Employment
Truth in Recruitment Branding
The key to success is honestly portraying
your organization s strengths and culture.
By Carolyn Brandon
hen recruiting potential em-
W ployees, are you putting your
company's real face forward?
The image an employer projects for po-
tential hires, also known as its recruit-
ment brand, should, above all, he honest.
Painting an unrealistic picture of your
company or misrepresenting what em-
ployees should expect from your organi-
zation can be a huge mistake.
Job interviews can be like first dates
where hoth parties put on an extra layer
of sheen, embellishing their love of a
certain sport or of foreign-language
films. A few months later, after the hon-
eymoon is over, one admits to hating
foothall and the other fesses up to pre-
ferring action flicks. Soon, the relation-
ship ends and everyone feels like time
has heen wasted.
Similarly, when employers and
potential candidates aren't honest with
each other, bad decisions result. For
example, a recruiter may he so smitten
vt'itb a highly qualified candidate tbat he
bends the truth about what the organi-
zation can provide.
But when a hire is based on that dis-
honesty, tenure may be short-lived—
which can he costly. Replacing an
employee, whatever the reason, costs
about 25 percent of that employee's total
annual compensation, according to the
EmplojTnent Policy Foundation, a non-
profit think tank based in Washington,
D.C. Across industries and compensa-
tion levels, the cost ranges, on average,
from $6,803 to $19,465 per employee,
tbe foundation reports.
Promoting the wrong image of your
organization during the recruitment
process also can lead to a significant
"human loss," says Price Woodward, a
principal responsible for recruiting at
Edward Jones investment firm, based in
St. Louis. Woodward says the employee
loses the investment he put into taking
tbe job. And the colleagues who worked
to hire and train the employee lose tbe
ti me and effort tbey have invested as well.
"There really is not a winner at all in
trying to under-sell or over-promise or
minimize the difficulty of the work,"
Woodward say's. Tbere are too many los-
ers, and it's just not the right thing to do." )
November 2005 HRHagaziiie 89
Analyze Your Culture
So, how do you create an honest, suc-
cessftil recruitment hrand tor your com-
pany? Start with an accurate assessment
and highlight your strengths, says Eliza-
beth Amorose, project director at the
Carbone Smolan Agenc>' (CSA), a New
York-based marketing firm that special-
izes in recruitment strategies.
ni^ to develop highly prized skills, the Claudia Freeman, CSi^ director of
respect of working for an indus- marketing and commnnications.
try leader, or the ability to Some new hires agreed, saying
reap generous benefits they could not attain the
and perks. work/life balance por-
And be aware that trayed in Cadwalader's
aspects of your husi- recruitment materials.
ness that seem like sell- Instead, they were greet-
ing points may not ed with the same long
hours and strict deadlines

Develop a list ofthe that are common to tbe

top five to 10 messages
candidates must know.
To determine your recruitment
brand, Amorose encourages clients to
develop a list of the top five to 10 mes-
sages they feel candidates must know.
These should include any special advan-
tages employees might gain hy working
for your organization, such as opportu-
nities for advancement, the chance to
help in an important cause, the opportu-
he—but they may lead to other selling
points.
For example. Amorose recently
worked on a recruitment campaign for
the New York law firm Cadwalader, Wick-
ershani and Taft. The finn contracted
with CSA because executives did not
believe its recruitment materials were
effectively portraying the lawfirm'simage,
legal profession.
But what really sets Cadwal-
ader apart from other lawfirmsis that it
offers client contact early in attorneys'
tenure, wbicb can help attorneys reach
the ne.\t level in tbeir careers, says
Freeman. In a campaign called "The
Real Deal," Amorose highlighted this
advantage to Cadwalader's recruits,
while being honest ahout the firm's
expectations regarding the nnmher of
work hours per week.
Cadwalader's experience with CSA
was made easier hecause the firm had

