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You call THAT a retention strategy!?

There are no right or wrong retention strategies. Everything depends on so much on company size, industry, budget, location, customer/product base, whether or not the company is in high growth mode or hanging on for survival, etc. Having said that, I can tell that you that there are most definitely wrong ways to execute on retention strategies.

Let me be clear, I am not commenting on any genuine, well-intended attempt that a company puts forth to try and retain its people. It’s a competitive landscape out there and all is fair in talent acquisition and talent management. I applaud companies for trying innovative ways to keep people, especially when it simply isn’t possible to keep doling out chunks of cash year over year.

Businessman in chainsHowever, as an organization and as a (HR) leader, you have to stay true to the intent of the retention strategy. I believe that retention initiatives are first and foremost intended to keep your good people (duh!) but just as important they formulate part of your employment brand. You become known to current and potential candidates for the types of things you do to keep people. When done right, these can serve as great differentiators or enhancers to your brand and when applied the wrong way, they can severely damage it.

Let me give you an example. I recently came across an organization which invests heavily in the professional development of its technical staff. For anything beyond a conference or seminar, they would pay for the employee to take the course (typically post-secondary or certification based) with a 2-3 year payback period. Meaning, if they paid $3000 for you to become certified in something, if you left before the three mark, you would owe back $1000 for every year of service not completed after that. I.e. you take the course, 1 year later you leave; you owe $2000 – pretty straight forward and pretty fair.

Recently, the company started losing a lot of good talent to a competitor for a multitude of reasons. Some were based on pay, some were based on work culture and some were based on leadership. So what did the company do in response to this? Well, first off, they changed their professional development policy. If you left within 3 years you now owed 100% of the money back…no sliding scale! (Way to address the cultural issue you have!) Talk about using a good retention program for evil…or at the very least, with the wrong application!

A more specific example that occurred with this company is when one of their rising stars accepted a role with a competing company. She went to her manager to give him her two weeks’ notice. This employee had been there approx. 7 years and was a solid performer. So, what was the manager’s response when she resigned you ask? First thing he did was check to see if she “owed” the company anything. Sure enough, 3 years ago they had paid a few thousand bucks for her to take a certification. They told her she would owe the full amount back as she was a week short of the three year commitment. What made this truly slimy was that that this course was taken before their most recent policy change! (i.e. she was still on the sliding scale plan.)

So what did this employee do? She changed her notice period to three week’s (because the company she was going to was more than happy to wait one more week for her) and then she didn’t owe them anything. This was an employee who previously didn’t have anything bad to say about her current employer and was leaving on good terms, albeit for a new opportunity she couldn’t get there. However, this completely soured her on her previous company. She felt like her time there didn’t mean anything and that all they cared about was getting the last nickel out of her.

Now, instead of leaving and speaking highly of her time there, and possibly returning in the future, she left angry, upset and would not refer anyone there. Talk about using your retention program for the wrong reasons! The amount of damage done to this company’s brand in a short period of time is immeasurable. Word quickly got around (the industry and skill set this person works in is very niche) about how her previous company used their retention program as a hammer. Now there are even more employees there looking to move on!

The bottom line is this – HR Professionals, you have to be the stewards of your organizations and make sure this type of crap doesn’t happen. If you have retention issues, the answer isn’t to make your retention program(s) punitive and restricting and create an environment of indentured servitude. You need to dig deeper and get to some root cause analysis about why people are leaving your company. For the company referred to in this post, my guess, based on how this employee was treated, was that they may some short sighted leadership. But that’s just a guess. As always, I welcome your comments and feedback.

Photo courtesy of patrisyu/FreeDigitalPhotos.net

 

 

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Find Your Passion & Fuel your Profession

The reality for far too many people in the workforce today is that they feel trapped in their jobs. They want to do something else, they feel their skillsets aren’t being fully utilized, or overall they feel a disconnect with the company they work for. If you read enough career management articles and blog posts, most of them will tell you to find something else, quit your job, make the change, you only live once, etc. The truth for a lot of folks is that they simply can’t do that. They can’t (or maybe won’t) for one or more of the following reasons:

  • The job provides a nice work/life balance
  • Their current commute is very manageable
  • The first two points are important to them as they have parental or elder care responsibilities
  • They enjoy the people they work with (not necessarily for)
  • They have been with the company a long time and don’t want to give up their pension or other accrued retirement benefits
  • The medical plan is great and it supports their current personal situation
  • They are scared of change and “starting over”

FlamesI know that at first glance, some (or all) of these reasons may look like excuses from the outside looking in. The truth is that without fully understanding a person’s circumstance, these may all be very valid reasons to not change jobs and no, that isn’t a cop out. People reach certain major milestones in their lives (student debt paid off, 1st child, sick kids/daycare, 1st child to college, aging parents, etc.) that drive a lot of their career decision making.

