Q: To get and keep good people, what is the most important organizational strategy you use?

Dave: I have always tried to have a passionate and compelling company culture, to be an "employer of choice" and to benefit everyone who works for us.  I did this through direct and frequent communication.  I was personally involved with everyone at the company, knew their names, and visited with each of them almost daily.  We also had quarterly all-hands meetings, and told them the good and the bad about what was happening.  That gave us high credibility.

Q: What did you do to keep your team motivated in tough times?
Dave: Again, communication.  People can take bad news - they don't like to be lied to or to be kept in the dark.  I always tried to be very accessible.  We did catered group lunches, and I did individual lunches with people at all levels.  Also, we emphasized the important aspects of our business, like scrap reduction, and rewarded the team directly with monthly bonuses for good performance. 

 

Q: What is your expectation for the economy in 2010?
Dave: I think it will be flat to slightly up (3-4%).  There are big headwinds with the national debt and unemployment.  Despite increased corporate earnings the recovery will be tepid for most.

Q: Productivity has been very high in the US.  Do you think there will be a jobless recovery, or will employment pick up soon to keep pace with economic growth?
Dave: Employers will be very conservative in their hiring.  Their hand will have to be forced, and it will be a trickle when hiring starts up, and unemployment will be high for a while.

Q: What is the secret of your success?  What personal strategies have worked best for you?
Dave: The number one thing is surrounding myself with great people.  Many CEOs want control.  I made a practice of hiring people better than me in their respective disciplines, and I didn't feel threatened.  At the time I sold, Capo's leadership team was second to none.  They were capable of far more.  I hired not just the best I could afford, but the best, period.  I paid well above market, and the team was highly professional, and we had fun along the way.

Q: What is the biggest mistake you ever made in business?  How does it affect your thinking or actions today?
Dave:  In the early 90's I did not understand how banks evaluate businesses.  Even though I was in great shape, I had a loan at a big bank go to "work out".  I educated myself, read books, sought advice, and essentially did a self-study financial MBA.  I moved to a regional bank where small businesses matter.  Subsequently, I knew what metrics to watch, and how to build a strong balance sheet.

Q: There are distinctly different generations in the workforce today.  What advice do you have about handling the different age groups?
Dave: My business outlook is very traditional - I believe in hard work to get success.  Yet, today we need to find different ways to motivate and stimulate people.  Flexibility is important.  Employers need to clearly define the results they need, then be flexible in letting people meet those goals differently.

Q: You have had a successful exit sale with your business?  What is next for you?  What are your business plans?
Dave:  I'm managing assets, serving on boards, and much more devoted to family and faith. I've been enjoying the mountains of Colorado and the ocean much more.  Future business goals have yet to be explored.

 

As the economic recovery begins, it will be very important for employers to attract the best people in order to create a competitive advantage.  Employment Branding best practices include long term strategies to manage awareness and perceptions of a company by both its current and its prospective employees.  Excellent Employment Branding can drive not only talent acquisition, but also retention, and even community and public relations efforts.  For the purpose of this article, we will discuss mostly the acquisition aspect of branding - what is required to attract top people to your company.  Here are our ideas on best practices for employment branding:

Clarity:  You must have a very clear brand identity.  Disney is about happiness and magic.  Volvo is about safety.  Apple is about being unique and different.  Be very clear on how you want to differentiate yourself in the marketplace - you can't be all things to all people.  One clear message is necessary.

 

Honesty:  There is no place for spin in employer branding.  You must come across as sincere and accurately represent what you are as an employer.  So-so benefits?  Emphasize your innovation instead, if that is a plus at your company.  Not so innovative?  Talk about your stable secure environment.  Feature your assets, truthfully.

Consistency:  Ensure that all your communication tools are in alignment.  The look and feel of your ads, website, collateral, etc. must be in sync.

Attraction:  Meet the candidate at their model of the world.  Understand job seekers from their point of view.  Why would they want to work for you? Realize that there are different generations in the workforce who are motivated by different qualities about your firm.  Don't change your brand itself, but tailor how the brand is communicated to each audience.

Engagement:  Getting a prospective employee to engage with you and be interactive deepens their interest in the company.  Get people to become fans of your company Facebook page, subscribe to your Tweets, respond by texting, join your LinkedIn group, attend your hiring events, and you will be creating brand loyalty before someone even interviews with you.  Did you know that some companies now market to parents of millennials?  Consider all options to connect intelligently with people.

 

Opinions: You don't fully own your brand.  Recognize that the opinions of others now influence perception of your brand.  Employee perceptions are regularly posted on blogs, social media, employee opinion web sites (glassdoor, vault), etc. 

 
Retention:  Good retention results are a recruitment tool.  Become an employer of choice.  Seek to be named on "top employer" lists.  Be socially responsible and connected to communities in which you have a presence.

Referrals:  Your own employees are your best recruiters.  Set up a program that leverages employee satisfaction and rewards people for referrals.

Many companies ignore employment branding, and operate on the assumption that if they advertise a job, the right people will apply.  That is no longer a safe assumption, and when the recovery is in full swing, you will need to do more to get the best.