What is your greatest memory from this year’s Superbowl? Of course, I can’t take away from James Harrison’s 100 yard interception return- no doubt one of the greatest plays in Superbowl history. But after spending the past few months consumed with recruiting strategies in today’s economy, something else resonated with me while watching the pre-game ceremony...the presence of an NFL alumni community. If we can learn one lesson from the Superbowl and apply it to recruiting, it would have to be the power of alumni programs. On the surface, former star players not only brand the sport, identify strengths and weaknesses of future player but also contribute to the entire event. In return, the NFL honors former players throughout the game and even offers a weekend of activities including an awards dinner and golf tournament. The bottom line is that alumni are involved and this participation benefits both the NFL and the players themselves. Why can’t the same logic be applied to the workforce?
More often than not, an employee’s departure from a company is marked by feelings of rejection and resentment; a divorce from any level of communication and feelings of loyalty. Today’s best practice companies recognize the implications of a poor off-boarding experience and are beginning to implement alumni programs as a way to improve their recruitment efforts. Alumni, often referred to as boomerangs, can serve as a dynamic resource, especially when it comes to attracting talent and branding the company. Leveraging an alumni community can be a win-win for an organization. Deloitte & Touche's alumni network keeps track of over 75,000 former employees nationwide.
Savvy recruiters are thinking of new ways to create strong talent pipelines of both active and passive candidates. In this respect, alumni programs should be employer-driven rather than initiated by former disgruntled employees. Companies looking to implement an effective approach should consider the following:
1. Alumni programs should be a two-way street. Employers can increase branding and look to former employees to help identify the right fit for the company culture and available skill sets. In return, companies such as Bain & Company provide their former employees with recognition, database of alumni, newsletters, and various events. In a phone call with a large real estate company last week, they spend time helping their former employees find new jobs.
2. In addition to displaying alumni programs on a career site, companies should utilize social networking sites such as Facebook, LinkedIn, and Xing to reach and manager discussions with former employees. SocialText, a social media solution provider, is even offering a free hosted Corporate Alumni Network to any HR Directors who have reduced their staff by more than 5% last year.
3. Employee referral programs should include alumni and in some cases, provide alumni with referral bonuses. The US Army’s Army Career and Alumni Program (ACAP) supports the Army’s Active Component recruiting; Alumni serve as an example to potential recruits. For more information on Employee Referral Programs, visit http://www.bersin.com/Lib/Message.aspx?Docid=10338428
4. Generation Y will likely change careers 5-7 times. It is important to remember that “alumni” is not just for retiring Baby Boomers but also for younger workers looking for a work community. Deloitte and Teach for America are great examples of companies that engage Gen Y after they leave.
In today’s economy, alumni programs need to be part of a greater talent strategy. By involving former employees in the recruitment process, companies can improve employer branding and help find key talent. As layoffs continue, what are your plans for your former employees in 2009?