Apple, Google, Starbucks and another 50 global brands might not find it very difficult to attract and convince candidates to join their organizations. They have such strong name recognition that it’s more seller’s market than buyer’s market. But the rest of us do not have that luxury of such high public visibility.

Your marketing efforts should no longer be focused on your customers and clients, but more so on your potential employees. You must define your Employee Value Proposition (EVP). It must clearly describe real needs and clarify job expectations. Here are some questions that will help you on the way. They must be answered before you start any sourcing of new staff.

And let me warn you, it will take you the same amount of time, energy, and analysis that you put into your annual business plan and budget. There is no way you can develop the EVP between coffee breaks.

  • Why would someone who is good at this type of work want this particular job?
  • Why should anyone come and work for you?
  • What does this job offer that is unique or makes it most attractive to a potential candidate?
  • Why is doing this job at your company better than doing the same job at a competitor?
  • Why do people come to work at your company and why do they stay? Is it leading edge technology? Fast growth? Industry reputation? Work/life balance? How does it differentiate you from your primary competitors?
  • What is your competitive compensation and benefits plan? 12 or 13 months guaranteed pay, sign-on bonus, performance incentive, company car, medical cover, provident fund, for employee or for family too? Flex time, free parking at the office building?

Generation Y are youngsters with a mind of their own. They may come to work in Steve Madden platform shoes or flip flops, listen to the iPod while working, they want instant gratification and become MD and millionaire before the age of 31. The Employee Value Proposition must reflect the core group you target as your next employees.

Once you have the EVP in place you can move to describing the 2 – 3 major work challenges to be faced by the candidate in the position? You must define 6 – 8 deliverables i.e. steps required for on-the-job success. In other words, what must the person in this job need to do to be considered extremely successful in this job? Done properly you will have a list of six to eight things the person needs to do over the course of a year that defines great on-the-job performance. Your answer should not describe personal attributes like skills, experience, education or traits.

If you think the war for talent is already in your face, you ain’t seen nothing yet. It’s time ladies and gentlemen to act smarter than the other company on the other side of the street.