Here is the thing, it is my opinion (and it is only that, an opinion) that in most cases, there is no such thing as a perfect job. There is no ultimate job and company were you get to use your full skillset day in and day out AND you have a great boss that gives you autonomy and independence but provides a great level of coaching and guidance AND the company has a super inclusive benefits package AND you have a phenomenal work-life balance AND you have the most awesome co-workers ever AND you are paid top of market wages. Usually one or two of these things are a bit out of alignment or have some imperfections, so we all have to figure what the most important things are to us. The great thing about going through is exercise is that the final outcome or decision might not be that your job sucks or that you have to change, it is that once you realize what is important to you, you may realize that your current situation might not be that bad!

Here is the real beauty of all of this – there are ways to make your current job better and it is something that you can fully control. I am a big believer in aligning yourself with your profession (assuming it is your chosen profession). So, if you find your overall job is not giving you everything you need, it may not be a matter of moving on, but of finding your passion and fueling your profession. What I mean, it that you need to find ways to get more involved with others in your profession. Perhaps it is via professional development lunches, dinners and other networking events. It could also be through chamber of commerce events, via a volunteer board of directors or even start out by connecting via social media. Get out of your comfort zone and your office and look beyond the four walls of current office. There is a great big world out there that you can be a part of that will enrich your overall work experience. Think of all of this as building and enhancing your professional brand.

Other ways to give back to your profession, that you can own and drive, include doing things like speaking and presenting at the aforementioned events as well as at conferences. Do you have something to share? Then speak about it! Give back to your profession. Align with your profession. Fuel your profession by finding your passion! Take all those great ideas you have and things you want to try and speak about them. Position yourself as a person of knowledge and ultimately influence in your profession. Develop your brand and accelerate your exposure through LinkedIn, Twitter, etc. Start a blog and write about some of these things. There are many great ways to move beyond the mundane if you are feeling trapped. Take control of your career. Remember, you own your career and your profession – fuel them! As always, I welcome your feedback and comments.

Photo courtesy of arztsamui/FreeDigitalPhotos.net

Customer Service is King?

Customer service is a lost art. There I said it. I don’t know if it is just me, but seems like less and less businesses are focused on providing good customer service these days. In fact, more and more, the customer is being made to feel like an intrusion or inconvenience into the businesses’ day as opposed to being the reason for it! Case point, this past weekend my wife and I, along with some friends and relatives were at a local restaurant that we frequent regularly. We had a modest size group of 10 that arrived for supper at 5:30pm (we had reservations for this time). We waited quite a while for our meals; however, as we were not in a hurry and it was supper hour, no one minded or complained, we were simply looking forward to our meals.

Customer Service TabletA little over an hour after we were there, our meals arrived. The best way to describe the majority of the meals was “warm.” My wife’s meal, (which was a steak dinner), was literally cold. Not warm, but cold – you could tell it had been sitting out for some time. When the server came by to check on our meals, my wife told her that the meal was cold and not really edible. The server’s first response was, “sorry about that but I am not the one who cooks the meals.” I was shocked – really!? That is your initial response!? Incredible! Then, her solution was to either throw the steak back on the grill (my wife wanted a medium steak, so in order to ‘heat it up’ it would turn into well done) or to provide her with a fish dinner because, “fish is quick and it won’t take long to get you that.” My wife indicated to the server that she did not wish to have fish and that is why she ordered the steak. The waitress then replied with “ok, then” and promptly left to serve other tables.

My wife attempted to take a few bites of the cold dinner but found the entire thing inedible. Our server passed by our table several more times, noticed that my wife wasn’t eating her meal, and continued to serve her other tables. At the end of the meal, the server offered another half -hearted apology and my wife firmly (but politely) indicated that she would not be paying for this meal. The server was taken aback and said to her, “well I offered to heat it up and I offered you another meal.” She then indicated that she would have to get her manager to come over to verify with my wife that she did, in fact, give her those options. As you can imagine, my wife was very frustrated, felt like the staff didn’t care and to top it all off, she was hungry!

