Does it always need money to activate in-house referrers?
According to a study carried out for Monster.at among the top Austrian 500 employers, eight out of ten companies consider their employees recommending vacancies in their private environment. Successful employee referrals will be in over a fifth of Company remunerated. 45,5 percent of it will pay up to 500 euros in cash or in kind for a successful hiring. Also 45,5 percent pay up to 1.000 Euro, the rest is above.
But does money always work to activate in-house referrers? No of course not. In one case, the company management had promised a full monthly salary as a "head reward". Nevertheless, no applications were received. The reason? There was no such thing as a good working atmosphere on the career side. But on the contrary. The leadership culture there was pretty bad. Who wants to do something to his friends?
Only, who recommends, is also recommended
The true success of the recommendation is based on voluntariness. If the recipient of the recommendation learns that money has flowed, credibility and trust may suffer. This sharpens the critical view, the matter is examined more intensively and under the magnifying glass. One develops reservations and does not follow the not entirely unselfish advice in the end. The greatest advantages of the further recommendation are thus.
The disinterested tips are the best. To reward them in retrospect, that is on a completely different sheet. "Field experiments have shown that surprise gifts can increase employee productivity by more than ten percent," Christian Elger writes in his book Neuroleadership. This is then certainly synonymous for recommending.
How employee recommendation programs work
Offline and online activities are linked to each other in the usual programs. There is usually a flyer explaining everything necessary. And, of course, the information about the referral program should be on the Social Intranet.
Define the audiences that should participate in the program so you do not receive inappropriate recommendations. Keep the paperwork as simple as possible. In addition, offer small "how-to-be-a-recommender" trainings. Set up a blog where the referrers can share the best tips. Provide a special contact.
Inform you promptly about all vacancies. Install a status program for ongoing recommendations. Report regularly and enthusiastically about success. Honor the best recommendation. And: Let also external to this program too.
What is still to be considered during construction
Let the workforce shape such a program - but not just think about money and coupons when designing. Appeal also to the collection drive, so that you can get over a points system to larger goodies. Non-monetary rewards should always be freely selectable.
Relay the premiums according to the length of stay of the new employee. Offer exceptional training opportunities. Or a way to donate meaningfully. Find things you can not buy for money: free holidays, the free company parking lot in the first row, the raffle of a dream trip, a feast for all Empfehler.
Or send the big bosses spontaneously on recommender thank you tour. That will leave a lasting impression - and spur people on to even greater action.
Each recommendation is saved recruiting budget
Any recom- mending a suitable applicant will spare the recruiting budget. And regardless of the eventual success of the recruitment: Give the recommendation a feedback on what has become of his recommendation.
Appreciate the person you have met through him. For example, this may sound like this: "I have to say, you know interesting, pleasant, profiled people." Such moments of little happiness are what we humans find particularly valuable.
And even more: who gets such "stardust" gets, the giver is committed. Sociologists call this the reciprocity effect. So from a first recommendation with a little luck a power recommendation and super multiplier.
An additional side effect: the performance of those who recommend a company with fervor and passion will grow. And their loyalty will rise. In this way, one comes to employee-fans with a quasi-built stay guarantee.
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