7 ways to lure top-notch talent

Published: July 28 2008

By Ty Braswell

Having trouble filling key digital positions with the right candidates? Maybe the problem is you! For better results, consider these tips.


Recruiting, for some folks, is like a root canal -- something to avoid at all costs.

But if your company is going to grow, it will inevitably need to fill new positions, or replace employees who are moving on. Matching a candidate to your specific needs is a chore in any organization. And it's particularly challenging in the highly competitive digital industry, where top talent may be hard to lure -- or may come at too steep a price for your organization to afford.

Fortunately, there are ways to make the process less painful while still attracting the best and brightest this industry has to offer.

Think about the task with these seven tips in mind:

Tip 1: Job descriptions are not RFPs

A common mistake I see in digital industries is the myopic investment in the written document that describes the job, especially if it is written by committee combined with technocrats that find comfort in comparing their job doc to a finely tuned tech RFP. Pass one of these job descriptions on to an HR team member that lacks the passion to find your ideal target, and you've created a recipe for failure.

Instead, visualize the job description as a creative and detailed road sign that will raise the curiosity of the person you are targeting. Use the doc to get the candidate to agree or disagree. You want to engage the person immediately with the idea of coming into your world and bringing changes that can invigorate your process. Potentially, this can be the first test to see if your job description is really what you need for the assignment. If a prime candidate sees some weaknesses in the job description, hopefully they will provide some great ideas on how to redefine the job. This process could provide insights on why the previous person quit/was fired, and what you need to change to attract the right candidate.

Another weakness in some job descriptions is failing to clearly communicate the key message, in a style and language that answers this big question: Why will great creative talent really want to work here? Communicate the ideas your company represents and provide details on your company's unique perspective of your market. Tell how your employees collaborate and create great conversations with your clients and customers. Give examples of what you are you doing that make working on your team irresistible with the best talents in the digital industries.

Tip 2: Recruiting is a lot like fishing

You need the best bait and good research on where to fish. The best fishermen know where to go -- where the majority of fishermen are not looking.

Target folks that at first look would not consider joining your team, but on second look, they see the opportunity to bring their talent and experience to the table. For example, consider talent that has limited experience in your category, but ample experience for the assignments.

Recently, I worked with a colleague that looked beyond candidates with extensive online experience and found a great prospect with years of experience selling and managing sales teams for the last seven years in a comparable field -- radio.

Tip 3: Beware of self-appointed recruiters… including you

Why are you recruiting? Could someone else do a better job? If you feel you can communicate the passion, that's a good first step. But if you think recruiting is synonymous with an albatross around your neck, it's time to consider someone else on your team for this assignment.

Tip 4: If you're a Starsky, then carefully pick your Hutch

Who you choose as your recruiting partner from the HR team is a decision you need to make carefully. Just because an HR team member is assigned to your team does not automatically qualify them as your best spokesperson. Beware if they have your assignment because:
they have a slot open on work priorities
they always recruit for your team

If your gut tells you that the HR person doesn't have the instincts to find your target candidate, then carefully ask for a better fit from the HR team, or consider finding the funding for an outside recruiter.

Tip 5: Treat the resume as a tool, not the answer

Did you see something on a candidate's resume that looks interesting, but the resume just wasn't that creative? Did you pass on this candidate only to discover they got hired by your competition? Have you been blown away by an awesome resume only to discover later that much of the document was a classic example of overselling and under-delivering?

With a robust industry of resume ghost writers, it is important to use the resume for what it is: the first set of clues that communicate if this candidate is a good fit for your team, but not the final word on their suitability.

I'd like to suggest an exercise. Take someone who has done an outstanding job at your organization and compare their application and resume with those of someone in your group that was overhyped and fell short of expectations. In hindsight, did their resumes offer any clues to what may have happened? Can you learn from this data to improve your internal process for recruiting?

Tip 6: Recruiting is fresh fruit

If you are bragging about how you've been looking for someone for more than six months and there is no one out there that qualifies for your amazing team, then you could be next with a pink slip.

Your job is not to whine about the lack of qualified talent; it's to lead and find that diamond in the rough. Job requisitions that have been open for six months or more communicate more about the failure of leadership and creative thought than they do about any proposed dearth of talent.

Tip 7: Grow your own

A final question you need to ponder is: Why did we find ourselves in recruitment mode this time, and why isn't someone coming up from the ranks? While you are deep in the recruiting process, think about what you could have done to prevent looking outside your company for creative talent in the first place.

On a previous assignment a few years ago, I found a solution for our constant recruiting challenge: interns. I lobbied for more desk space and computers and a weekly free lunch for all the college interns. We picked our first rising star to be considered as a contracting consultant. This person also assumed the responsibility of training and recruiting for our future intern teams. As we grew the division, this contractor earned the first job opening. As more of the buzz got around that our internship program could lead to a real job opportunity, we had candidates knocking on our door to get their shot at the team in any available capacity.

I'll leave you with this final quote from "A Manifesto for Mavericks. Why The Most Original Minds in Business Win" by William C. Taylor and Polly LaBarre:

"Talent matters. Any company or leader that aspires to unleash a disruptive presence in the marketplace needs to devise a distinctive approach to the workplace."

Ty Braswell founded Creative Digital Strategies, where he consults digital clients on mobile marketing, third-screen ideas and overall business development.