Podcast EP 103 | How to Encourage More Candidates to Apply for Job Vacancies

What should you do when you have low num­bers of can­di­dates apply­ing for your job vacancies?

Kevin Lawrence and Brad Giles are talk­ing about how to have more great peo­ple apply for the roles that you have open at your company.

They dis­cuss sev­en key tac­tics and tools you can use to bring in more can­di­dates to fill those roles, includ­ing lever­ag­ing your exist­ing team to be your best recruit­ment force.

EPISODE TRAN­SCRIPT

Please note that this episode was tran­scribed using an AI appli­ca­tion and may not be 100% gram­mat­i­cal­ly cor­rect – but it will still allow you to scan the episode for key content.

Brad Giles 00:13

Wel­come to the Growth Whis­per­ers where every­thing we talk about is build­ing endur­ing great busi­ness­es, busi­ness­es, that last busi­ness­es that mat­ter busi­ness­es that make a dif­fer­ence to the entre­pre­neurs, the lead­ers, the own­ers, and the peo­ple who work in them. My name is Brad Giles. And today, as always, I’m joined by my co host, Kevin Lawrence, Kevin. Hel­lo, and how are you doing today?

Kevin Lawrence 00:37

Look­ing for­ward to today’s show. We’re talk­ing about a very, very rel­e­vant topic.

Brad Giles 00:45

Oh, it’s so time­ly at the moment I’m itch­ing to get into it, because it is the top­ic of con­ver­sa­tion at many of our meet­ings. As always, we like to start with a word or phrase of the day.

Kevin Lawrence 01:00

Mine is tres bien. Which is French for very good. We just had a great time on a week­end with a bunch of friends with a French themed evening. And how it’s it’s fun to explore the world through dif­fer­ent lens­es. So think­ing about French music, French food, French wine, any­thing French was kind of what peo­ple were think­ing about for the evening and come togeth­er and hav­ing a great time with friends, which is always good. But just know that tres bien is just do obvi­ous­ly, a very good in a good time. But then also look­ing at the world through dif­fer­ent lens­es, which is always real­ly, real­ly, real­ly interesting.

Brad Giles 01:40

Mine would be bal­anced. And so some­times, you and I have dis­cussed on many occa­sions, our lives may get out of bal­ance. And so you may be famil­iar with that. And our lis­ten­ers may also be famil­iar with that. So yeah, it’s just about try­ing to get some bal­ance at the minute, which is prob­a­bly a lit­tle bit more per­son­al. Although obvi­ous­ly res­onates with most of the lis­ten­ers on the call as well, I imagine.

Kevin Lawrence 02:08

Absolute­ly. So tres bien bal­ance or trans­lat­ed to Eng­lish, very good bal­ance. So very good bal­ance is what we’re look­ing for. And I agree that’s some­thing this is a month where I have a bunch of time off, and which is very good for my bal­ance. Also good for my think­ing and my clar­i­ty. Awe­some. So what do we what are we dig­ging into today? Brad, what is this top­ic that we’re excit­ed to be talk­ing about ensur­ing some per­spec­tives on?

Brad Giles 02:35

Well, some­times peo­ple put a job advert out there, or they have a vacan­cy, and they don’t get a lot of peo­ple apply for the role. And that can be a lit­tle bit frus­trat­ing. So what do you do when you’ve got low num­bers of can­di­dates apply­ing for your open roles? So how do you deal with that?

