Budding actors head to New York, Los Angeles, or London to pursue their dreams. Boston and Baltimore similarly beckon medical students with high-caliber hospital residency programs.
IT professionals, too, can be dazzled by bright lights — often landing in big cities where tech giants reign, and where well-funded incubators hatch start-up after promising start-up. They’re drawn to the places where legends are launched, and careers are found…and the benefits are amazing (at least that’s what their friends say)!
That’s great for Google. Awesome for Amazon. Even better for the thousands of smaller firms that light the hills between them, and benefit from the massive pool of candidates looking for their big breaks. Other top companies like Boeing, NASA, and Lockheed Martin easily attract the best of the best when it comes to tech candidates.
It’s harder for you, though, particularly if you’re charged with filling tech positions for a company that’s not located within the boundaries of a well-known tech corridor or urban center.
How do you lure top candidates to work for a firm located in the middle of nowhere?
No matter what you offer, it’s rarely a simple choice. Even if the position presents the challenge of a lifetime, potential hires will have to choose between what you’re offering and what they’ll be leaving behind: A home. Extended family. Schools. Sports. Community. Church activities.
For most candidates, your “opportunity” represents the potential for massive expenses, risk, and disruption.
So it’s your job to convince them that it’s worth it. Getting someone on board — someone who’s eminently qualified and excited about the position, not one who’s desperate and unemployable in the country’s tech hubs — isn’t as hard as you may think.
But it will take some work and planning, as outlined in the following six steps.
1. Maximize the Location’s Appeal
Yes, compared to San Francisco, Austin, or Portland, wherever your company is headquartered might sound dull by comparison. Make it sound better, and trumpet its benefits on your firm’s web site and in job listings.
For as many people who want to live in the center of a thriving metropolis, there are, I suppose, nearly as many who have other values. People who like the proximity of nature (hiking, fishing, biking, skiing, kayaking). Who would prefer a low-cost home on acres of land to a high-priced loft in a noisy location. Who will choose safety, easy commutes, no-cost parking, smaller schools, and patronizing family-owned businesses over the challenges of urban living.
Pitch these benefits. Work with your local Chamber of Commerce or Department of Travel and Tourism to find what most draws visitors to your locale. Use photos that portray the natural beauty of the area, and try to get a few employees in the shots.
Do your employees benefit from city, county, or state tax breaks? Spread the word!
Make the most of what your area has to offer, and use it as a part of your company’s brand. Write materials well enough, and candidates may think that by taking a job with your company, they’ll be just steps away from a vacation… everyday!
2. Build a Strong Referral Program
Do you currently have good tech employees? If so, it’s likely they know other people who would meet a position’s technical requirements, as well as be a good fit with your corporate culture.
You could ask them outright for referrals, but you’ll do better if you make it worth their while. Some well-known companies offer employees $2,000 to $30,000 or more per successful referral.
Initially, that might sound excessive. Now think again. You’re in the middle of nowhere. Your local recruitment options are limited. Your best people know the other best people. How much does an open position cost your company? What if the position hasn’t been filled in three or four months? What’s the cost then? Think, too, of the time and money you’ll save by not having to interview multiple candidates who you must convince to travel to your location by likely picking up the tab.
3. Don’t Fill Roles; Fit Culture
This tip’s short and sweet. When you’re in the middle of nowhere, it’s hard enough to find people willing to move there. Finding people to fill a specific position is even more of a challenge. So, when you identify candidates who jive with your corporate culture, hire them! Their values won’t change, but their talents and roles within the company will, if you give them the right training and support.
4. Is Working Onsite 100% Necessary?
Maybe it is. But if a great candidate is hesitating to fly his or her coop, offer to let them work virtually, perhaps with the option of relocating to your headquarters once trust is established. There are many online communication and collaboration resources available that help make working with remote team members effective and efficient.
When being at HQ is vital, fly remote workers in to participate. Even if there isn’t a big meeting, give them the opportunity to come meet and socialize with the hometown team whenever possible — you might even be able to convince them to stay a while.
5. Offer More Vacation Days
Encourage candidates to move to nowhere by giving them more vacation days. That way, they can (a) enjoy a regular vacation, and (b) use extra time to visit family they’ve left behind.
6. Meet Pay Scales Established in Bigger Cities
Conceivably, if you’re in the middle of nowhere, your operational costs will be considerably lower than they would be at companies in large cities or tech hubs. Use this money to pay salaries comparable to those offered at big tech firms… and share how much lower living expenses are in the middle of nowhere! One caution: If you pay lower salaries to workers sourced locally, resentment can simmer. Be open with them about the cost of bringing in talent, and reward them to the degree that you’re able.
Author Bio
Deepa Unadkat is a forward-thinking HR Manager specializing in Talent Acquisition, Candidate On-boarding, HR policies and practices, and Benefits Administration. She is always on the lookout for the latest trends and ideas that can improve HR operations.
Founder of Talent Acquisition Innovation and Leadership Forum on LinkedIn
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