Why C-Level Pros Aren’t Joining Your Team
Have you ever searched for an employee? Do you remember the process? You posted a job opening on a popular job board, received applications, selected the relevant candidates, conducted an interview and, finally, hired the best one. This is the standard scheme for most ordinary jobs. But what do you do if you need to find the head of an entire department or a top manager?
You begin to do everything so that the exclusive specialist chooses you: highlight the company’s advantages, offer a competitive salary, actively send emails in an attempt to recruit an employee. But all for nothing: Several months of active headhunting haven’t led to a result.
Let’s face the truth: The work in your company should be seriously attractive. A benefits package, flextime, an office in the center of the city – all these conditions have long since ceased to be unique, especially for C-level specialists. Consequently, before you start the troublesome search for C-level pros, think: What you can offer the candidate.
Five reasons why C-level pros aren’t joining your team
Unattractive company presentation
Your business line may seem unpromising or uninteresting if you draft a tedious and dull job description.
Think about how your business can make professionals get interested in your offer. Does your business have a social dimension? Opportunities for experiments? High technologies? Perhaps you are launching an ambitious startup that is about to be on a par with the Forbes leaders and involves extraordinary tasks? Every sphere can become attractive, the main thing here is how you present it.
High-level specialists are interested in the tasks. Monotonous job requirements may frighten the candidates. Routine is certainly an inherent part of every work. This is normal, but any task becomes more interesting when there is freedom of decision-making.
Top-level tech talents, for example, vest interest in job openings when they are offered a high area of responsibility, have the opportunity to implement their own solutions, use new technologies and carry out experiments.
Specialists like when they have the opportunity not only to run the department but can influence the company’s future. Each of us wants to feel valuable and irreplaceable.
Noncompetitive working conditions
If your competitors offer specialists a salary higher than the market, options (an excellent motivation format that works well in the world of top management) and other bonuses, your task is to offer more.
Study the competitors’ offers, identify priorities, offer more favorable conditions, and you’ll have a good deal of luck.
High-level specialists rarely work remotely: They need to be with the team on a regular basis, actively participate in the company affairs. But this doesn’t mean that you can find pros only in your city: consider relocation.
Limiting yourself, you run the risk of missing the C-level pros simply because they live in another city. By expanding the boundaries of your search, you increase your chances of success. Perhaps your ideal candidate exists, they just live in another city.
Working with top IT specialists, I’ve noticed that many of them refuse to consider the offer when they don’t see prospects for moving to another city or country.
Modern specialists are very mobile and are eager to consider options for moving. I understand that in most cases large companies have this opportunity. Still, if you can recruit a specialist to work in your city, why not give it a try?
Believe me, relocation is an unusual and attractive experience that can motivate a top-level specialist to accept your offer.
Do you use all the channels for recruiting, or handle only well-known job boards? How do you communicate with candidates: Do you write boilerplate emails or approach each candidate individually? How many selection stages do you have? Do you ask to pass a test assignment?
If you don’t have serious experience in selecting high-level personnel, I still recommend contacting special agencies. Professionals working there can hire a relevant specialist, even if you don’t have a set of attractive conditions.
Nevertheless, if you decided to search for top-level specialists yourself, I’ll give some simple but effective tips:
- Don’t conduct longinterviews and don’t give the test assignments in the first selection stage. There is no need for a candidate to spend hours completing a task when they have several job offers.
- Collect feedbackfrom each candidate refused to accept the offer. This seems pretty obvious, but according to my experience, few people use this advice in their work and don’t consider it necessary to find out the reasons for the refusal.
- Understand the candidate’s profile: These are hard skills, as well as those soft specialist skills, that will be needed specifically for working in your team. When you start the recruiting process, you need to understand exactly who you are searching for. The way you motivate a specialist depends on this aspect.
To recruit a high-level specialist is not an easy task even for prestigious companies. Assess your real possibilities: don’t try to “hunt” a Facebook CTO if you can’t offer more favorable conditions. Be honest with yourself and candidates, evaluate your company adequately.
If you are firmly confident in your abilities and feel that you are capable of achieving a result, use every effort to
- Explain the most attractiveaspects of your business
- Set interestingtasks and give the workflow a personal touch
- Offer a salary higherthan your competitors offer and think about additional motivation
- Search for specialists in other cities and countries and help them with relocation
- Set uprecruiting processes so that candidates are more likely to apply for your job
Sure you’ll succeed! Good luck in finding your ideal!