Increasingly more companies are involving outsiders in their employee referral programmes, whereby potential employees are recommended to them by so-called "friends of the firm". These may be family members of current employees, consultants, vendors, customers or other people who root for them and know their needs in terms of talent. This, at least, is according to John Sullivan, a recognised consultant in the field of HR and current professor of management at San Francisco State University. In a recent article on ERE.net he summarises the benefits of involving "friends of the firm" in employee referral programmes thus:
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You will get more motivated talent scouts.
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They will work for you for free or for less money than employees.
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You will get high-quality recommendations because these people will not recommend anyone who is not suitable for you.
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You will get recommendations from a wider area than if you only asked your current employees.
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The recommendations will be quicker.
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You will strengthen relationships with business partners.
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The "friends of the firm" themselves can become your employees.
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It is a proven process that has been effective in many companies.
How to involve "friends of the firm"
To extend your employee referral programme using "friends of the firm", John Sullivan recommends starting with a pilot programme for a select group of positions. After sorting out any teething problems, this can be extended.
1. Set your expectations
Clearly explain to all participants in your programme that you are looking for high-quality recommendations. Determine the maximum number of referrals from one participant e.g. three recommendations a month.
2. Ask for detailed information
Like the employees involved in your programme, the other participants also should provide recommendations, giving details of the referred people's work history, skills and prerequisites to fit the corporate culture. At the moment of being recommended, the potential employees should already be prepared to attend an interview.
3. Create tools for recommendations
Provide information on where to look for the best talents, how to communicate and convince them to agree to an interview. Advice on how to behave on the Internet and social networks should also be part of the tools.
4. Ensure motivation and responsibility
Explain to "friends of the firm" why they should participate and the benefits for both the company and themselves. Focus on motivation, not only on high rewards: on the contrary, start with small rewards such as product samples, free tickets, etc.
5. Take advantage of all opportunities
Try to gain for your programme anyone who knows and respects your business: for example, employees who are leaving your company or friends you meet at corporate and social events. You can also ask the managers of your vendors and do not forget top management - members of the board of directors or supervisory boards.
6. Reduce administrative barriers
Ensure that the newly recommended talents receive a response from you and also that those who recommend them receive their rewards on time. Establish measures of success so you can quantify the benefits of involving the "friends of the firm".
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