Over the course of the next 15+ minutes, we could see our server conversing behind the scenes with someone who we presumed was a manager. There was a lot of discussion, head movement, looking over at our table and motioning with hands. Our server then ended up in conversation with several other servers, all of whom, it appeared, seemed to be looking at our table during this discussion. Keep in mind, at this point, we are all done and just looking to pay and leave.

Overall, I would describe our server as feeling as though we had somehow insulted or inconvenienced her. Ultimately, our group left the restaurant feeling as though it wasn’t a place we could recommend anymore, simply because of the (lack of) customer service experience. We were made to feel as though we did something wrong by wanting to have our meals right.

So, here is the thing. As business owners, employees and/or HR Pros reading this blog, we need to understand that we are all in the customer service business in some capacity or at some point in time. Having said that, there are some lessons learned here in providing good customer service and how we can make situations (like above) right:

  1. The first thing you need to do is apologize to your customer, but when you do, you need to mean it. Accept responsibility (even if you yourself aren’t at fault). Don’t blame another member of your team, it only makes you look petty and displays to the customer that you don’t care.
  2. Make things right with the customer. Clearly in the case above the meal was not as ordered and quality (temperature) not appropriate. Take some pride in your product/service and make things right. Don’t offer the customer things they don’t want and make an extra effort to make things right. In our case, all the server had to do was go out back and order another steak to be cooked and make it a priority order. Worse case, it would have taken 15 minutes to prepare. Sure it would have sucked a bit for my wife to wait while everyone else ate, but at least she still would have had the meal she ordered at the quality she expected.
  3. Don’t make your customer(s) feel like they are the problem and don’t make them wait while you try and decide on a solution. Taking an excessive amount of time to debate a solution on a basic issue only serves to enflame the situation. In our case, even if all the other errors had been made, if the server and/or her manager and come to our table with the bill and apologized in a timely manner and indicated “no charge” for her meal, it would have gone a long way in us wanting to return. Heck, even a complimentary dessert would have been a nice touch!
  4. Offer your customer a reason to come back. Of course, following points 1-3 above helps, but even you show some good faith, it will go a long way. If the restaurant, upon us leaving, offered some gift certificates or something to make things right, again, we would have left with a much better feeling and at the very least, would have had incentive to go back there again because we felt we were treated with respect and that they truly valued our business.
  5. Keep the big picture in mind and don’t take your customers for granted. Our table of 10 had a total bill of several hundred dollars. The steak dinner in question, that basically overshadowed everything, was worth about $20. That’s right, this restaurant was willing to turn off customers over a $20 meal! (total ‘cost’ to them was probably ¼ of that price). It was such a nominal amount for the restaurant, but they felt it was important to follow their policies, procedures or whatever else they tell their servers as opposed to doing the right thing and providing a positive customer experience.
  6. That all being said, organizations need to empower their people to make positive and proactive customer service decisions. A server shouldn’t have to get permission to comp. a $20 meal. Accept the error and then make it right – no debate, no permission needed. We weren’t asking for everyone’s meal for free – we just wanted that one meal made right. Our initial thought wasn’t even to get the meal free, we just wanted it made right.

So you can now see the importance of each customer service experience. There is no such thing as a “minor” encounter with a customer.   Each encounter goes into your customer service goodwill bank, whether or not you are a restaurant, retail store, or HR department. Keep these points in mind the next time you are trying to solve a difficult customer service situation – you may be surprised at just how easy a “difficult” situation is to resolve! As always, I welcome your comments and feedback. And if you think we were being unreasonable in this situation, I would love to hear your feedback as well.

Image courtesy of Stuart Miles/FreeDigitalPhotos.net

Recruiters: Can you answer THIS question?

As part of one of the ongoing themes of The Armchair HR Manager, I like to blog frequently about recruiting and all things talent acquisition. My writing, while often focused on Recruiters and HR Professionals, also tends to have messaging focused on job seekers as well. You see, I firmly believe that in order for the job seeker/recruiter relationship to work well, both parties need to be on a level playing field. That is, both parties are as transparent as possible with each other, as this helps promote candidate credibility and recruiter/organizational branding.

