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Talent Magnetism

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Talent Magnetism

How to Build a Workplace That Attracts and Keeps the Best

Nicholas Brealey Publishing,

15 min read
10 take-aways
Audio & text

What's inside?

Your company can thrive if you learn to attract the best talent.

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Editorial Rating

8

Qualities

  • Applicable

Recommendation

Each company has an “employment brand” – the way prospective candidates, employees and former employees perceive it. More than ever, companies must attend to that brand by building a culture that attracts top talent. The employment market is changing. Baby boomers are aging out of the workforce. Today’s employees – especially millennials – expect a far different environment, one that gives them autonomy, work-life balance and, most important, meaningful tasks. At the same time, the economic recovery is giving job seekers more choices. Business and leadership consultant Roberta Chinsky Matuson outlines practical ways for companies to build and leverage a strong employment brand to attract top talent. getAbstract recommends her strategies to hiring managers and executives who want to build a competitive edge by moving from recruiting workers and toward attracting talent.

Summary

Don’t Recruit – Attract

What if your company could consistently draw top talent – outstanding performers who are eager to come to work? Not every company can exert extraordinary pull like Apple or Google, but you can transform your firm into a magnet for talent. Your goal is to build a strong “employment brand” that defines how current and prospective employees perceive your company.

Too many companies still focus on recruiting to fill vacancies, instead of attracting talent to build the business. Recruiting is no longer sufficient. As the economy recovers, your prospective employees are more likely to assess other options, instead of taking your offer and being thankful just to have a job. Big demographic changes are afoot: Baby boomers are leaving the workforce, either through retirement or due to life-changing events, such as health problems or the need to care for an ailing relative. This means “tens of millions of people” will exit the workforce between 2013 and 2020. The emerging workforce – including millennials, those born between 1982 and 2000 – is far less likely to remain loyal to one firm for the duration of their careers. They seek meaningful work, flexible...

About the Author

Roberta Chinsky Matuson, president of Matuson Consulting and author of Suddenly in Charge, blogs for Fast Company and Forbes.com.

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