A Universe of Possibility

Let us suppose, now, that a universe of possibility stretches beyond the world of measurement to include all worlds: infinite, generative, and abundant. Unimpeded on a daily basis by the concern for survival, free from the generalized assumption of scarcity, a person stands in the great space of possibility in a posture of openness, with an unfettered imagination for what can be.

In the realm of possibility, we gain our knowledge by invention. We decide that the essence of a child is joy, and joy she is. Our small business attracts the label, "The Can-Do Company," and that exactly who we are. We speak with the awareness that language creates categories of meaning that open up new worlds to explore. Life appears as variety, pattern, and shimmering movement, inviting us in every moment to engage. The pie is enormous, and if you take a slice, the pie is whole again.

The action in a universe of possibility may be characterized as generative, or giving, in all senses of that word-producing new life, creating new ideas, consciously endowing with meaning, contributing, yielding, to the power of contexts. The relationship between people and environments is highlighted, not the people and things themselves. Emotion that are often relegated to the special category of spirituality are abundant here: joy, grace, awe, wholeness, passion, and compassion.

There are moments in everyone's life when an experience of integration with the world transcends the business of survival-like seeing a grandchild for the first time, witnessing an Olympic record broken or the uncommon bravery of an ordinary citizen. For many, the experience of attending the dismantling of the Berlin Wall or witnessing the emergence of Nelson Mandela from twenty=seven years of imprisonment may have been such a moment. Some find admission ti the realm of possibility at a religious gathering, some in meditation, some by listening to great music. Often people enter this state in the presence of natural beauty or at the sight of something of infinite magnitude, and expanse of ocean or a towering sky. These are moments when we forget ourselves and seem to become part of all being.

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Birds of a Feather

Finding and recruiting the best and the brightest talent has become as much an art as a science. That's why you have to do more than just sell yourself and your company. This is especially true with entry-level and younger candidates,who place great emphasis on the quality of their non work life, their peers, and other so-called intangibles.

"Birds of a Feather" is a way to involve non-Human Resources, peer-level people in the recruitment process. They can serve as hosts, tour guides, or in any other role that allows your candidate to get to know firsthand someone who has already been through what she or he is considering. Because they are of the same general age, background, and experience, there is also an enhanced credibility and connection.

Cisco Systems starts the connection on their Web site. The "Make Friend@Cisco" icon begins a process of establishing an email pen pal. The objective is to connect potential recruits to real people in the company. What's in it for Cisco employees? A referral bonus (see "Bird Dog Biscuits") if the person is eventually hired! The referring employees also get a Cisco Lotto Card. Lotto winners receive mugs, athletic bags, or some other logo paraphernalia.

And, to demonstrate to prospects that Cisco has a practical sense of humor, there is even a button on the Web site that says "oh, no!My boss is coming," which when clicked immediately pulls up a new screen with the "Seven Habits of Highly Successful Employees" or "Gift for Bosses & Co-workers". After all, most people surf of for new jobs while at work in their current one, regardless of policies intended to restrict such behavior.

Let's take it a step further. If and when an out-of-town candidate is invited to visit your company, the peer host can pick her up at the airport, show her around the area, escort her through the interview day and generally be an "at-ease link" in the recruitment process.

This idea not only is a real plus for the candidate, but can also be positioned as a perk for the host employee. Many employees would love to get away from the daily grind once in a while to represent the company in this way. This is particularly true of people who are in jobs that do not have a lot of outside activities or contact.

One caveat, however: Any non-Human Resources people you involve in the recruitment process should be trained. Perhaps a group orientation for peer host could cover the dos and don't of recruitment (i.e., the types of question and inquiries that are off limits and why), what their role is and isn't, what routes to take to and from the airport to give the best impression, what to do in the event of a problem, and so on.

Even though the host many not be conducting interviews and you may not consider him to be part of the selection process, the law may see things differently, since valuable insights may be obtained during the candidates' non structured times with their peer hosts. At the end of the visit, allow your peer hosts to complete a simple observation form, which is completely optional and open-ended.

You've got nothing to lose and everything to gain. Just be aware that your host can now be legally construed to be a participant in the screening process, which is why some basic training in recruitment (dos and don'ts) is essential.

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Wanna Trade?

When human resources personnel at Service Ware walk through the halls where the produce customer care software, they typically hear the staff oohing and aahing about the hottest new science fiction films. Thus, when a marketing company approached Service Ware about a recruiting thrust tied to a popular sci-fi flick, the light bulb clicked on. The result was perhaps one of the most unusual one-time recruiting events: a special showing of George Lucas's Star Wars: Episode I, The Phantom Menace at two theaters located in what Service Ware defined as "candidate-rich" locales.

About six weeks before the scheduled commercial debut of the film,Service Ware placed a large ad in the local paper's Sunday classified section featuring a galactic theme and artwork and offering two free tickets for submission of a quality resume. The company also produced a series of introductory slides promoting the company. (Lucas would not permit full-motion video to immediately precede the showing).

What is the learning point?Find ways to trade (barter) something your recruits want in exchange for something you want (resume). You can combine this with the "Rock Me, Baby!" idea and the tickets to a concert. Or tweak the "All the Wrong Places" idea and give away tickets to sporting events. Set up a booth outside the event several hours or a half-day in advance and be very specific about what types of candidates and resumes will qualify for the tickets. Make it a tailgate party.

Identify your primary market of candidates and what activities and "things" they like, then offer a barter. Keep up with concerts and other special events coming to your area and buy tickets in bulk. Or, if you really want to make a splash, sponsor the event. Then get the word out. Believe me, if you build it, they will come. The best way to find out what types of barters would have the most appeal is to ask the people you already have, who are of the same ilk. Maybe those with the best ideas can serve as hosts.

As the case with most of the ideas in this book,your options are almost unlimited. Just find out what would have the greatest appeal (and don't forget to leverage the public relations impact), then go for it!

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Wall of Fame

A key building block of organizational success is showing of your successes to the world. Many employees are never aware of what is going right, who is doing well,or even why or whether they should feel proud. Even if you take advantage of opportunities to reward or recognize accomplishments as they occur, it is equally as important to archive and showcase these accomplishments on an ongoing basis. Think of it as a trophy case.

And don't limit your "Wall of Fame" to major product or service breakthroughs (that might produce a tiny trophy case for a while).
Include letters of commendation and awards from outside the organization, both individual and organizational, and take advantage of any opportunity you can to make your people feel that they are in the company of winners. In fact, peer recognition awards are every bit as appropriate for the "Wall of Fame" as any other type of recognition.

Most of all, be sure your "Wall of Fame" is visible to outsiders, such as customers, vendors, and candidates. Locate it in the lobby or in some other "first impression" location. And please keep it current and keep it clean! Nothing is more depressing or contradictory or sends a more mixed message than a display of moldy and tarnished old trophies in showcase layered in dust. The "Wall of Fame" can be a powerful PR tool as well as a motivational one.

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