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Getting Employers to Say Yes: The Power of Adding Value
It helps to always assume that employers have heard it all before. No pitch
is new and chances are, businesses already have set predispositions on how
they’d respond. What you need to do is be several steps ahead of their thinking.
Don’t just present the bare minimum; aim to show added value.
Understanding Added Value
“Added value” means something
different or new that can’t easily be found elsewhere. It’s a concrete benefit
for the business and may even be their competitive advantage. These added values
may be the value of your customers as individual employees; the value of hires
you recommend for the business; and, the value of you as their service provider.
Added value can translate to employees with better skills, work ethic,
expertise, teamwork or performance. On a business level, added value can mean
more profits, reduced cost, better client relations, enhanced company public
image and more streamlined systems. When it comes to dealing with you, added
value can be excellent response time, comprehensive proposals and accurate
matching.
Presenting Added Value
To ensure that
you’re always in that added value mindset, take time to strategize. Make sure
that every time you and your employer get together, there’s something in it for
them.
Do your homework before you meet. The
initial meeting is not the time to learn about your employers’ needs. Even
before setting an appointment, familiarize yourself with the company’s
products/services, mission-vision, corporate structure as well as business
history. Research too about the persons you’re to meet; their work experience,
management style and, if applicable, research slant.
Company websites
can provide these details, as well as business publications. You can also ask
key resource personnel like a company staff you know, or a peer who has worked
with the employer before. A survey of their Human Resource Department wouldn’t
hurt as well.
Once you have these details, look for all possible matches
with your customers and identify opportunities to address business needs. Add
more substance to your arguments to increase your convincing power.
ALWAYS lead with a business cause and a business need.
It’s not unusual for service-providers to think in terms of altruism and social
responsibility. For instance, you might be tempted to package hiring persons
with disabilities as ‘the right thing to do’ or as a ‘signal that change is
still needed.’
But at the end of the day, a business has to make money
in order for it to continue running. So lead with a business cause: how will
working with you benefit their bottom line? For instance, instead of arguing in
abstract principles, show them how another company increased their sales because
of a customer you referred. Quantifiable sales improvements are always something
that will catch an employers’ attention!
Underpromise and
overdeliver. Underpromising doesn’t mean that you take a stance of
inability to accomplish anything. Rather, this means avoiding vague references
to commitment such as “I’ll have it for you shortly” or “I’ll see what I can
do.” Vague promises like these are usually never kept and it’s better to not
mention anything at all. Service-providers managing several programs at once are
prone to this.
An alternative is to be really specific with your
commitment (e.g. “I’ll have it in your desk by 5pm Wednesday”) ---and stick to
it. But, while you’re advised to be tactful with your promises, surprise your
employer with efforts they’re not anticipating. This way you get to exceed their
expectations!
Clarify employer expectations.
Always check if you and your employer are on the same page. Do this at the
beginning of every meeting as you discuss outcome expectations, but also along
the way. Explain clearly the process, the best methods of contacting you, how to
handle troubleshooting and anything else of importance or value to the employer.
Match well. Lastly, make sure that every match
you suggest is well-thought out and based on facts. Don’t just make referrals to
meet your placement numbers. Not only is this not in the best interest of the
candidate or the employer, but it will weaken your relationship with the
employer over time. Remember, your ultimate goal is to strengthen and maintain
relationships with your employers.
Would you like to reprint this article?
You may as long as you include this blurb in its entirety:
Lisa Jordan
is a disability and workforce development expert. Lisa uses her keen ability to
identify challenges and develop solutions so
that workforce development professionals can increase their comfort level,
productivity and effectiveness when working with a diverse clientele. Download
Lisa’s White Paper on 5 Easy Disability Tips to Immediately Increase Agency
Accessibility by visiting
http://www.human-solutions.net.
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