Some years ago, in consulting to a mid-sized national hardware / home products retailer about an upcoming sales meeting, I asked a senior VP why people should want to work for his company. He reacted as if struck by lightning.
“You’ve devastated me!” he nearly shouted, snapping his head back and banging his chair against the wall. “Nobody ever asked me that before.” The man had no idea why his store managers should want to work for their company.
Management consultancy McKinsey & Company stresses the importance of attracting top talent. They recommend writing a short, compelling story, “management’s explanation why a smart, energetic and ambitious person might want to work for one company as opposed to another.” Their suggestion is that businesses brand themselves as employers, even to the point of creating slightly different takes on their story to appeal to the demographic groups they want to attract -- Gen Xers, middle-aged women, etc.
TakeAway: Stories sell, whether you’re talking to new customers or new hires.
“You’ve devastated me!” he nearly shouted, snapping his head back and banging his chair against the wall. “Nobody ever asked me that before.” The man had no idea why his store managers should want to work for their company.
Management consultancy McKinsey & Company stresses the importance of attracting top talent. They recommend writing a short, compelling story, “management’s explanation why a smart, energetic and ambitious person might want to work for one company as opposed to another.” Their suggestion is that businesses brand themselves as employers, even to the point of creating slightly different takes on their story to appeal to the demographic groups they want to attract -- Gen Xers, middle-aged women, etc.
TakeAway: Stories sell, whether you’re talking to new customers or new hires.
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