Making right match between employer, job seeker

On the front lines of the talent acquisition industry, I witness the problems U.S. employers are having matching workers with open jobs. Even with unemployment in Denver well below national averages, employers here are slow to realize they have to adjust their expectations, either on their qualification requirements, or on the salary they have allocated to pay.

But there is more to the story. Much like modern-day dating, the hiring process is inherently flawed. On one side you have a bunch of companies that really want and need good people. On the other side you have a handful of great candidates who want and need a good job. The goal is to find mutual success, but the search gets inundated with coy hiring games, digitized ‘wingmen,’ feigned interest, missed connections or no followthrough.

Sound familiar? Arming oneself with a more robust understanding of how talent acquisition works can allow both employer and employee to greatly improve their odds

of finding one another. Here are some thoughts on how each side can fine-tune their current playbook, better navigate the process and find one another:

The Dump and Run: This is what we call it when candidates respond broadly to online job postings, without taking the time to read the job description and figure out if it’s something they want, or that they are even qualified for. As an example, last week I was searching for a controller with a CPA in Denver. I received hundreds of unqualified resumes, including one from an electrician, a bookkeeper in West Virginia, a student in Ghana and a receptionist. I am not joking. I implore you job seekers — don’t do this. It’s obvious when you do, it floods the recruiter’s or hiring manager’s inbox with more resumes than they can possibly sift through and it sours the process on both sides. Employees don’t hear back and employers are irritated with the inept thoroughness of a prospective candidate. And this starts a vicious cycle.

The Robots: Automated search programs take some of the screening work out of the HR equation. While these computerized programs filter for key words or certain qualifications, they are impersonal and throw out any resume that doesn’t match pre-programmed keywords. While this is a time saver especially in large organizations, it also keeps companies from seeing applicants who could be the right fit, due to a miscalculated key phrase or word on a resume. It is also likely the robot was programmed with an unrealistic list of qualifications required, and no one can be all things to all people. While I am all about efficiency and recognize this is a fact of the business, computers simply cannot read between the lines. When searching for the right, best candidate, nothing can replace eyeballs and the human touch in the search process. The Ubiquitous Cover Letter: Different recruiters think

differently about these, but I think we would all agree on the sentiment, which is you have to do the due diligence, tailor your approach and make the case about why you should be consid ered for each job you apply for. As mentioned above, most job openings receive dozens if not hundreds of resumes. Your resume and your cover letter are your marketing documents tailored to represent you. Don’t default to the job board resume or use a form cover letter if you want to get noticed from the pack — make yourself unique. And whether it’s a cover letter or a direct email to the hiring manager, let them know why it’s worth their time to talk to you about this specific job. Let your personality, and your interest, show through. I just interacted with a recent candidate who quipped in an email that he had to look up the word “aplomb,” which I used in a job description. He then proceeded to tell me how he definitely had ‘aplomb.’ He got an interview. The Job Description: Invariably the first thing I do for a client is re-write their job description. This is a marketing document, folks. It is someone’s first perception of your organization. Don’t dig out an old version you’ve been using for 10 years and expect that it will entice the type of person you want today — especially in this low-unemployment, employee-driven market. Take the time to write something that effectively communicates who you are as a company, the specific type of person you’re looking for and what the hire will be doing. Really think about the title. Show some character and be creative.

The Follow-up: Just like after a first date, the tone can be set by the type and timing of the follow-up. Candidates — do it right away, and make it personal. Mention something you specifically liked about the company or the position. Companies — get back to people. Don’t string candidates along with no feedback. Be honest so people can move on, or move through the process.

Lauren Sveen is owner of Talent Redefined, a talent strategy firm that helps independent professionals connect with fastgrowing businesses. She is a speaker on workplace strategy, personal rebranding and worklife integration.