For those who don’t like to recruit

Let’s face it. Most of you probably have many other important things to do than searching through a pile of resumes that aren’t a fit for any of the jobs in your company. Here are some ways to find great candidates outside of the traditional methods that might not be so appealing.

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See who’s really interested.

Ask applicants to do something more than just send a resume. For laborers, hold an open house one Saturday in spring. At the event, your team can offer some refreshments and give applicants the opportunity to get a look at the work location, see pictures of jobs and inspect the equipment. Or, for professional level applicants, ask them to write a cover letter or paragraph about what challenges they think the industry might face in the coming years and ask why they would be interested in joining your company in a business development, account management or project management capacity. Many won’t bother, but the ones who do will let you know that they are serious and ready to be considered.

Take a personal interest in top talent.

People who might not currently be looking, who might already have another job or might not know about your company tend to be impressed when a company executive or owner reaches out in a personal manner. As long as you aren’t worried about insulting a competitor, send a personal email inviting them to your location for a tour or to meet with an owner at an upcoming industry event. Let people know that you are interested and in many cases, the flattery will pay off.

Look for talent everywhere.

If you’re in need of laborers, consider looking for people in retail stores and restaurants (who often have unfavorable work hours and conditions that might be as challenging as landscaping), see who stands out and offer interviews. When I worked at a staffing agency, one of my supervisors would hire male and female candidates from the local Nordstrom’s shoe department, figuring that if these people could handle feet and demanding customers all day, night and weekends, they could surely be effective salespeople. Talk to other company representatives you see at industry events. Often, great relationships are developed and people move positions based on multiple favorable interactions. Industry events also offer opportunities to hand out business cards and make connections. Follow up on these contacts. You never know who might have a great referral for you as well.

Offer incentives.

Often, company owners will tell me they already offer bonuses to employees who refer candidates who are eventually hired. But I always ask if this a bonus that is buried in a paycheck. If so, will the employee really be able to acknowledge the bonus? Or does the spouse get the paycheck and neither notice that after taxes, the paycheck went up a negligible amount? There are a couple of ways to manage a successful incentive program. Offer an incentive that isn’t financial, maybe an extra vacation day, a shortened day (with pay) for an entire crew, a designated parking spot (if parking is challenging at your location) or a lunch for the entire crew.

Advertise in places your ideal candidate will look.

For professional level positions, consider advertising on alumni websites or alumni social media pages at local colleges. For laborer level candidates, leave ads on bulletin boards with your vendors. If you are searching for candidates who speak a different language, be sure the flyers are in two languages.

Take a second look at previous applicants.

People you passed on might be great people to consider for another job. Perhaps the salary or hourly requirements were too high, or the resume was off target. Maybe there was too much turnover. Whatever the reason, it might be a good opportunity to get the candidate on the phone.

By utilizing some creative recruitment techniques, you will find recruiting isn’t so difficult after all. An effective recruiting campaign might not only find you some great talent, but will also communicate how impressive your business is to your local community.

The author is a talent sourcing consultant with Bruce Wilson & Company.