Employee Referral Program Best Practices.docx
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Employee Referral Program Best Practices.docx
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EmployeeReferralProgramBestPractices
Istrivetobeworld’sforemostchampionofemployeereferralprograms.Asathoughtleaderinthisfieldformorethan20years,IhavehadtheopportunitytoassessandresearchhundredsofcorporateERPs,andmostareprettydull.
Toomanyorganizationstaskmanagementoftheprogramtoalooselyorganizedcommitteethatrarelyinveststhetimerequiredtobuildanythingmorethanaconservative,basicprogram.Despitetheconservativeapproachtaken,ERPscontinuetooutproduceeveryotherexternalrecruitingsource(volumeandqualityofhire).Inworldclassfirms,theperformanceofERPsisoftendoublethatoftheaverage,buttheyoftenhavededicatedmanagementandahostoffeatures.fewfirmsinvestthetimeandresourcestosupport.
Ifyourfirmisintheprocessofdevelopinganewprogramorredesigningyouroldoneandyouarelookingtomovebeyondthemediocre,thischecklistshouldgiveanumberofideasforbuildingaprogramthatwillgiveyouacompetitiveadvantage.
Eachoftheseadvancedfeatureshasalreadybeenproventobeeffective,andtheycanworkforyouprovidedthatyouhavethecouragetoimplementthem.
70AdvancedEmployeeReferralProgramFeatures
Thislistofexceptionalprogramfeatureshasbeenbrokenintoninedifferentcategories,including:
1.Strategicfeatures
2.Featuresthatimprovereferralprogramquality
3.Featuresthathelpselltheorganization
4.Featuresthatimprovetheeffectivenessofrewards
5.Featuresthatdriveprogramresponsiveness
6.Programcommunicationfeatures
7.FeaturesthatextendthereachoftheERP—i.e.specialprograms
8.Technologyfeatures
9.Processmanagementfeatures
Firmsthathavedonepioneeringworkwithregardstoeachfeaturearecitedinparenthesis.
I.StrategicERPfeatures
ThereareseveralstrategicactionswhichserveasthefoundationforanyeffectiveERP.
1.Prioritizeyourjobs—referralprogramsthatfocustheirresourcesonattractingtoptalent,game-changers,andinnovatorsproducethehighestROI.Thebestprogramsdonotcoveralljobsandinsteadprioritizehigh-impactandhard-to-filljobs.Don’twasteemployeetimeandburdenyourprogram’sadministrationwith“junkreferrals”andreferralsforjobsthatcanbeadequatelyfilledthroughnormalsources(Aricent).
2.Linksocialmedia&mobileeffortswiththeERP—sincetheexplosionofsocialmedia,youcannothaveawell-performingreferralprogramwithoutalsohavingastrongsocialmediaeffort.Thiscloselinkisrequiredbecausemostoftheconnectionsandtherelationshipsthatyouremployeesnowbuildwithotherprofessionalsoccurviasocialplatforms.Employeeswhospenddozensofhoursbuildingtheserelationshipsmustbeabletoeasilyconvertthemintoreferralsandthosereferralsmustofcoursebehandledwithahighlevelofcustomerservice.Closecoordinationandsmoothhandoffsbetweentheprogramsareessential(SodexoStarFinder).
3.LinkemployerbrandingwiththeERP–havingastrongemployerbrandmakesiteasierforyouremployeestoapproachandbuildrelationshipswithotherprofessionals.Havingastrongemployerbrandandexternalimagearealsoessentialforconvincingprospectstoacceptareferral.Asaresult,thetwofunctionsmustworkcloselytogethertoensurethatitiseasyforprospectstofindcompellingstoriesandtolocateinformationaboutthefirm’sbestpracticesandanybest-place-to-workawardsthatthefirmhaswon(Google&Sodexo).
4.Prioritizeyouremployee’sreferralsbasedontheirpastsuccess–themosteffectiveprogramsidentifyemployeeswithasuccessfultrackrecordofpreviousreferrals.Referralsfromthoseemployeesareprioritizedandgivenexpeditedtreatment.Employeeswithbadreferraltrackrecords-orruleviolatorsneedtohavetheirparticipationrestricted(Accolo)
5.Globalreferralcapabilityisnowessential–asaresultofsocialmedia,itisnoweasyforemployeestomakecontactseverywhere,andsincethereistalentaroundtheworld,referralprogramsmustnowoperateglobally.Inaddition,remoteworkoptionsnowmakeitmucheasierforinternationaltalenttoworkanywhere.Theverybestprogramsallowforsomelevelofregionalcustomization(Accenture).
II.IncreasingtheQualityandVolumeofReferrals
Theseadvancedpracticescanmakeasignificantimpactonreferralqualityandvolume.
1.Createatargetedpooloflikelyconnectedreferrers—donotspamallemployeeswithreferralrequests.Instead,developatargetedpoolofreferrers(areferraldatabase)thatcanbeproactivelysearchedinordertoidentifyandapproachthesmallnumberofindividualemployeeswhohaveahighlikelihoodofknowingindividualswiththerequiredskillsandexperienceforaparticularjob.Thisgroupshouldincludetheexternally“well-connected”and“superknowers”thatknowabouttheestablishedrelationshipsofyouremployees(Accolo).
