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Use Talent Pooling to Strengthen Your Employer Brand

Most businesses are in the midst of a workforce redesign to empower newer, more nimble business models. The HR team must anticipate and keep pace with ongoing business innovations while driving leading-edge talent solutions to meet changing workforce needs and challenges.

Predictive talent pooling provides a hiring approach that blends strategic sourcing, talent pooling and predictive data tools to hire better people in less time and at less expense while meeting many of the newly designed workforce demands.

But no matter how powerful your predictive talent pooling is, high quality candidates aren’t going to jump ship for just any company. Solutions-driven and ambitious, the best of the bunch want to work with you, not for you. These candidates study an employer’s website and presence on channels like Glassdoor, LinkedIn and other social media before responding to a recruiter. Winning them over involves engaging them over time in a positive way, building an employer brand and value proposition that sets your company apart, and ultimately being on the top of their list when the time is ripe.

As the relentless forces of technology and globalization open up new business models and markets while disrupting others, only your talent will keep you ahead of the curve. Proper talent pooling, candidate engagement and employer brand building take time and dedication, but the payoff to the business makes it worthwhile.

Talent pooling helps build your brand.
“While talent pooling for a large client, we found that despite being a dynamic maker of life-saving drugs, the company was not widely known in the industry. Through our talent pool solution, we’ve been able to share their story, sell their unique EVP, provide a real world view of what it is like to work there and also explain how the company makes a positive impact in the world. At first the people we contacted weren’t interested in leaving their current positions, but after engaging them over time, I witnessed highly desirable professionals become active candidates and ultimately accept positions with our client. By providing a richer perspective for these candidates, they not only learned about the positions, but could envision themselves in the roles. This prompted them to take action and engage in the recruitment process.”
--Tony Martin, Americas RPO Leader – Hudson 

Hudson is an RPO specialist experienced in talent pooling. We offer a consistent, accountable and reportable approach to assessing and acquiring talent across your organization, and we work to understand your organization’s long-term strategic hiring needs. Hudson is able to provide the necessary predictive tools and also engage active and passive candidates in your area of specialization. We ensure candidates not only have the skills, but the right motivational and cultural fit to stay engaged long-term.

About Hudson
Hudson is a global talent solutions company with expertise in recruitment process outsourcing, retained search, recruitment consulting and talent management. We help our clients transform their organizations by leveraging our expertise, deep industry and market knowledge, and assessment tools and techniques. Operating in 20 countries through relationships with millions of specialized professionals, we bring an unparalleled ability to match talent with opportunities by assessing, recruiting, developing and engaging the best and brightest people for our clients.

We combine broad geographic presence, world-class talent solutions and a tailored, consultative approach to help businesses and professionals achieve higher performance and outstanding results.

Need help with talent pooling and employer branding? Contact Hudson RPO.


Attributes that Make Star Performers Bad Team Leaders

Have you ever worked for a “bulldozer” boss? Someone so focused on results that they leave a path of anxiety and intimidation in their wake? Or how about a “micro-manager” who leaves their imprint on every office matter while still complaining they have too much work to do?

If you can relate, you have probably seen a leader who is running off the rails. We all know pressure can sometimes bring out the worst in people, but when leaders of organizations lack the self-awareness to manage their negative tendencies, the consequences can be profound.

Hudson research shows over 60% of leadership strategies don’t factor in the risk of new or current leaders derailing1. This is despite 49% of new leaders underperforming when they transition roles2, often causing significant loss to the organization.

Leaders who derail can significantly impact the bottom line due to poor decisions and lost productivity. In a few months they can destroy positive cultures that took years to cultivate. And they can make life miserable for the people who work around them.

This is a shortcoming of many leadership development strategies used today. Most leadership strategies look at high performing leaders and try to isolate the key features that made them successful. They then seek to identify and cultivate those characteristics in emerging leaders.

But what is often lacking is an honest conversation about the character traits that make leaders fail if they aren’t understood and managed.

Why strength-based leadership models are not enough

The problem with looking only at positive character elements—such as being action-oriented or strong on empathy—is there is no such thing as a one-size-fits-all leader. Different personalities will thrive depending on aspects of their environment such as the industry, whether the company is established or a start-up, the organization’s strategic priorities and the current economic climate. As you might imagine, the character profile that makes a successful start-up entrepreneur is very different than the leaders of a well-run government department.

Undesirable behaviors like micro-managing, on the other hand, are a lot more universal. In other words, while it’s not always the same attributes that make leaders successful, it is often the same things that cause leaders to derail. A leader who becomes insensitive and takes a “bulldozer” approach will derail in almost any situation.

These “derailers” blindside leaders because they often begin as strengths. They may even have played a significant role in the leader’s success as they climbed up the ranks.

Take someone who, in an individual contributor role, was recognized and promoted for attention to detail and for never missing a deadline. But leadership requires a whole new set of skills. Instead of empowering team members to make their own decisions and take calculated risks, this high performer comes across as a micro-manager who is anxious and tense about how things are done and displays little confidence in the ability of their direct reports.