Kevin Lawrence 02:59

Yeah, and then this econ­o­my we’re in that is boom­ing. It’s a tighter mar­ket, there is more demand than sup­ply of great can­di­dates, it’s always hard to find great can­di­dates for roles always. But now it’s just hard­er, because there’s just you know, lots of peo­ple are employed in some places are get­ting clos­er to their ver­sion of full employ­ment. So yeah, that’s the mar­ket that we’re in right now. And we’re going to dig into it. And, and find out some ideas of what we see oth­er peo­ple doing that are help­ing them to be suc­cess­ful. And the thing I want to start with say­ing is, every­one’s sit­u­a­tion is dif­fer­ent. And gen­er­al­ly, you know, as we get into our first point is, don’t for­get the basics, the struc­ture and dynam­ics of the mar­ket have not changed. The ways in which peo­ple seek employ­ment are still the same. It’s just, uh, you know, the sup­ply demand equa­tion has gone a dif­fer­ent direc­tion than it used to be. But fun­da­men­tal­ly, noth­ing has real­ly changed dra­mat­i­cal­ly in the last few years. So don’t for­get the basics. And the num­ber one basic when we call it recruit­ing from your exist­ing net­work, and the first ver­sion of it is, is lever­ag­ing your exist­ing team that already knows that you’re an awe­some com­pa­ny. And hope­ful­ly, you’re you are an awe­some com­pa­ny. But this is one that most peo­ple miss the boat on. They are your best spokes­peo­ple, you know, and if you’re doing engage­ment sur­veys, and if you’ve got a great com­pa­ny and your engage­ments, you know, you’re using, you know, the Net Pro­mot­er sys­tem for employ­ees, you know, your engage­ment score north of 50 is excel­lent. You got a lot of peo­ple no mat­ter what mea­sure use if you’ve got a high­ly engaged team. That means that they’re pas­sion­ate about it, and they’re like­ly to be very good at recruit­ing oth­er peo­ple because they’re just going to tell them what a great place you have. But they’re busy doing their jobs, and then they’re at their kids base­ball game or soc­cer match or what­ev­er it is. And they’re not think­ing about it, the think­ing what every­thing else are all then peo­ple under lever­age get­ting the exist­ing team to be your best recruit­ment force.

Brad Giles 05:09

I think it’s prob­a­bly the most impor­tant. And the thing that I’ve seen work the most effec­tive­ly, okay, the thing that it’s per­haps gives the biggest bang for the buck out of all of the things that we’ve we’ve real­ly out­lined here is apply­ing, I’m going to say pres­sure, but apply­ing a focus on get­ting the team to, to come up with, let’s say, one or two or three poten­tial can­di­dates per month, per week, per what­ev­er. But if we can get some peer pres­sure and some focus, focus, remem­ber, peo­ple respect what you inspect. Okay, so you’re inspect­ing. And you’re real­ly focused on the num­ber of can­di­dates that are com­ing in, because it’s a prob­lem? Well, peo­ple are going to, you know, they’re going to respect that they’re going to pro­vide more of their time to it. So we’ve got to be able to get lever­age from the team.

Kevin Lawrence 06:16

Yeah, and I would say, as you say, this is the great­est oppor­tu­ni­ty, you’ve seen the most suc­cess, I’ve actu­al­ly also seen this as the great­est point of fail­ure, because peo­ple take the wrong approach­es. And what does­n’t seem to work is brib­ing your peo­ple to do it, offer­ing big­ger incen­tives tends to pro­vide zero addi­tion­al can­di­dates or val­ue or close to zero. And peo­ple say, Oh, well, you know, our refer­ral incen­tive is $500, maybe we should make it 5000 or 2500, I have not seen the nee­dle move because of it. Because just because you bribe some­one to do it, they already love you and think you’re great. You don’t need to bribe them. It’s a mis­guid­ed belief. And if you’ve made that work in your com­pa­ny, great, con­grat­u­la­tions, reward­ing peo­ple for doing awe­some stuff, I think is great. But as Brad point­ed out, gen­uine­ly, peer pres­sure is more like­ly to do it. And reminder. So for exam­ple, we have a com­pa­ny we work with in the US that need­ed to recruit a lot of peo­ple. And they ral­lied the team. And they got every­one know­ing all of the key roles. And they broke up by depart­ment in every depart­ment had a tar­get. And it was like Brad talked about, if it was the Depart­ment of 15, they had a tar­get of 45 over the quar­ter 15 a month, one per per­son every month to pro­duce can­di­dates for any of the roles in the com­pa­ny. And we just want­ed can­di­date flow. Because these were, again, our best spokes­peo­ple. So teams would have brain­storm­ing ses­sions. Okay, here’s the 17 roles, who do you know, who do you know that might know peo­ple would make cat­a­lysts? And then reach out and con­tact these peo­ple and ask, you know, they would give them quick lit­tle job descrip­tions and some mes­sages, they can text, in many cas­es, text to peo­ple to share what was about and then links they could send if there was inter­est to either the HR team direct­ly or the or the Jobs page. But it was an effort where every­one was expect­ed to do it and con­tribute what­ev­er they could. They got amaz­ing results. We had a sim­i­lar one we did in the Mid­dle East. And there we did a whole theme but­ton when we called it want­ed, you know, the old wild west want­ed peo­ple behind bars. And again, they were hir­ing 42 peo­ple and we had lit­tle want­ed pic­tures for each of the dif­fer­ent things and they did offer a reward. But it was the theme and the engage­ment that drove it where peo­ple again were into their net­works recruit­ing can­di­dates and it became a com­pa­ny wide activ­i­ty bro­ken down with team based account­abil­i­ties that works well because it’s not that peo­ple don’t know peo­ple and it’s not they don’t want to they’re just busy and they for­get they need sup­port­ive pres­sure to go and do the right things.

