Every organization is looking for the right candidate and the war for top talent is intense, especially in markets like Silicon Valley and Bay Area. To attract the best applicants in your industry, telling a compelling story is very important. As companies evaluate and assess candidates, similarly candidates also research the organization. Many times the company’s mission and vision might not align with the applicant’s views or the website does not feel enticing enough for the candidate to proceed. In my years in the food service industry, I have observed many applicants believe this is a short-term career and filling a gap in their professional journey. Convincing the applicant and selling your organization as a long-term prospect will help to win great candidates. Here are some simple rules that I follow while recruiting in an extremely competitive market:

When I contact an applicant, I provide a background of who we are and what we do. Sometimes sharing a fun story or an inspiring action by the company can increase a candidate's interest. Company branding is essential in attracting and holding the candidate’s interest. I have shared success stories, company history, career advancement opportunities and our focus on customer service to highlight my organization.

Communication is key and keeping candidates updated on their progress during the hiring process is integral to successful talent acquisition. There are cases when candidates moved forward with another job offer due to delay in communication. I make sure that my team and meare collecting notes, posting updates in a timely fashion to minimize communication gaps and be available for the candidate when they have any questions or concerns about our hiring process. Sharing email addresses, accepting text messages or connecting on a professional network like LinkedIn can help to keep the communication flow.

Utilizing technology has immensely streamlined the recruiting process and the ease of application and interview helps applicants feel comfortable in working with the organization. Few years back to simplify the hiring process my company implemented remote interviewing where candidates can opt for a set of questions and provide a recording of their answers. Hiring managers can then review these answers and based on the responses that align best with the role, we can extend and offer. This was also helpful during the pandemic as it minimized onsite exposure but helped recruit remotely.

Finally, once interviews are over and the candidate is selected, onboarding should be the focus, as a percentage of new hires will quit within the first 90-120 days. Instead of sharing a ton of information like benefit details, policies and procedures, I try to make the orientation interactive and interesting. Usually I include an engaging and brief PowerPoint with a snapshot of company culture, rewards and policies and involve a speaker from the leadership team, who shares their journey within the organization. Hosting the orientation with fellow new hires creates a team environment and they do not feel alone and get a chance to network.

The first ninety days are critical and regular check-ins with new employees is a best practice, ensuring they have the necessary training and tools to perform their job and help them to integrate and become a part of the organization, which builds the strong foundation for engaged workforce.