Taking a new approach

Derailer behaviors often go unnoticed until the individual is put into a higher stress and demanding senior role. You are unlikely to discover them with traditional interview questions, but they can be identified early using in-depth assessments. Derailers don’t need to be a show stopper—it’s very rare for someone not to have at least one. By identifying and managing these potential behaviors, you can stop them from ruining the leader’s prospects for success.

The impact of derailer behaviors can be managed through well designed leadership development programs with targeted coaching.

These behaviors are very often ingrained. It can take some real self-insight for leaders to look objectively at how the traits that made them successful might now hinder them. Coaching can help leaders develop strategies to handle complex situations before their potential derailers become a problem.

People who have just been promoted are often on a euphoric high, and talking about the things that could make them fail can dampen their enthusiasm. However, when most are educated about how attributes that led them to success as an individual contributor could work against them in a leadership role, most are grateful for the knowledge and remark that it’s not something they ever realized. It’s a real shift in mindset for them.

No matter how you look at it, leaders who are more self-aware and open to feedback will likely get traction faster in their new roles and are set up for success… not to mention the benefits you get across whole teams or even the whole organization from having strong leadership.

1 Hudson’s Leadership Survey ANZ 2015
2 Van Buren M. E., Safferstone T. ‘The Quick Wins Paradox’, Harvard Business Review, January 2009.


Candidate ‘Ghosting’ Hurts Your Employer Brand

Urban Dictionary describes ghosting as “The act of suddenly ceasing all communication with someone the subject is dating, but no longer wishes to date. This is done in hopes that the ‘ghostee’ will just ‘get the hint’ and leave the subject alone, as opposed to the subject simply telling them that they are no longer interested.”

The recruiting-world equivalent of “ghosting” is when a candidate goes through the interview process, and the recruiter ceases communication with the interviewee without any explanation. And no the “thanks but we hired someone else” perfunctory email sent to the candidate four months later doesn’t make up for it. That’s the recruiting-world equivalent of the “It’s not you, it’s me” lame excuse.

Urban Dictionary goes on to state, “Ghosting is not specific to a certain gender and is closely related to the subject's maturity and communication skills.”

Interviews don’t just take up time and energy on the company’s side. They are an investment of time and effort on the candidate’s part as well. A “mature” company that cares about its people (and by extension its candidates), communicates well not only when scheduling interviews, but also when they’ve decided to end the recruiting “relationship” with a candidate.

Communicate Well with a Customized Message

I once went through the interview process for a high-level marketing position with a Chicago-based technology firm. This process consisted of the original screening call, an hour-long phone interview with the head of sales and then a full day of one-on-one interviews with various members of the executive team (for which I used a vacation day). Feeling very positive, I left their offices with the assurance that the recruiter would let me know “next steps” within the next two weeks.

That was almost four years ago, and all I ever heard was nada… zilch… didley-squat. Not even a cowardly “It’s not you, it’s me” email about how wonderful I am but someone else was more “qualified.” You can bet I’ve shared my thoughts about that experience on the company’s Glassdoor page.

And why wouldn’t I complain about them on Glassdoor?  Could they possible be more blatant in their arrogance and disregard for candidates? Imagine how they treat people who’ve accepted their employment offers.

People love to blab about their bad experiences, and as the aforementioned story can attest, I’m one of them. A Dimensional Research/Zen Desk study revealed that “95% of respondents who have had a bad experience said they told someone about it, compared to 87% who shared a good experience.”

Just because the recruiter has decided to go quiet on the candidate doesn’t mean the candidate will reciprocate and go mum. In fact it’s unlikely. Make a regular practice of candidate ghosting, and it won’t take long for it to have an effect on your employer brand and reputation.

Candidates are Customers Too

“The customer is always right” is an expression that’s been around forever and ever for a reason. Customers buy your stuff, which keeps salaries paid and the lights on, so try your best to make them happy. It’s also why companies put so much effort into customer service training. It’s always fascinated me that companies can invest so much in sophisticated customer service training and programs to ensure an outstanding “customer experience,” but then drop the ball on candidate communications. Candidates ARE customers.

My husband once used a vacation day to interview with a large auto insurance company. After a 45 minute drive to the company’s headquarters, he sat down with the same recruiter who had originally reviewed his resume and invited him to interview.  She scanned his resume again (the exact same resume she felt qualified him for the role) and asked him, “Don’t you have xyz experience?”

“No,” he responded.

“Oh, you’re not qualified for this job,” she said as she cut off the interview.

You can bet that if this was the last car insurance company on earth, we’d gladly risk driving uninsured. They didn’t just hurt their employer brand, now they are hurting sales.

Recruiting “Closure”

Writing a custom note thanking a candidate for his/her time and perhaps providing a brief explanation about the decision to part ways is the right thing to do. It allows an applicant to move on and invest energy in other opportunities. Not to mention a job change is a major life event. The candidate could be waiting to make vacation plans or start those needed home repairs because it depends on the timing of a new potential job. Don’t leave them hanging.

The message doesn’t have to be a novel, but something that’s obviously not a form letter. Sending a courteous note demonstrates that you honor and value the time he/she has invested in exploring a potential work partnership. 

Plus you never know when this candidate might be perfect for something urgent that comes up. It’s a small world after all… and Glassdoor is only a URL away. 





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Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.