Brad Giles 09:01

It’s crazy that the mon­e­tary incen­tives that we think would work just don’t work I’ve seen exact­ly the same thing where we up the you know the reten­tion, not reten­tion we up the kind of the bonus that we’d pay up, we get some­one in, but it just does­n’t work.

Kevin Lawrence 09:20

Con­trary to pop­u­lar belief. Most peo­ple aren’t coin oper­at­ed. They’re pride oper­at­ed. You know, we go back to the book dri­ve by Daniel Pink. We’re dri­ven by three things, auton­o­my, mas­tery, and pur­pose. Now, if you’re mak­ing $12.75 An hour and you got a fam­i­ly of four, you’re prob­a­bly a lit­tle more coin oper­at­ed than typ­i­cal because you have to be to pro­vide for your fam­i­ly. But when you get into man­age­ment posi­tions, gen­er­al­ly peo­ple are able to cov­er their bills gen­er­al­ly. And they’re not in sur­vival mode or even psy­cho­log­i­cal­ly that coin oper­at­ed and we over at over­es­ti­mate the impact of finan­cial incen­tives. That’s a whole oth­er episode. But it’s just it’s it’s misinformed.

Brad Giles 10:07

I had a sit­u­a­tion with our lead­er­ship team. And we need­ed mul­ti­ple roles, it must have been 20 or 25 roles. And so we said it was­n’t it was more of a crit­i­cal num­ber than a theme in the way you’re describ­ing it with the want­ed post­ed, but we said a crit­i­cal num­ber. And we said, look, if we can get three can­di­dates in the quar­ter, from every­one in the lead­er­ship team and the mid man­age­ment team, we’re going to total­ly solve this prob­lem. And I mean, we may not have solved it per­fect­ly with every role. But with­out that effort, we nev­er would have got as close to what we needed.

