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Matuson Consulting // A Newsletter On: Creating exceptional workplaces and extraordinary results

Wow! It’s July already. How did that happen? I know where my time has gone. Do you? I’m thrilled to announce that I’ve just turned in the manuscript for THE MAGNETIC LEADER: How irresistible Leaders Attract Talent, Customers and Profits. I have to tell you that I’m pretty delighted with how the book is shaping up. A big thanks to those of you who agreed to allow me to feature your magnetism!

There’s still time to help. Over the next month or so, I will be looking for endorsements. If you qualify, you’ll get a free download to read in exchange for an eye towards endorsing this book.  Let me know if you’d like to be considered and as always, thanks for your continued support! And who knows, you may even get your name on my book!

The Talent Enigma: Is Your Company Attracting or Repelling Talent?

Most companies don’t intentionally look to repel talent—although you might think differently after speaking with candidates and those in the workforce. Here are some ways you are turning off talent before you have a chance to turn these people on.

Bait and switch

Imagine clearing your calendar for an interview with a VP or the owner of the company, only to find that you are now meeting with his or her subordinate.

Nothing says, “You’re not that important to me,” like the commonly used bait-and-switch routine that seems to be running rampant in organizations. Hiring managers cancelling interviews at the last minute can do considerable damage to your company’s reputation. Candidate interviews should be inked on your calendar, just like you would do for an important client meeting. Sure, emergencies happen, and that’s certainly understandable. Just make sure they are the exception rather than the rule, and if an emergency does come up touch base with the candidate as soon as possible and offer to reschedule the meeting.

Hiring managers who lack interviewing skills

I received an email the other day from a CEO candidate who was appalled after returning from a full day of interviews with the executive team of a healthcare organization. She simply could not believe that people at this level hadn’t a clue how to interview another executive. She left second-guessing her decision to consider this organization as a place where she might hang her hat.

Candidates are looking at you as closely as you are looking at them. Placing unskilled hiring managers in front of those hard-to-acquire people will result in candidates taking their stellar backgrounds elsewhere. At a minimum, be sure every hiring manager has the skills to effectively interview and is comfortable assessing candidates. Consider bringing in an outside expert to facilitate an on-site behavioral interviewing program for all of your hiring managers.

Hiring managers who are too busy to hire

We’ve all heard stories of people going through a series of job interviews with one company that lasts months rather than weeks. At around week four, candidates are getting a pretty good sense of how challenging it might be to get any work done in the organization. They happily accept an offer from another company who appears to have their act together, while you get to start all over.

It takes a lot of work these days to land the candidate of your dreams. Why risk losing a candidate because your people are too busy to make a hiring decision?
Examine your hiring process with an eye toward removing roadblocks that are slowing down your ability to keep the excitement and momentum going.

Being memorable for the wrong reasons

Most of us have memories of bad interviewing experiences, with few being able to recall those exceptional times. It’s been over twenty-five years and I still recall my interview with the COO of a chain of Boston-based coffee shops. As I was exiting the door, he handed me a bag of freshly roasted coffee beans.

I didn’t get the job, but the sweet smell of those coffee beans and his kind gesture left a great taste in my mouth. Think about what you can do to leave candidates with a great lasting impression — one that will stand the test of time.

Three Ways to Impress Candidates

  1. Be on time for all interviews.
  2. Be fully present when interviewing candidates.
  3. Get back to applicants, especially those you’ve interviewed.

Observations from the Talent Maximizer®

I’ve been meeting lately with a lot of prospects that are interested in dramatically boosting their ability to fill job openings. Here are some of my observations.

People in HR are overwhelmed. They have more job openings than they know what to do with and some of these openings are in HR. If you are in this situation, you have three choices.

  1. Stop trying to move ten things forward an inch. Choose three priorities and move them forward a mile.
  2. Say no! Stop agreeing to every meeting and every priority that is being thrown at you. If you are the person who keeps setting up these meetings and dumping more weight on those who are already drowning, then my advice to you is to stop doing this.
  3. Get some outside help. It’s okay to raise your hand and say you need help.

You have no talent strategy.  Lots of people think they have a talent strategy when in fact they are staring at a piece of paper that is full of tactical moves. Strategy is about long-term visioning. Tactics are how you will reach this vision, day in and day out. Still think you have a talent strategy?

People think this talent shortage thing will go away.  You’re right. It will go away, but not before you go out of business. I can’t think of one organization that doesn’t require people in order to sustain and grow revenues. 

Living in the state of denial may feel like a happy place to live. Having met many people who have lived there, I can assure you that it’s not a place where you can remain and still thrive.

Sound familiar? Reach out to me at Roberta@matusonconsulting.com or call 617-608-3633 and we can discuss this further.

Rules of Attraction: Your Monthly Tip on Attracting and Retaining Top Talent

Summer is the perfect time to hire talent, as candidates are more able to slip out the door for an hour or two, while their boss is away on vacation.

Share This Newsletter

For more tips on attracting and retaining top talent, download a copy of Talent Magnetism. Call us today at 617-608-3633 if you’d like to discuss applying these concepts to your organization.

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Meet Roberta Matuson

For more than 25 years, Roberta Matuson has helped leaders in Fortune 500 companies, including General Motors, Best Buy, and, The Boston Beer Company, achieve dramatic growth and market leadership through the maximization of talent.

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Testimonials:

“Your work with my senior group exceeded my expectations. I’ve never seen anything like it. We are now growing gang busters and the team is really working together. Fantastic job." Ronald P. Bryant, President and CEO, Noble Hospital.”

Ronald P. Bryant
President and CEO, Noble Hospital.

“Roberta has been a tremendous mentor and coach to me over the past year. She has partnered with me on multiple professional development fronts, as well as helping me through some very challenging situations. I found Roberta to be wise counsel!”

Allison DiSiena
VP of Recruiting, Marketing, Interactive and Creative Services Division
24 Seven Inc.

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Email: Roberta@MatusonConsulting.com
Tel: 617.608.3633

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