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90 HRHagazlneNovember2005
 already gone through a "ciilture identifi-
cation process"—a task Freeman says is
"easier said than done." The process
included management meetings where
employees at all levels were asked to
identify trends and themes and say what
they think about the firm.
After much analysis, Cadwalader
Renew your commitment. Revitalize your career. executives discovered that commitment
to client service emerged as the prevail-
ing theme. Knowing that thefirm'sabil-
Do you currently hold a PHR*, SPHR" or GPHR'" credential? You
ity to do business was dependent on
worked hard to earn it. Now make sure you don't lose it! being available whenever the client
requested, the hiring campaign was
Mow it's even easier to recertify. Using our new online adjusted to more fully reveal the
recertification system you can keep track of your professional demands on staff. Freeman cautions
development activities and recertify online. You must recertify that this is a new approach and though
Cadwalader has not had an opportunity
by the end of the three-year certification cycle found on your
to gauge the overall results of The Real
certificate. To learn more and to access your personal Deal strateg)', it is confident the cam-
recertification file, please visit the HRCI Web site at paign will prove beneficial.
www.hrci.org or call 866-898-HRCI.
A Broader Shift
Be sure to join the monthly online recertification chat the last The recruitment branding approach
taken by Cadwalader fits with a broader
Friday of every month at noon ET,
movement to more open and honest
business dealings. Trends in recruit-
ment branding often follow trends in
society, and the new zeal for honestj- is
no exception, says Amorose. She points
out that dming the dot-com era, compa-
nies tried to communicate their techno-
logical savvy because they were losing
recruits to the dot-coms. Following the
Vou have a career goal, and so do we. dot-com hust and the terrorist attacks
At Baker College Online our single on Sept. 11, 2001, there was a shift to-
goal is helping you experience career
ward "a more emotional and warm style
growth. 99% of our available graduates
are employed. And while other of recruiting," she says.
colleges offer some classes Now in the post-Enron era, the shift
on-line. Baker iets you earn your entire toward honesty is inevitable, Amorose
degree 100% on-line, without any
classroom time required. Choose from
says. "There is so much more attention
Associate, Bachelor, and Masters placed on what a company really stands
degree programs in business and for," she says.
healthcare. One of the nation's largest. But the shift still isn't complete.
Baker is affordable and accredited.
"I don't think we are totally there
yet," says Maureen Henson, SPUR,
director of recruitment and employ-
ment strategies for the Henry Ford
Health System in Gross Isle, Mich.
"However, there is more of a trend in
industry today toward transparency and
for leadership at al! levels to be more
For more information, genuine and authentic," Henson says.
1-800-469-4062 or vi Inevitahly, there will be companies
How the world commutes to college www.bakercollegeanline.cam
that struggle to re-establish their credi-
bility after a difficult time. They may
Baher Collage B actreifflm by The Hi^wr Lesmlng ComniBsion ami
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92 HR MagazinB November 2005

 reduction in workforce or a corporate honest with a recruit can impact an she says. To deliver the clearest possible
scandal. Any of these setbacks can make employees entire tenure with your com- job preview and accurately convey it to
recruiting more challenging—but not pany. "Recruitment drives retention," candidates, you have to think ahout cul-
impossible. says Henson. "Everything from the first ture, or "the way we do things around
"Companies can he honest about point of contact through the new hire here."
what they are doing to mitigate their orientation and beyond drives the entire Henson suggests companies define
unfavorable circumstances," Henson relationship." their culture by considering things like
says. This approach offers hope and To make sure things start off on the how decisions are made, how much
optimism to candidates who may right foot, begin by giving a realistic job authority employees have and how peo-
embrace the opportunity as a chance to preview, Henson recommends. "The ple are held accountable within the
offer a sohd contribution toward turning toughest thing is [giving] that realistic organization.
the organization around. job preview because so often people "Relationships are a big part of cul-
On the other hand, not being fully want to hear it through their own filters " ture," Henson says. "How do individuals
interact? How well do they play in the
sandbox together?"