Kevin Lawrence 10:47

So your peo­ple on your team, we’re going to come back and say, well, we need to pro­vide a bet­ter instead of don’t waste time. And if you do, and if you want to do it fine. But that’s not what dri­ves the result. What dri­ves the results is the align­ment and the account­abil­i­ty and ral­ly­ing peo­ple and mak­ing it fun and excit­ing, and giv­ing them space and time to think and act on it. So if you want to put incen­tive, feel free, just know that that’s more of a thank you, then some­thing that’s going to dri­ve the behav­ior. Yeah, it was, it’s a great thing to do. And, you know, it’s just, it’s an a missed oppor­tu­ni­ty in a lot of orga­ni­za­tions, it’s even bet­ter to do it, when you’ve just recruit­ed peo­ple from oth­er com­pa­nies, you’ve just recruit­ed awe­some peo­ple from oth­er com­pa­nies. And there’s a win­dow of time there where they could also bring some friends and col­leagues along. So that’s num­ber one. Don’t for­get the basics, lever­age the exist­ing team, ral­ly them, get them excit­ed, reward them, by all means, but know that it’s the ral­ly­ing and activ­i­ty time that makes it hap­pen. So the sec­ond one, in a sim­i­lar vein, but as to do the same thing with your net­work out­side the com­pa­ny. Now, this is going and spend­ing time and talk­ing to your friends, col­leagues, sup­pli­ers, cus­tomers, maybe it’s your col­lege room­mates, or pro­fes­sors or the coach of your kids base­ball team that you know, is in a sim­i­lar indus­try, it does­n’t mat­ter who or where. And again, this is some­thing that that many lead­ers that we work with, could do much bet­ter at no dif­fer­ent than prospect­ing for cus­tomers. But prospect­ing for tal­ent. And it’s a mas­sive oppor­tu­ni­ty again, but peo­ple are busy, and they gen­uine­ly don’t give it the priority.

Brad Giles 12:33

Yep. So when we’ve run pro­grams around this, we set up the script for peo­ple to say to sup­pli­ers, the high­er up it comes from the bet­ter as in the clos­er to the CEO. But the script is some­thing like if you were a sup­pli­er, Kevin, I would say to you, Hey, Kevin, you know, we’re on a growth tra­jec­to­ry. And we know that you’re deal­ing with peo­ple just like us all the time. I’m just won­der­ing who might be the best per­son that you’ve seen or heard about who you think might be an awe­some fit for us? Yes. Because if we can rinse and repeat that with many of the lat­est in the busi­ness, across all of our sup­pli­er net­works, I mean, you could get 10,20,30 can­di­dates from that even perhaps.

Kevin Lawrence 13:27

And you start to build the data­base of who the best peo­ple in the busi­ness are. You’ll hear names as few times if you’re in the same indus­try, oh, you got to talk to Sal­ly over here at such and such. So it’s yes, it’s an awesome.

Brad Giles 13:39

I know what we’ve missed on that bit there, right is the under­ly­ing psy­chol­o­gy because peo­ple like you said peo­ple are busy. Okay. Our lead­ers are busy. They, they this is just anoth­er thing on a huge to do list. But if you were walk­ing down the street, and some­one was sort of hold­ing a map, or they look like they did­n’t know where to go, and they said, oh, sor­ry, can you help me? I’d like to get here. Peo­ple are going to, most peo­ple are going to nat­u­ral­ly help. If we go and ask our sup­pli­ers for help. They’re gonna nat­u­ral­ly want to help.

Kevin Lawrence 14:15

Good call. Yes, very good. You just got to make the invi­ta­tion and open the door. The oth­er tech­nique on lever­ag­ing the net­work that we’ve done in meet­ings with­in strapped plan­ning meet­ings and one of my clients there’s 750 employ­ees, we’ve been in meet­ings of the CEO says, Okay, now we’re going to do our recruit­ment. We stop the meet­ing, and for half an hour, every­one sits in their lap­top on LinkedIn for the three key roles that we need­ed. And every­one starts going through the net­work direct­ly the peo­ple that could be can­di­dates they know from the past, or two peo­ple that might know and live. We’ve hired some great peo­ple over that process. But basi­cal­ly carv­ing out the time every­one knows they should do it. They just don’t get to it. And basi­cal­ly let’s do our home­work right now and it works very, very well. Well, and the idea is, it’s not on your active con­tact, it’s reac­ti­vat­ing old con­tacts you haven’t talked to for a long time because the inac­tive con­tacts run in dif­fer­ent cir­cles, your active con­tacts are gen­er­al­ly in sim­i­lar cir­cles, but they’re reac­tive. Some of them reac­ti­vat­ing past con­tacts can some­times be more fruit­ful, because you know, very, very dif­fer­ent peo­ple. So that’s num­ber two, proac­tive­ly lever­age your exist­ing net­work that you have, but that is out­side of the com­pa­ny, and mak­ing invi­ta­tions and ask­ing, as Brad point­ed out for their help.