2.Diversitymustbeemphasized–despitesomefrequentmisconceptions,referralprogramsdonotusuallyhaveanegativediversityimpact.Howeverifyoudesiretohaveanevenhigherpercentageofdiversityreferrals,youneedtofocusyourprogramandmakeitcleartoyouremployeesthatdiversitycandidatesareahighpriority.Considerincreasingthebonusforsuccessfuldiversityhires(Sodexo).
3.Providereferralcards–providingyourmostvisibleemployeeswithapaperorelectronicreferralcardscanbepowerful.Thecardshouldpraisethetypeofpersonreceivingthecardandnotethatyouhavedecidedthattheywouldbeanexceptionalfitatyourfirm.Electronicreferralcardscanincludeatrackingcodetoensurethattheemployeegetscreditforthereferral.Encouragingyouremployeestowear“askmeaboutxyz”buttons(e.g.askmeaboutworkingatCisco)atmajorindustryeventscanalsobeeffectiveinbeginningrelationships(Accenture&Southwest).
4.Proactivelyapproachemployeesformerlyemployedat“targetfirms”—ifyourhiringmanagersarespecificallyseekingemployeesfromdesirabletargetfirms,proactivelyapproachyouremployeesthatusedtoworkthere.
5.Referralevents–periodicopenhouses,icecreamsocials,videoconferences,orlunchtimeeventscanaidinhighlightingyourprogramanditscurrentneeds.Recruiterscanbepresenttoprovidetraining,acceptspotreferrals,todoinstantassessments,andeventoofferrewardsforexceptionalnames(Agilent,Monster,&Aricent).
6.AllowmanagersandHRtorefer–becausemanagersandHRindividualsarealsowell-connected,it’samistaketoprohibitthemfrommakingreferrals.Incaseswherethereisaperceptionofaconflictofinterest,allowthemtooptoutofthebonusortodonatethebonustocharity(Accenture).
7.Expandeligibilitytoincludenon-employees–non-employeeswhoknowyourfirmwellareoftenwillingtoprovidereferrals.Considerincludingcorporatealumni,retirees,vendors,spouses,references,strategicpartners,andevencustomers.Workwithfinancetofindtheeasiestadministrativewaystorewardnon-employees(Internosis).
8.Holdsmartphone/socialmedia/rolodexevents–periodicallyholdshortfun“contactgatheringevents”forsmallemployeeteams.Duringtheseeventsteammembersareencouragedtoreviewtheircontactsandnetworksinordertoidentifypotentialreferralprospects(BoozAllenHamilton).
9.Searchthe“visible”competition—inindustrieswherepotentialtargetscanbeapproachedinperson(i.e.theretailandhospitalityindustries),holdperiodicinternalcompetitionsamongyouremployees.Challengethemtovisitcompetitorlocationsduringaparticularmonthandtointeractwithemployeesandmanagersinordertoidentifytheverybestworkingatcompetitorfirms.
III.FeaturesThatSelltheOrganization
Youmustprovideyouremployeeswith“salestools”tohelpthemtoconvinceprospectstobecomeareferral.
1.Educateemployeesonhow/wheretofindprospects—manyemployeessimplydon’tknowwheretolookforprospectsandhowtoconvincethemtoacceptbecomingareferral.Educateyouremployeesbyprovidingthemwithasimpletoolkitthatdirectsthemtowardthebestapproachesandhelpsthemtoavoidlearningbytrialanderror(Whirlpool,Aricent,&AcumenSolutions).
2.Provideastoryinventory–themostpowerfultoolforsellingreferralprospectsareauthenticcompellingstoriesaboutthefirm.Thefirststepistodevelopanelectronicstoryinventorysothatemployeescaneasilyaccessyourcompellingstories.Youshouldalsodevelopaprocessthatallowsemployeestocontributenewstoriesbycreatingaspread-the-lovewebsiteorwiki.Thegoalistoprovideemployeeswithaccesstoanabundantnumberofstories,bestpractices,andexamplesforuseinsellingprospects.(Zappos&Microsoft)
3.Providevideosoftheteam–ifapictureisworth1,000words,thenavideocanbepriceless.Shortinformalvideoscanbeapowerfulsupplementtostories.Thesevideoscanbeputtogetherbythehiringmanageroremployeesandhighlightkeyemployees,thecurrentworkofthegroup,andtheexcitingaspectsofthenewopportunity.Byprovidingthisvideo,youincreasethechancesthattheprospectwillfullyunderstandtheopportunityandthusagreetobecomeareferral(Deloitte&Microsoft).
4.Guaranteeaninterviewtotopprospects–byprovidingtopperformersandtopreferrerswiththeopportunitytoguaranteeaninterviewforanyonewhotheyrefer,youdramaticallyreducetheirfearthattheircandidatewon’tevenqualifyforaninterview.Removingthisfearofrejectionbyboththereferringemployeeandthepotentialcandidateyoucandramaticallyincreasethenumberandthequalityofyourreferrals.
5.Developapowerfulslogan–althoughmostreferralprogramshaveaslogan,
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