candidates. But organizations must effectively convey core beliefs during the recruitment process to hire individuals who are not only well-qualified but also share these values. To build a recruiting strategy based on defining principles, companies should first take stock of exactly how convictions are embodied, and then make sure to emphasize these points when interviewing applicants.
Capitalize on corporate culture
A company’s values — the way it believes in conducting business and the principles for which it stands — shape its corporate culture. Organizations known as attractive workplaces tend to have the choice of the best candidates. In a competitive hiring market, corporate culture can be a determining factor in whether a candidate accepts a position. Corporate culture often rivals benefits as job applicants’ leading topic of inquiry during interviews.
Businesses with positive work environments have strong underlying values that are manifest in desirable behaviour, such as:
•realizing all employees have the capacity to contribute valuable ideas, and making it a habit to solicit teams’ input;
•trusting people to do their jobs to the best of their abilities. As a result, staff regularly go the extra mile to exceed expectations;
•promoting a participatory management style that empowers personnel, instead of a dictatorial approach;
•helping employees balance work and personal demands. Working long hours isn’t rewarded unquestionably; rather, staff members are evaluated based on the value of their contributions; and
•cultivating camaraderie and collaboration, not competition.
Even if some aspects of a business’s culture are not necessarily a draw for every candidate — a high-pressure environment, for instance — companies are still wise to present the situation as honestly as possible. This increases the likelihood that those hired will adapt well within the organization and make a long-term commitment.
Make ethics central
One of the most fundamental values driving a positive corporate culture in many companies is a commitment to ethical business practices. These firms place as much emphasis on conducting all activities with integrity as they do on achieving outstanding financial results.
Organizations that are successful in promoting ethical behaviour among employees make it a priority to communicate ethical beliefs and standards of conduct from the outset — beginning with the interview process. Hiring managers might discuss with candidates the firm’s code of ethics or other rules used to safeguard company assets and proprietary information.
Firms that embrace ethical behaviour as a core value should make sure candidates know this commitment extends throughout employees’ careers. Managers can reinforce standards of conduct during orientation and training programs, as well as discussions in meetings and in one-on-one conversations with staff.
The good corporate citizen
Many jobseekers feel it’s important that the work they choose not only offers financial rewards but also a chance to make a difference. These individuals naturally gravitate toward organizations that have a reputation for providing quality products and services to customers, as well as serving their communities.
Initiatives that demonstrate social responsibility tend to attract altruistic-minded employees who enjoy helping businesses demonstrate publicly that the firm is serious about living its values. According to a survey commissioned by Robert Half International, even in periods of economic uncertainty, many companies see value in programs that support charitable giving. Conducted in 2002, the survey found that a majority (76 per cent) of chief financial officers polled said social responsibility programs were important to their organizations.
Efforts by businesses to further the public good can take a number of forms, including corporate philanthropy, volunteer programs and environmental policies. Firms can be good corporate citizens by making financial donations to worthy causes, particularly those that complement the company’s mission and values.
Another way of giving back to the community is through programs that enable employees to share their time and expertise. Some businesses organize employee teams that work together to further community or national goals. Employees can be given a paid day off to volunteer for an approved charity. Fundraising drives and matching gift programs are other areas where firms can demonstrate social responsibility.
Organizations that consider this involvement important can increase the odds of successfully recruiting like-minded employees by making job candidates aware of charitable and community activities.
Help candidates decide
To ensure firms attract people who will thrive in a positive culture — and, ideally, enhance it — companies should encourage prospective employees to assess first-hand what the organization has to offer. Managers can arrange a meeting for candidates to speak one-on-one with potential colleagues. This offers everyone — both current and prospective staff — an opportunity to determine if the fit is right both personally and professionally.
Not only is this practice critical to effective hiring, it also increases retention. Before accepting an offer, candidates can better gauge if their personal values and goals are consistent with the would-be employer’s. Even if a company has what many would consider a positive culture, it may not appeal to all individuals.
Most jobseekers are interested in joining firms known for their strong values. An organization that has worked hard to build such a reputation should leverage the competitive advantage this provides in attracting the best and the brightest to its ranks.
Jeff Holloway is manager of Toronto operations for Robert Half International Inc., a specialized staffing service with offices in North America, Europe, Australia and New Zealand. He can be reached at www.rhi.com.
What to pitch to employees
When Yahoo! Canada HotJobs asked 2,800 Canadian employees earlier this year what would make them stay in their current job and what would make them leave, a good benefits package was one of the main drivers. Here’s the breakdown:
•49 per cent of respondents said a good benefits package would make them stay with their current job;
•25 per cent said they plan to leave their job based on the fact that they would like a better benefits package;
•26 per cent said that they plan on leaving because they don’t feel that there is any potential for career growth; and
•36 per cent said they believed they could get a better salary if they went elsewhere.
Whether you’re branding the HR department for an internal audience or the employment experience for external jobseekers, the following are elements to consider (not in order of importance):
•career opportunities;
•work environment;
•company culture;
•career paths;
•learning and development;
•work-life balance;
•compensation and benefits; and
•employee experience.
Here are some tips for improving your brand:
•leverage internal branding and apply it to external marketing and branding programs and campaigns;
•define and sharpen key messages;
•decide who key candidates are and target the message to them;
•develop a road map to deliver a steady stream of material to the marketplace; and
• create a deliberate candidate experience.
Emma Harrington
Brand Manager
Yahoo! Canada HotJobs