Brad Giles 15:33

Num­ber three, dou­ble down on inter­nal recruiters or the use of exter­nal recruiters. So when these we’ve got to think, what is the val­ue of the recruiter, okay, through our lens, but more impor­tant­ly, through their lens. So if if you were going to sell a recruit­ment firm, what you would talk about is the quan­ti­ty of can­di­dates that are in your pool or your data­base. Okay, so yes, the sales is impor­tant. But one of the great val­ues in a recruiter is the quan­ti­ty of can­di­dates in their data­base and the app theoretically.

Kevin Lawrence 16:12

We might have anoth­er debate if that is true, it tru­ly is val­ue, but it def­i­nite­ly is the sales pitch.

Brad Giles 16:20

It’s the it’s this. Oh, no, I agree with you there. It’s their sales pitch. But that’s the val­ue propo­si­tion that they’re bring­ing to our equa­tion. Yes, maybe that is a yes. Well, the next point. What if the val­ue that they say they’re bring­ing is their data­base? Their data­base? Isn’t? Every sin­gle can­di­date? No, right. So they may have 10,20,30,40, 50 60% of the mar­ket in their data­base, but they don’t have every­one. And so if we dou­bled down if we look for dif­fer­ent recruiters, or if we try to find a more diverse, let’s say, put to put it into sales ter­mi­nol­o­gy, if we have a wider fun­nel, if we cast a wider net, it’s going to give us a bet­ter chance of cap­tur­ing more of the can­di­dates, or the poten­tial can­di­dates in the market.

Kevin Lawrence 17:19

Yeah, I think I want­ed to make a point there, Brad, is that recruiters often pitch to their data­bas­es, their asset? Well, we found from exec­u­tive recruit­ment, it’s often the crush they lean on. But many times they’re recy­cling the same old B play­ers. So it sounds like a val­ue prop. And often when we look for recruiters, we’re look­ing for peo­ple that are going to go actu­al­ly head­hunt take a tar­get­ed role in tar­get­ed com­pa­nies and going hire peo­ple or to chase peo­ple who are active­ly engaged and not just recy­cle their data­base at us.

Brad Giles 17:52

And wait because say­ing the same thing. Per­fect. Like, I total­ly agree with that. And because the fun­da­ment the inter­nal prin­ci­ple is that recruiters are lim­it­ed to what they can do or what they have, what they have. And our job when we’re hir­ing is to get the right per­son in the role.

Kevin Lawrence 18:14

Yes that no mat­ter what the prin­ci­ple that we agree on is tap­ping into peo­ple who either have their own net­work that’s dif­fer­ent than ours, or an abil­i­ty to go and cold call and open up doors and tar­get peo­ple that we need them to tar­get. Either way, it’s putting your­self into a dif­fer­ent bub­ble or a dif­fer­ent envi­ron­ment by lever­ag­ing oth­er peo­ple’s net­works. With what that’s what the exter­nal recruiter or the inter­nal, it’s just put more mus­cle on the job. Like, you know, it’s at the end of the day, when the econ­o­my is soft, we often allo­cate more mon­ey to mar­ket­ing and sales. And when the econ­o­my is boom­ing, we often don’t need as much there, we actu­al­ly need more of it on get­ting tal­ent. So it’s almost like let’s take some of your dol­lars and your ener­gy from sales and mar­ket­ing and allo­cate it to recruit­ment and hir­ing an addi­tion­al inter­nal recruiter or exter­nal agen­cies, whichev­er is appro­pri­ate for you guys.

