Although the article called out millennial employees, what Victor Settergren (Raytheon's missile systems director of global talent development) said struck me as relevant to any employee that meets the company's label of "top talent". He said, "Our epiphany: If we truly want to attract and retain top talent, we must create a 'brag-worthy' impression for every candidate and hire experience."
Their opinion is that top talent is worth the extra cost and justifies the extra effort because when you bring in just average candidates, they dilute the efforts of the high performers and impede maximum performance of the company.
Additionally, since talent "talks" (especially millennial employees that leverage technology and social connections), one person's experience becomes a collective experience. Impress one, impress many or offend one, offend many.
It made me wonder then what their opinion is on how relocation and assignment experiences should be handled. If I extrapolate, I would guess that they would also want a "brag-worthy" global mobility program that delivers "wow" experiences throughout the organization.
Designing a mobility program that delivers those kind of "wow" experiences requires well thought out processes and policies, a strong internal supportive culture, and exceptionally capable and focused partners. Is your mobility program "brag-worthy"?
To attract top candidates, Raytheon designs hiring events that excite candidates about the career opportunity and differentiate what Raytheon has to offer compared with competitors. “The objective of a hiring event is to create a ‘wow’ experience for every participant,” Settergren said. “It’s important that new hires have a really strong and positive impression of the location, business, the leadership and, most of all, the opportunity to build and advance their career.” The “wow” factor doesn’t end with candidate interviews. “New employee orientations should also be designed as a defining event,” Settergren said. “Ownership and accountability is shared by leadership, talent acquisition, talent development and IT and a deep supporting cast. Essential components include an executive welcome and overview of the business to begin integrating recruits into the culture.”