Recruiter QuestionIn order for recruiters to establish credibility as trust agents (credit to Chris Brogan for this term) of their organizations (whether they are in-house or third party recruiters) they need to first build trust with job candidates. A major step in doing this is to properly understand the position you are trying to fill. You don’t have to be a technical expert on the role but you do need to understand what it is you are recruiting for (so you can convey and evaluate) so you can explain to candidates what the expected performance outcomes are for the position, how success will be measured and how the role fits within the organizational structure. This knowledge will also help you to close, but more on that later.

Savvy job seekers will ask these types of questions in interviews (above), so recruiters, you better be prepared with the answers! With all of the focus on “passive” candidates these days (although I am not convinced that passives are the Holy Grail for recruiters) and the much improved job market, many recruiters are finding the scales tipping a bit in terms of the balance of power. That is, many job seekers are more informed, more patient and more selective than they ever have been. So recruiters really need to up their game to compete and land the best candidates.

For me, there is one very important question that recruiters must be able to answer in order to keep a top candidate engaged in their recruiting campaign. As mentioned before, the savvy job seeker will ask this key question EVERY time they interview and HOW the recruiter answers it will influence the candidate’s continued interest and involvement with the position for which they are being interviewed for.

The question is pretty straight forward: “Why should I come and work for your company/client? “ In essence, this where the recruiter demonstrates that they have been listening to the candidate so as to determine what is causing them to look for other employment, what their motivators are for making a change and what their job acceptance factors are. If they have truly been actively listening, the recruiter, vis-à-vis answering this question, can now sell/close the candidate on the job opportunity.

Let’s be clear, the “answer” to this question is not things like:

  • Free parking, free coffee, etc.
  • Great location
  • Great/fun co-workers
  • Vacation policy
  • Flexible Hours
  • Social events/social committee
  • “Good” pay and benefits

I think you get the point. Those are all “nice” things that can help define your culture, but for many candidates they are just perks. What the candidate wants to know, and what the recruiter needs to show, is that there is a potential match here for things like:

  • Ability to greater utilize their skills (which are perhaps very underutilized where they are now)
  • Opportunity to work on projects that provide them with a greater/different scope (i.e. as Project Manager)
  • Enhanced opportunities for professional development which may also include the opportunity to obtain a designation (PMP, P.Eng, CHRP, SPHR, CPA, etc.)
  • Opportunity to be mentored by a more senior professional
  • Greater alignment between their personal demands and work life
  • Greater career path for them – whether horizontally or vertically

There are many more “good” answers to this question, but you can clearly see the difference between rhyming off a bunch of work perks to a candidate vs. providing a deeper response(s) that align(s) with their professional goals. At the end of the day, that is what good recruiters can do – align the brand, culture and selling features of the organization with the candidates professional goals. So as recruiters, next job opening you are trying to fill, make sure you can answer that very important question. If you can’t, you have some homework to do. As always, I welcome your comments and feedback.

Image courtesy of Idea go/FreeDigitalPhotos.net

Reminder to Recruiters – You are in the people business!

Based on what I see and hear from people involved with the job search process, I would describe their experience(s) as nothing short of dehumanizing. Yes, I realize that is quite a generalization and strong statement; however, out of all the candidates, colleagues, friends, family members, etc. that I have spoken with in the past couple of years (who have been job searching and/or approached about jobs) about their experience(s) with recruiters, I would peg the satisfaction level around 5%. (Note – that is based on a completely unscientific survey that was not validated by anyone.) You get my drift though; they haven’t had many positive experiences.

Recruitment wordAdditionally, based on other blog posts and articles I have read on this subject (candidate job search) this seems to be a widespread problem. Bottom line – candidates seem to have a real distaste in their dealings with recruiters. The reasons for their distaste vary; however, it is typically one or more things/experiences from the following list: (keep in mind, I mostly referring to experiences here once a candidate has engaged with a recruiter in some capacity).

  • The recruiter won’t return their calls (like, ever).
  • The recruiter can’t/won’t give them an update on the status of where they are in the process (primarily post-1st interview).
  • No feedback on why they didn’t proceed forward (post-1st interview); or worse yet, someone else is hired and the recruiter didn’t bother to tell the candidate the competition was over.
  • No consideration for the candidate’s ability to interview (i.e. must be done during regular business hours).
  • Lack of discretion when discussing the candidate with other people outside the organization (major pet peeve of mine!)
  • Everything is done piece meal with no respect for the candidate’s time – i.e. interview one day, come back to complete testing another, etc.
  • Overall, no expectations set re. what the candidate can expect as it pertains to the overall hiring process, how the interviews work, anticipated timelines, etc.
  • The recruiter seemed intent on “tricking” them with the type of interview questions asked or the recruiter spent too much time talking about themselves and not interviewing/finding out more about the candidate.

