A recent article in ERE Daily, Advanced Employee Referral Programs – Best Practices You Need to Copy by Dr. John Sullivan caused me to consider the term “Best Practices” and how we use it in our business.
In his award winning book, The Invisible Touch, the author Harry Beckwith suggests that “..following Best Practices quickly becomes what no business can afford: an invitation to ordinariness. Best Practices quickly become common practices. You keep waiting for other practices to emulate rather than creating your own.”
Our company’s approach with our clients is based on the idea that “one size doesn’t fit all, that no two companies are alike, that we tailor our service delivery to fit each client’s situation, needs and goals.” In other words we help them create and implement their own Best Practices for recruiting and hiring the best talent.
That being said, there are some Best Practices that Dr. Sullivan discusses in his article that are worth reviewing and adapting to your own situation.
- The best referral programs are well-funded because they have convinced business leaders and managers on the business impact of employee referral programs.
- The No. 1 factor contributing to poor referral-program performance is a lack of responsiveness to inquiries and referrals.
- Second-generation referral programs often broaden the scope of who is allowed to make referrals.
- While many top-performing programs use program rewards, rarely are financial incentives the primary motivator.
- While traditional referral programs rely on the erratic flow of referrals subject to the whim of the employee population, many top programs use proactive components that create flow as needed.
- The lack of a robust social recruiting strategy in most organizations means that employee networks and social media tools are often not being used effectively to support employee referral.
- Many organizations either over-restrict the scope of their ERP or don’t provide enough program structure.
- One of the key differentiators between average and exceptional programs is program management.
- In recent years, employee referral programs have become the dominant source of external hires, and they deserve a level of program strategy and management commensurate with that status.
If your ERP (Employee Referral Program) is non-existent or not producing the results that you should expect, i.e. better than 30% of your hires from your ERP, then consider some or all of Dr. Sullivan’s points and give us a call. We won’t suggest that you follow or copy some other company’s Best Practices. We will help you create your own. And isn’t that what leadership is all about.