One of the most important initiatives a company can undertake is creating a talent pipeline for new employment opportunities. This strategy can help bring in talent that is committed to the future of the company and already possesses a deep understanding of the company and its mission.
Broadly speaking, building a talent pipeline is a chance for companies to engage with talent and participate in their training or learn to build relationships that could lead to future positions. Historically, colleges have reached out to nearby companies to establish internships and similar opportunities, but now the game is changing as more organizations recognize the benefits of such a program. This is especially true in a talent crisis when companies are struggling to find skilled workers.
AAA remains on the cutting edge of innovation. It has joined a handful of other companies actively seeking out partnerships with top universities to bring new talent to the automobile industry. So far, AAA has partnered with the University of Central Florida, Georgia Tech, and Michigan State University, among others. These relationships are win-win—universities are excited to expose their students to real-world work environments where they can hone their skills, while students can add the experience to their resumes and are exposed to different ways of thinking. Furthermore, companies bring in fresh minds with unique approaches who may end up becoming dedicated employees in the future.
Of course, not all talent pipelines are created equal, and companies need to do more than create opportunities for learning. The following are some best practices when it comes to engaging with the talent pipeline and developing it into a source of highly skilled and dedicated employees.
1. Teach your employees how to interact with trainees.
Any trainees you bring to your company will work closely with your current employees. Therefore, employees in this position must have a basic understanding of how to teach and provide constructive feedback. When trainees have a bad experience, not only will they lose interest in working with your company again, but they may also discourage others from engaging with the company. If the experience is positive, participants will want to come back for employment opportunities. Spend some time educating your employees on how to represent the company the way you want.
2. Communicate regularly with your talent pipeline.
Keep people who have trained at your company engaged through regular communication. Create an email list at the very least and send out updates about new products and developments, as well as upcoming opportunities. Even if you are not
currently hiring, it is a great way to remind people about the work you do and get them excited about the prospect of contributing in the future. If you only contact the list when you have a position to fill, that can send the wrong message. Try to vary the content and provide insights and information that people would like to have. You may get more creative than an email list, too, such as creating groups on social media platforms or even hosting social events to promote networking.
3. Keep track of the people in the talent pipeline.
One mistake that companies make is failing to document how people do when they are training in an internship or similar program. While willingness to work and take risks is noteworthy, subjective insights like cultural fit can be even more important down the line when the person applies for a position. These insights can help inform who gets an interview or what topics must be addressed during the interview. Ask people who worked directly with the person to write a quick evaluation—these can be saved in a database for future access. Importantly, you should get a few different perspectives on the person’s performance and fit to reduce bias.
4. Highlight what makes a position so special.
When you do reach out to candidates in your talent pipeline, be sure to include what makes the position you’re filling special. For example, if the job has not been listed to the general public because the company hopes to fill it from the pipeline, say that explicitly, it may encourage more people to apply. Highlight any further training or mentorship that comes with the position and be specific about the experience candidates must have and the skills they can hone while on the job. If the company is using the position to explore a new market or move in a different direction, highlight that and the potential leadership that comes with this responsibility. This allows candidates to align their interests with the needs of the company and ultimately results in hires who are more engaged with the organization and more committed to its success.
5. Encourage personal relationships with the talent.
If employees have a particularly good experience with a trainee, encourage them to reach out occasionally and check in with them. This level of communication shows that the company remains invested in its people, regardless of their level of involvement. Also, remember that the mentor relationship is a two-way street. While mentors focus on teaching their mentees and providing strategic advice, mentees can, in return, provide new perspectives and insights to their mentors. In other words, this is a great way to ensure that your employees continue to learn and grow themselves. These personal exchanges can be an important complement to the communications sent to the entire pipeline and help humanize the company and its mission. Plus, people often feel special and singled out by direct, personal communication, especially if it is a check-in and not a job offer.