Call to Arms
((( TRANSMITTING )))
Just when you think it’s safe to get back to business, one of your gun staff leaves.
This has happened to Andrew Preston. You’ve met him before.
Just as I should be ace at birthday cards, this recruiter ought to find a new employee in a snap.
But the world is awfully different today.
Situation
Yes, Andrew’s ally is Australia’s finest job ad writer.
However:
- No-one reads newspaper ads any more.
- The best people already have jobs.
- If he doesn’t move fast, competitors may target his clients.
- Candidates are far more interested in their careers than his business.
So it seems we must go lateral.
Battle Plan
- Write an email telling everyone exactly what’s going on (Appendix 1).
- Divvy up client and candidate portfolios to ensure no-one’s service suffers.
- Put an ad in SEEK, which is where our audience hangs these days.
- Hit our personal networks – including my wife, who happens to be attending a recruitment consultants’ reunion next fortnight!
- Do the relatively new thing of offering a $500 bounty to the person who recommends the successful applicant.
- Try something completely new, by writing this blog post.
This last measure is very risky – like cutting your calf on coral while corralled by cartilaginous carnivores.
Once they scent blood, there could be a frenzy.
In his defence, Andrew’s client relationships span decades.
And his crew is tough enough to carry the fight till relief arrives.
Orders
The job involves:
- placing high-level professionals (engineers, draftspeople);
- with very large organisations (ERM, QLD Govt);
- working on insanely huge projects (ports, rail yards).
Base salary is $60-80K, but $120K is possible if you’re good.
I won’t bore you with details; but I’ll link to the SEEK ad when we do it. [And here it is!]
If this blog tactic works, Andrew’s new person could start Monday.
If not, I’ll have a gripping dispatch about how I blasted his $6M life’s work into a smoking ruin.
Either way, it should be interesting.
Your Turn
What do you think of our approach?
Has your business ever lost a vital team member?
How did it affect you?
How did you replace them?
How long did it take you to recover?
Appendix 1
Farewell X
Please forgive the non-addressed nature of this email; I wanted to get the news out fast.
One of our consultants, X, is leaving us to explore other opportunities.
Having appreciated X’s ideas and energy for well over three years, we’re sad to see him go.
I’ve told X the door is open, should he ever wish to return.
Until we source a replacement (which shouldn’t take us very long!) Y and I will look after X’s clients and candidates.
If X was looking after you, one of us will contact you personally to ensure a seamless transition.
If Y or I are already your primary contact, you needn’t do a thing.
Except know that our service standards will not suffer one jot.
Meanwhile, if you have any needs or questions, please call me (management), Y (operations) or Z (administration).
Best regards and talk soon.
Andrew Preston, Managing Director, Blyss Personnel.
Paul Hassing, Founder & Senior Writer, The Feisty Empire
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At Andrew beleived the employee. There are some bosses out there – that know that X is irreplaceable and refuse to acknowledge/admit such until such time as it is too late and X is about to leave.
As a boss never ever, doubt it when an employee gives notice, it WILL damage your business.
Take it from an employee who did leave, even after the boss was in self-denial. His business did suffer because he denied himself the undeniable and didn;t beleive the truth even when confronted with
Good luck Andrew in your hunt for an employee, you are right – to find an employee actually interested in the business and not themselves is a hard task.
Thank you, Heather. Sounds like you’ve been through the wringer!
Given Andrew’s courage and candour, I have very high hopes he’ll connect with a like-minded soul – to their mutual benefit.
If not, I’m off to Flinders Island!
G’Day Paul,
As long as all involved remember that the purpose of staff selection is to get a job done, not to choose a person. And one final heresy: the face to face interview is the least important part of the selection process because you can’t tell what people can do merely by talking to them.
For more of my unconventional, but carefully considered views on this, feel free to visit my blog http://managingemployeeperformance.com/
One last thing, The employer is the buyer. The applicant is the seller.
That’s enough for one day. Make sure you have fun
Regards
Leon
Good on you, Leon; we welcome heretics.
Thanks for the link: you’re rather a dab hand at this writing caper yourself!
Great points all.
This is a fantastic battle plan, Paul. I love the direct approach.
Thank you very much for saying so, Adam.
That’s a DFC (Damn Fine Comment) and bar!
Hey Paul. Wow, I get busy, ignore twitter and my RSS aggregator for a couple of weeks, and there is a bunch of great posts I have to catch up on.
After recently getting the chance to help some colleagues to write a seek ad with your advice ringing in our ears, I’m sure things will work out for the better for Mr Preston. We had a really positive response to the ad we wrote (thanks to your sage advice), and a hire has been made, and things are looking good!
Stephen, that is just about the nicest feedback you can give me!
Writing recruitment ads isn’t the greatest legacy for humanity, but by golly, when I hear that someone has benefitted from my suggestions, I get a mighty warm feeling inside.
Thank you so much for dropping by. You’ve made my night!
I’d now like to know how the new hire is performing in 3, 6, 12, 24 and 36 months. Only then will we know whether we had a perfect fit!
Thanks again, Mate!
Inevitably we are all to look after number one. Even if we start a change with the best intentions it doesn’t take long to get a little frustrated at the promises made and broken. You then sink into ‘this is my career and my life’ mode and it becomes all about you.
The best way to recruit people I believe is through your own contacts and staff.
Secondly you need to be realistic with what you are offering. Offer too much and the staff member will be disappointed within 6 months and out within 18.
Offer too little and you might not get the best candidate.
Having been on the receiving end of many broken promises, I prefer the truth.
By gum we sure are on the same page, Arthur. I can’t WAIT to read a guest post from YOU!
I’ve read that it costs firms over $20K all up to find and assimilate a new staff member. Do that every 18 months and you’re throwing good money after bad.
That’s why I’m always stunned when organisations persist in writing the same old ads that attract the same old people that simply don’t fit the role, conditions or culture. It always ends in tears.
Thanks again for adding your voice!
Here’s the SEEK ad:
http://www.seek.com.au/job/recruitment-consultant/sydney-cbd-inner-west-eastern-suburbs/17811500/8/1/
Further proof that Andrew ain’t no ordinary recruitment consultant!
http://au.movember.com/mospace/544698/