There are many more, but these are some of the real “hot” buttons with candidates. I find that as a profession, we as recruiters often lose sight of our role and what line of business we are in. Let’s be honest with ourselves – we are in the people business. People are our lifeblood and the relationships we have and the experiences we provide these candidates are the currency of our profession. So, as recruiters, the next time we think we are in the requisition filling business, we need to pause for thought and remember what we need in order to fill those reqs. – oh yeah, people! Therefore, doesn’t it make sense to cultivate that resource properly? I mean if we were farmers, we wouldn’t neglect our crops for 2 months and then expect to reap a great harvest would we?

Here is the other thing, by NOT doing those things listed above, you will automatically enhance your professional brand and the employment brand of your company. What easier way could there be to separate yourself from your competition? Simple – start humanizing the recruiting process and the candidate experience and most importantly, treat your candidates like people…the rest is gravy. As always, I welcome your comments and feedback.

Image courtesy of David Castillo Dominici/FreeDigitalPhotos.net

The “other” Strategic HR Partnership

There have been a lot of articles and blog posts over the past two plus years that highlight the importance of HR formulating strategic partnerships with Finance. Most of these articles focus on why HR needs to be a “strategic business partner” and in order to be effective, they list why HR needs to partner with Finance in particular (i.e. the CFO). This is so that HR can understand “the numbers” interpret “big data” and show the “ROI” on their HR programs, etc. I do agree with this position completely and feel that an effective relationship between these two departments is essential for organizational success.

I do, however, feel there is another really critical (and sometimes overlooked) relationship that HR should be focusing on as well. That is, the relationship that HR has with Sales (and by sales, I am not just referring to Marketing. This relationship, while often overlooked, can actually formulate quite the strategic partnership. When you think about it, the two depts. have very similar interests. Sales wants to promote the organization’s brand (as it pertains to its products and services) and HR wants to promote the organization’s employment brand. Sales is in the business of attracting new customers while HR is in the business of attracting new/potential employees. Sales focuses a lot on branding and communication to an external audience; HR has the same responsibilities except with the added focus on an internal (current employees) base. The key is to find ways to marry up these shared interests and work together to leverage the strengths of the two departments.

HandshakeWhat you typically see in organizations is Sales and HR go about their business as two mutually exclusive entities, perhaps even rarely, if ever, crossing paths. When you think about it though, that is quite bizarre. It has been my experience that collectively, Sales and HR can formulate a pretty solid partnership. It can begin with something as innocuous as say, the development or rebranding of a trade show booth. Sales and HR should be aligned in how trade show booths and recruiting booths look, ‘feel’ and appeal to their audiences. The overall look, feel and messaging should be in complete alignment with the organization’s brand messaging. Sales and HR need to be aligned on what the brand actually is that they are trying to portray – both overall and the employment brand. At the end of the day, when you are recruiting candidates, a huge part of the candidate” sell” is leveraging the sales messaging/content and aligning it with your employment brand. The beauty of this synergy is that when you make it work, you will find out that Sales, which often has a much greater budget than HR, will front a lot of your collateral cost and help you with the promotion of the material!

Another way (reason) that Sales and HR can and should be partnering is on the development and promotion of your company LinkedIn page. I have blogged about company pages before in terms of how to make your company page effective, but the collaboration between Sales and HR is essential to making it effective. Sales has a vested interest in the company page as it is essentially a showcase of the company’s products and services. With Sales and HR partnering, the company page can have a uniform look and feel – one that aligns with sales and recruiting collateral and that portrays the organizational brand (inc. the employment brand). Sales can be the driving force behind providing relevant content in the areas in which the company is expanding, recent sales wins, new sales alliances, etc.

Both HR and Sales should be looking to use the LinkedIn company page for communication and recruitment purposes. Sales wants the company page to be promotable, appealing and drive action, all of which is done by having relevant content. This in turn will allow the company page to become a landing page for prospective customers, business inquiries, referrals and recommendations. HR’s role is to partner here and expand on this content to make sure it appeals to both prospective candidates and to your internal employees. That way, your page (and its content) gets shared, you foster internal and external communication and your Talent Brand Index grows. Bottom line – the partnership with Sales is a win-win, it just might take a bit of convincing for Sales to get on board!

