Where does your organization stand
on each “Best Practice?”

Create a profile of common attributes from star performers in your company or in your field—then use this profile as your criteria for recruiting and hiring

Develop clever, creative recruiting ads that reflect the unique culture of your company and attract candidates who are a “fit”

Develop specific marketing materials that sell the company as a great workplace and define the work in terms of a cause that is significant and heroic

Engage the entire company in recruiting new talent—make everyone responsible for building an extraordinary workforce—not just the human resource department

Help managers at all levels see themselves as the equivalent of NBA talent scouts who constantly capture the names of impressive people they meet

Encourage managers to identify the best people in their fields—even if they work somewhere else—and stay in touch with them through e-mail, newsletters, association meetings, feedback on their websites, etc.

Give managers the freedom to cut through the bureaucracy and engage in "instant hiring" when they find extraordinary talent. Most superstars, because they are superstars, don’t stay available very long

Measure and reward executives for attracting and retaining great talent

Make it common practice to ask new hire superstars for the names of five other superstars they know—then ask how you can begin to build a relationship with these people

Develop Internet web pages to educate job seekers about the company’s mission/values, work environment, benefits, career opportunities, and specific skills required—including testimonials from current employees

Consider people who offer references on a new superstar as potential job candidates—put them in your talent database

Sponsor school or community career fairs

Advertise and promote career paths that lead to higher-level positions within the company

Pay employee bonuses for employee referrals that are hired

Offer "trailing spouse" job search assistance; offer relocation counseling and assistance

Require company representatives who staff job fairs to get training in public relations and sales techniques

Install a telephone JOB HOT LINE

Post job openings on employment (job opening) websites

Advertise your company website address in all print media (newspaper ads, magazine ads)

Contact outplacement firms working with companies who are downsizing

Sponsor a company open house to educate the community about the company and the variety of career opportunities within the company

Accept e-mailed resumes; accept job applications and develop job seeker database for job matches in the near future

Offer applicants the opportunity to apply for jobs before 8 a.m. and after 5 p.m.

Develop a program for recruiting and hiring "early retirees" from other companies

Develop relationships with alumni placement centers to recruit former graduates interested in moving back into the community

Route applicant resumes to company managers to explore potential for skill and experience matches

Use seasonal workers, freelancers, consultants and contract workers for projects

Develop contacts with job placement centers at military bases world-wide to recruit skilled workers ending their term of service