Immediate Regret: Why Did I Take This Job?

Joann S. Lublin recently wrote a Wall Street Journal column titled, "What to Do When That Shiny New Job Isn't the Right Fit." Actually, the article mostly focuses on why and how people end up in that difficult predicament. Lublin recounts the story of one tech executive who discovered soon after landing a new job that it would not be the opportunity that he anticipated. Here's an excerpt from Lublin's column:

Technology industry veteran Puneet Goel says he wishes he had done greater due diligence a few years ago before taking charge of product management at a midsize tech company He never reached out to his immediate predecessor who no longer worked there. He says the firm’s CEO and founder asked Mr. Goel to draw up a road map for a more competitive version of its software—and promised him autonomy to devise product strategy. But once Mr. Goel joined, the company chief promised potential customers product capabilities that didn’t exist and weren’t part of his new road map.

“He wanted to do what I thought was my job,’’ Mr. Goel explains. “I just couldn’t be successful in that way.’’ According to Mr. Goel, the CEO defended his approach by telling him, “‘This is the way I have always done it and this is how we are going to do things here.’’’ Concluding “there are no good options here,’’ Mr. Goel resigned after seven months. He’s now a product manager for Google. an Alphabet Inc. unit.

Many reasons exist for this type of regret after landing a new job.  The example above identifies a common problem for new hires - the lack of expected and promised autonomy.  Leaders often do not want to let go, and though they might promise a new hire a degree of autonomy during the recruiting process, they simply cannot avoid the desire to micromanage.   Naturally, some good due diligence will help in this case, but you have to be a bit skeptical of the promises made to you.  You have to learn about the decision-making style of those for whom you will work.   Don't be foolish and believe people when they tell you that they are suddenly going to change their spots.  A candidate might hear, "I've managed this function tightly in the past, but I'm ready to provide the new manager much more autonomy."  Be careful!  It's highly unlikely that someone with decades of micromanagement in his or her past will suddenly shift leadership style.  

Attracting Talent: What is Your Employer Brand Strategy?

Matt Handford, the SVP of People for Hootsuite, has written a good article for HR Morning about how to attract and retain talented employees in a tight labor market.  He focuses on your "employer brand" strategy.   Handford explains: 

It should go without saying that in order to develop a strategic and effective brand persona, there needs to be a plan behind it. First off, it’s critical to understand that a brand is not the perks or salary associated with working at your company. While perks like dog-friendly offices, free beer, extra vacation and ping pong are elements of creating a positive workplace it does not, and should not, define you as a brand.

Take a critical look at your current brand and define what you want to be known for; when a potential employee thinks of your company, what is the ideal perception you want to create? By thinking from that perspective, you can work backwards and develop steps to increase your brand’s strategic positioning until you are attracting the type of talent that aligns with your vision. Ultimately you want to capitalize on what makes your brand unique, and build from there.

Handford is right on the money.  The key question is:  How do you build such an effective employer brand strategy?   I would argue that it begins with an in-depth examination of your current competitive position in the labor market.  Clearly, you need to speak with your employees.  What does the brand mean to them?  More importantly, however, you must spend time with two other groups of people:  those who you hope to recruit (perhaps college students, for instance), and those who have rejected you.  The latter group is especially important.  You need to speak with those who have either connected with your firm in some way, but ultimately did not choose employment with your company, or those who have chosen not to engage with you at all.   What's driving them away?  Answering that fundamental question is the first step in building an effective employer brand strategy.  

Attracting the Best College Talent

Sanjeev Agrawal, CEO and co-founder of Collegefeed, has written a terrific article for Harvard Business Review regarding the recruiting of top college talent.  Agrawal surveyed 15,000 millennials as part of a research project on this topic.  60% of the respondents were still in college, while the remainder had graduated recently.  The two charts below highlight some of the key findings:

Note several conclusions that might surprise you.  First, cultural fit matters more to millennials than compensation or company mission.  In today's Wall Street Journal, we read about the extraordinary lengths to which companies are going so as to convey the meaning and purpose of the work to millennials.  Yet, this finding says that culture matters even more than mission.  

Second, students want to understand the career opportunities available to them down the road.  How can they grow and develop over time?  What is the potential path ahead?  Where might they be in 3-5 years?   

Third, on campus efforts clearly matter as companies try to recruit top notch talent.  However, word-of-mouth through friends matters the most, and on-line efforts (job boards and social media) are crucial elements to the recruitment process.   Campus activities and outreach are important, but you have to go beyond the usual information sessions and job fairs to be effective.  

Here at Bryant, the most successful employers certainly conduct info sessions and appear at the career fair.  However, they have found many more ways to connect with students through course projects, networking events, and ways in which they connect our alumni who work there with current students.  They also use social media effectively to attract talented students and inform them about the opportunities at their companies.