At the end of the day, my advice to you is to not forget about that ‘other’ strategic HR partnership, so reach out to your Sales Director and get that relationship moving forward. Align your common goals and communication strategy – the LinkedIn company page is a great place to start this and have these common goals working together. As always, I welcome your comments and feedback.

Image courtesy of stockimages/ FreeDigitalPhotos.net

Make the Leap with your Linkedin Company page

Understatement alert: Linkedin has a lot of great features. The really amazing thing is that a lot of them are free and job seekers, employers and recruiters really need to make sure they are taking advantage of these offerings. For recruiters, the Linkedin company page is a great way to brand and promote your company. Your company page truly is a fantastic opportunity to promote your organization to active and passive candidates alike. You can showcase your product and service offerings, promote your culture, and showcase your current/potential career opportunities. The key is to drive traffic to your company page and ultimately enhance your Talent Brand Index.

LeapSo how does one go about making the most of their company page? Well, as with all things, you need a plan. You need to identify what it is you want to communicate and who is responsible for executing on this, then you work your plan. There are several key things that you can do that will allow you to launch and manage a successful Linkedin company page while increasing the amount of followers you have. Remember, followers are a big part of what increases your Talent Brand Index. Followers can also be prospective employees and customers so keep this in mind when launching your company page.

When you first get going, it is important to identify your (the right) team as the management of the company page can’t be done alone. Someone needs to take ownership of the page from an administration and content ownership perspective. Once this person has been identified, you then need to pull together your “editorial” team. Look across your organization to identify key individuals that could provide relevant content to your company page. I recommend getting people involved that are in charge of, or involved with, key projects, or are in charge of departments that you regularly hire for, or even those that are technical experts or sales managers. All of these people can provide relevant content to your company page. Of course, it helps if they have an interest or passion in writing, but if you as the HR person/recruiter are able to effectively write, than you can massage whatever content they provide into effective messaging on your company page.

Once you have the team in place, you need to work out a content delivery plan. The team should commit to a schedule, whereby team members are responsible for meeting “editorial” dates. Set a goal that team members must of meet, such as providing a relevant update every other day, week, etc. Each team member has to provide an update on their scheduled day – whether they provide it themselves or find someone else outside of the team that does so. It is important that the editorial team members do in fact reach out to various folks across your company for input into the content. This is a great way to identify and involve your company brand ambassadors as well as recognize key individuals for their contributions by showcasing their knowledge.

In terms of the type of content that can be provided, I recommended that you consider the following:

1) Current company projects: success stories, new technologies being utilized by your company, breakthroughs, etc.
2) Industry news: provide and share content from other sources that reference key things going on in your industry – whether locally, domestically or even internationally.
3) General company success stories: This can involve things like company project/bid wins, expansion/growth that has taken place, new product/service lines being launched and offered, etc.
4) Anecdotal stores: this can cover anything from “A day in the life of…” to company social celebrations. You can use this content section to give prospective employees a taste of your culture and what it would be like to work for your company.
5) Anything else you can think of: There really is no wrong answer here as long as the content is relative, relevant and recent. Any other type of interesting facts, weird and wacky info about your company and its people or unique things about your culture can all be gold!

When providing content though, it is important that you and your editorial team follow the 30/30/30 rule. Best practices for company websites and Linkedin pages show that the most effective sites follow the 30/30/30 rule. That is, 30% of your company updates should be focused on promoting jobs/career opportunities at your company. 30% of the content should be focused on providing company information and updates and 30% of the content should be focused on general industry news, updates, etc. This 30/30/30 rule will help drive traffic to your page and increase followers. It also provides a nice mix for people visiting your site to that they aren’t always getting blasted with jobs, jobs, jobs!

By utilizing some of the suggestions provided here, you will be well on your way to establishing an effective Linkedin company page. Remember, content is key, so focus on the previously mentioned 3R’s: relative, relevant and recent. Get your content team together; come up with your plan and then go for it! There really is no wrong answer here. The only failure is to not take advantage of the opportunity to promote yourself on your company page!

What about you? Do you have any other suggestions on what type of content to provide on your company page? If so, I would love to hear from you. As always, I welcome your comments and feedback.

Image courtesy of arztsamui/freedigitalphotos.net

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