Your internal branding is essential in attracting—and retaining—the right employees, decreasing turnover and training costs and increasing your competitive advantage. It should reflect your company’s values, culture, and unique differentiators—all contributing to a clear picture of what it is like to work for your organization. But most importantly, your internal brand message needs to be targeted to capture the right fit and repel the wrong fit.

“Your internal brand needs to be targeted to capture the right talent and repel the wrong fit.”
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The Value of Company Culture

Company culture is an essential element of your brand and can be described as the core values and shared principles of employees or stakeholders within the company. Additionally, it drives key decisions and sets the attitude and mindset among employees. Studies show that companies with a culture that is aligned to their business goals outperform their competitors. But, why?

As I previously mentioned, your culture will aid in attracting candidates and retraining your top talent. An employee with the proper skill set and qualifications can easily get the job done, but how they do it is just as, or more important. And that’s what culture is all about. When you hire a candidate, you don’t just acquire skills, you build your human capital, which brings your brand to life.

The Value of Your People

It’s essential that your employees have buy-in, believe in your company goals and uphold your brand standards. In turn, that will be reflected in their work and performance.  You want to make sure that you have the right people that you can trust to deliver the same level of service and quality that you would to ensure that customers have a consistent and exceptional experience when interacting with your brand.  Otherwise, you risk having a bad seed who will be costly, require more training and attention and overall just be a big headache. A bad seed can drastically affect company morale or shift the culture so much that they will have the company living up to their standards instead.


An Interview On Recruiting

So then, how do you hire the right people? What do you look for? We interviewed a seasoned recruiter who keeps his ear very close to the job market, Daniel Estrada, to shed light on this topic:

Q. What are some strategies organizations can implement in the attraction phase?
A. As always, referrals are the best way to find quality candidates. Go straight to the source–your employees. Ask, train and turn your employees into your recruiting force. In my previous role as the Recruiting Director for MassMutual Financial, I would regularly meet with the employees and go over my Ideal Candidate Profile for the types of candidates I’m looking for. This was a great way to get more eyes and ears on the lookout for attracting the right talent. Chances are, your employees know and hang out with people who are similar to them. Another good initiative is to implement an employee referral program with incentives to refer.

Q. How do you rate the job boards? Which are the most successful?
A. LinkedIn is a great way to connect with people and network. You can do targeted searches by job title, company, industry and location. Once you find candidates you want to target, you can see if you have any common connections and ask them to introduce you. This is an effective warm approach and will help you when you are sourcing candidates or looking to fill an odd job. After that, I think job boards like Indeed, Careerbuilder or Monster are good for putting feelers out there, but not necessarily as your only line of defense. Don’t be surprised to receive dozens of resumes from candidates who are not qualified or didn’t even take the time to read the job description. However, there’s still a good chance you may find a quality candidate. And Craigslist is probably the least effective source to find quality candidates. I often see typos in the resume or get sales solicitations from consulting companies. Personally, I’m not a big fan.

Q. How do you weed out the wrong people?
A. First, there’s always clues or warning signs during the initial screening and interview process. Are they responsive to your emails? Can they follow directions? After they’ve passed the screening process, you need to meet with them in person. Are the presentable? Are they professional? Did they arrive on time or way too early? Then, you need to look at their qualifications such as their pedigree, their first job, certifications and skill sets. And finally, you also need to assess their personality and mannerisms. Are they too cocky (not confident), rude or just simply not a good cultural fit?

Q. What are the most common warning signs?
A. It’s the little things. But the little things make all the difference. Everyone knows (or I hope so) the basic rules of interviewing etiquette 101. First impressions aren’t always everything, but they do give you some insight into the candidate’s future behavior. The first rule of thumb is to not be late. Candidates should arrive 10 minutes early, but not too early being respectful of your time. Or if they are running late, were they proactive and notify you ahead of time? Also, do you find candidates making excuses or ignoring the question? That is a sign that the person will not be accountable in the future.

Q. How do you match someone to company culture?
A. At Robert Half, we use a rating system for candidates. This will help us determine who is a good match for a certain role or certain company based on their experience, background and personality. I also think it’s a good idea to test candidates beforehand. You want to know who you are investing in first to make sure both their expectations and your expectations are aligned. That starts with clearly defining the role, responsibilities, training process, etc.

A strong internal brand and company culture will aid in attracting, selecting and retaining the right people.

It’s important to make a conscious effort to find and keep the right people because they are essential in your future success and moving your business goals forward. For more tips on recruiting top talent, connect with Daniel Estrada on LinkedIn.

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More About Daniel

Daniel Estrada has passion for helping people find work they can flourish in. Daniel has six years of recruiting experience. Starting out in his career in recruiting at MassMutual Financial Group with an unexpected promotion into a recruiting director role, Daniel helped grow the operations in San Francisco; eventually, outgrowing their office and into a larger one. While at MassMutual, Daniel led and organized a popular professional job-seeking networking group providing unconventional job-hunting advice and unique direction in the form of workshops and seminars.

After resigning from MassMutual, Daniel secured employment at Robert Half (RH) – Management Resources, a world-class professional staffing and placement company, where within 18 months Daniel has helped find and place 100+ finance and accounting professionals in over 150 assignments/jobs. As Daniel exclusively works with senior-level finance and accounting professionals, he takes time to slow life down, enjoy himself, and of course, feed his passion of helping people find work.