Sending the Right Message

A Master's versus an NYU Masters? Once you've assessed the culture, deliv-
ering the message to prospective em-
ployees can be done in a variety of ways.
WHAT DO BUSINESS STRATEGY Most organizations have a statement of
their vision, mission and values. If an or-
AND HUMAN CAPITAL HAVE ganization is following the standards it
IN COMMON? has set for itself, it will have a usefiil
template for recruiters to use when
speaking with candidates.
It's also good to show simple, real-life
examples of the culture, Henson says.
She encourages letting candidates meet
their peers and co-workers on all levels.
Management candidates should meet
"THAT'S WHY I GO TO NYU." with their direct reports and peers, as
well as upper management.
"Even if an employee involved in
the selection process has a less-than-
positive attitude or you fear they may
say something unfavorable, this should
Master of Science in Human Resource not always deter you from involving
Management and Development them," says Henson. She points this
With executive talent at a premium, managing a company's human capital out as a way to let a candidate know
is more important to business success than ever. And the edge you'll get exactly what to expect.
when you earn a M.S. in Human Resource Management and Development She also notes that current employ-
at NYU's School of Continuing and Professional Studies can make a real ees are best able to predict whether
difference. Designed to give working professionals the opportunities they the candidate is a good fit for the envi-
ronment because tbey are the ones liv-
need to succeed, this program provides the business strategies and technical
ing and working there day to day. This
tools necessary to create a competitive advantage for your organization.
will help to favorably influence their
Contact us for more information, and get ready to join the leadership ranks relationships going forward, Henson
in the human resources field. says.

Information Session: Tuesday, November 8, 6-8 p.m. ANewEra

Marriott Marquis, 4th Floor More than ever, companies have a
1535 Broadway (hetween 45th and 46th Sts.) strong demand for assessments and
Please aril the number listed to RSVP. getting more data regarding a candi-
date's strengths and opportunities for
1-888-998-7204, ext.715 development, Henson says. (For infor-
.Schcml iif'Cjinlinuing and
wvvw.scps.nyu.edu/715 Professional Sludif s mation on how companies are using
New Var* Uiiiversitv i^ an aflirmgllve aofion/eqiiat ODportunity inslilWion ©2005 New Ynrii JnrvprsiW Sctiool i>* ContJnuinfi and Pnittssiorial Sttidies

94 HRHasazlne November 2005

 personality tests to better hire, manage can help them make informed decisions about bow they really did things
and develop employees throughout about whether to accept a position and around here."
their tenure, see this month's cover sto- where they feel they fit in. The face of recruitment is evolving
ry on page 46.) As an analyst for the federal govern- with today's changing employment
"Recruitment needs to he more of a ment, Cbmonica Peoples knows just needs. Companies that want to attract
dialogue," she says. Just as the company is how valuable honesty can be. After and retain great employees who will fit
choosing, so is the prospective employee. working in the private sector a few in well viith their current company cul-
"Find out what that employee's years ago for a government services ture must evolve or risk lower employ-
sweet spot is, or what levers you need to consulting firm, Peoples accepted a ee retention rates, excessive recruit-
push to cultivate that relationship," position as an employment services ment costs and the danger of coming
Henson advises. Failure to find out specialist. across to clients or shareholders as
what the candidate wants can doom "The company was just not clear disingenuous.
the working relationship. Assessments, with me about the day-to-day opera- Gone are the dav's when the hiring
good face-to-tace dialogue and actually tions, as tbey seemed to not have manager pretended all was well within
exploring the candidate's needs are all defined it for themselves," Peoples says. the company and sold applicants strictly
essential components, she says. Working relationships among the staff on salary and benefits. Successful employ-
"We are moving away from the get- were tense, and the communication ees demand more, and employers that are
them-in-the-door-and-get-them-in-the- between her project office and the cor- tmthftil on the front end may attain
seat philosophy," Henson says. "A lot more porate headquarters was unclear and greater retention of satisfied employees
attention is being given to selecting inconsistent. As a result, she left the job and lowered oast in tbe long nm. Dfl
employees for that 'goodfit,'and achiev- after about six months.
ing that comes witb forthright dialogue." But Peoples learned a lot from the
Experts agree that being comfortable experience. Her current job is a good
CAROLYN BRANDON IS A FREELANCE WRITER
in a culture is ultimately an individual fit, she says, because her employer BASED IN BOWIE, MIX, WHO HAS WORKED AS
decision. But being open witb applicants "offered real answers to my questions A HUMAN RESOURCE SPECIALIST.

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96 HR Magazine November 2005