Brad Giles 19:08

So let’s move on to num­ber four. If post­ing job ads, get your cre­ative sales hat on what is the your unique val­ue propo­si­tion that the best can­di­dates will res­onate with? So if you’ve got a crap­py job ad, there’s a very good chance that it’s going to poten­tial­ly impact the num­ber or qual­i­ty of can­di­dates you get who would have thought, right?

Kevin Lawrence 19:32

Often job ads are just basi­cal­ly the top part of a job descrip­tion dropped into you know, an ad and URL get­ting you know your cre­ative mind on how do you sell the oppor­tu­ni­ty? What need Are you solv­ing for per­son, what’s unique about what you have to offer, and tru­ly get­ting peo­ple to under­stand it and putting it in a way where it just sticks out from all the oth­er one to make sure that the can­di­dates apply to your par­tic­u­lar jobs. And you can look at Episode 67, we talked about why should any­one come work for you at the same salary as your com­peti­tors. The key point is put your sales and mar­ket­ing hat on, don’t just post the top of the job descrip­tion, make it com­pelling, and make it stick out from the crowd in a way that’s reflec­tive of what you’re about.

Brad Giles 20:23

So go ahead. So num­ber, yeah, num­ber two, we spoke about lever­ag­ing the net­work, your net­work, your sup­pli­ers, your cus­tomers, your col­leagues. But then the next one that we’re talk­ing about is ask every­one every­where. And so wait­ers, sales peo­ple, deliv­ery dri­vers, cell phone ser­vice peo­ple, like every­body, you know that Apple, when you’re an Apple employ­ee, you get a card, like a busi­ness card kind of size. And when­ev­er they come across awe­some servers, they asked to give this busi­ness card to the per­son and it says, I can’t remem­ber the exact words, but it says some­thing like, the ser­vice that you pro­vid­ed now was excep­tion­al. I’ve nev­er asked you to move but ever you ever you’re think­ing about mov­ing jobs, we’d love to have a chat with you at Apple. And like, they all they giv­en. They’re all giv­en these cards, and if ever they expe­ri­ence it, so they’ve always got peo­ple who are inter­act­ing with oth­ers, and then able to build that refer­ral net­work that can­di­date pool.

Kevin Lawrence 21:36

The main thing is, is when you’re out and about and you see great­ness, invite great­ness to come join. Yeah, that’s it. It’s just always be recruit­ing and think­ing about it. That’s so that’s num­ber five, ask every­one every­where. Num­ber six, lever­age your mar­ket­ing team, we already talked a lit­tle bit about putting more dol­lars to recruit­ment. You could also allo­cate more dol­lars from your mar­ket­ing of your prod­ucts and ser­vices to the mar­ket­ing of get­ting tal­ent because that’s where the mar­kets tighter right now for most com­pa­nies. So what­ev­er your mar­ket­ing teams capa­bil­i­ties are, or your exter­nal mar­ket­ing con­sul­tan­cy, you use get them using the social plat­form, peo­ple are doing stuff on Face­book and Insta­gram and Tik Tok and good old Google search, you know, what­ev­er it hap­pens to be, but what do you do to reach out to peo­ple who either don’t know you, or haven’t thought about your recent­ly, to get them com­ing to you to see what you’re about and what you have to offer. And, you know, obvi­ous­ly, in the next point, we’ll talk about what you want peo­ple to see when they come to your site. But let­ting peo­ple know, again, what’s unique about you, but reach­ing out to the not just the job sites, but you know, the oth­er social plat­forms where peo­ple would be engag­ing, and you know, and it could be LinkedIn, what­ev­er it is, the idea is to get your mar­ket­ing team on it, and get­ting them test­ing dif­fer­ent chan­nels to see what pro­duces the best results.

Brad Giles 22:55

Awe­some. And then num­ber sev­en, do you have an awe­some Jobs page? Well, in Aus­tralia, the lead­ing job board is called Seek His EK, and they get I don’t, I don’t know, the accu­rate I’m gonna esti­mate. It’s like 70, 80 90% of all job adverts. They tend it’s a it’s a real monop­oly in that sense. But with­in this same mar­ket, there are more job adverts on Google or job search­es on Google than there are on seek. Okay. And that’s typ­i­cal across the world that Google or SEO, search engine is a much bet­ter way, or is anoth­er chan­nel to try to get peo­ple. So that means that you’ve got to have a page on your web­site that’s ded­i­cat­ed to jobs. And it’s got to be jobs that are SEO friend­ly, such as we’re look­ing for an a mechan­i­cal engi­neer. And this is all the descrip­tions of a job in the same way you would put into a job board.

Kevin Lawrence 23:57

And when they do get to the Jobs page, it needs to sell your com­pa­ny, and the oppor­tu­ni­ty and why com­ing to work for you would be the best deci­sion they could make at this point in time. Of course, there’s got to be the details on the jobs but sell­ing the com­pa­ny instill­ing the cul­ture and, and the oppor­tu­ni­ty are absolute­ly crit­i­cal. Awe­some, great list. So real­ly, just to kind of go back to the top, and we’ll kind of sum this up. This is basi­cal­ly we’re not good enough can­di­dates. Here’s a bunch of dif­fer­ent strate­gies. And in this mar­ket, this is impor­tant for a lot of peo­ple. And you know, num­ber one, don’t for­get the basics. Lever­ag­ing your exist­ing team and ral­ly­ing them not just putting a car­rot out in front of them, but ral­ly­ing them to go and recruit into their net­works and mak­ing it easy for them to tell the sto­ry about the oppor­tu­ni­ties you have avail­able. And then the same thing out­side of the com­pa­ny into your exist­ing net­works and col­leagues and sup­pli­ers and col­lege room­mates, what­ev­er it hap­pens to be let­ting them know what you need and ask­ing them to help you find awe­some peo­ple that would be rel­e­vant for those roles. Num­ber Three dou­ble down on inter­nal recruiters or exter­nal recruiters get more mus­cle behind the job. And for a lot of roles, it’s worth pay­ing the extra cost to hire an addi­tion­al recruiter if you’re of enough size, or even a part time one, or 10 full time ones depend­ing on the scale of your busi­ness or using exter­nal agen­cies to help put more mus­cle behind get­ting row­dy want­i­ng num­ber for them.

Brad Giles 25:21

So it’s about job ads. Num­ber four, if you’re cre­at­ing job ads that are mediocre, you may not even get any can­di­dates in this mar­ket. And so your job advert must come from a cre­ative sales hat, and it must res­onate with can­di­dates. And again, we did a episode num­ber 67. Sev­en on this, why should any­one come and work for you at the same salary as your com­peti­tors? Num­ber five, ask every­one every­where? Why does sales peo­ple we gave the exam­ple of Apple giv­ing out busi­ness cards to try to improve their can­di­date pool? Num­ber six, lever­age your mar­ket­ing team. So mar­ket­ing teams that are only focused on cus­tomer leads could poten­tial­ly also be ded­i­cat­ed inter­nal or exter­nal on can­di­date leads. So this is about get­ting leads. That’s what the mar­ket­ing team does. So get them to come up with cre­ative cam­paigns to bring in new can­di­dates. Then num­ber sev­en, of course, is do you have an awe­some Jobs page? So you’ve got to have a page on your web­site that talks about the open jobs that you have, so that you can per­haps get more can­di­dates through that angle? What a good chat we’ve had today, Kevin.

Kevin Lawrence 26:32

Awe­some. Yes. So hey, thanks for lis­ten­ing to the Growth Whis­per­ers this week. I’m Kevin Lawrence. And as you know, my co host here is Brad Giles, who you can reach for infor­ma­tion on him and his firm and his awe­some newslet­ter at evo­lu­tion part​ners​.com​.au And for myself in our firm Lawrence and CO​.com. Same thing more about our firm and what we do and our awe­some newslet­ter if I could so humbly say that. Have an awe­some week and good luck get­ting all the can­di­dates that you want for your role so you can build an awe­some team of a players.