Attracting Top Talent.

This is the first of a two-part series on attracting, retaining and motivating top people.

Attracting, retaining and motivating people ranks as a fundamental concern of senior executives in all industries. In the banking industry, there is no question that employing the best and the brightest can transform products from "commodities" to value-added services. The economic shakeout has resulted in a perceptible increase of people in the job market. As you evaluate your people strategies, though, think in terms of talent not of labor. Make this distinction from the beginning, and it will make a big difference in your results. This is especially true in today's economic conditions because a larger labor pool does not equate necessarily to an abundance of talent.

The tighter economic situation makes this process more rigorous for banks. You may be experiencing internal belt-tightening, which makes it more challenging to recruit new people. There is less perceived room for mistakes, so your people may take fewer risks.

Use your best marketing savvy as a tool to attract top-notch people to your team. The points that follow are relevant for attracting not just employees, but free agents, strategic partners--even strategic vendors.

Your current people are your best-kept secret. If they are stimulated, productive and content with their work, they will naturally attract like-minded people, This works both ways, however. If they just mark time in the office and aren't enthused about their work, they will attract similar candidates. When people come in for interviews, they pick up these signals, whether the messages are conscious or subconscious.

Not just for executives. These impressions are important at all levels of your organization. I recently met a client for an 8 am. Monday breakfast meeting. The receptionist was as cheerful and professional as the CEO. The person closest to the door bears the first impression of the company. Does his or her image reflect what you want to convey?

Be clear about what the position requires. Of course you will know the appropriate skills and education level the job needs, but also look at competencies such as self-management, client service attitudes, communication skills, etc. Hire the best person for the position, not just someone you like and are trying to fit into the organization. This is one of the key mistakes many people make in the hiring process. If you are looking at a prospective vendor, evaluate whether that person can match the pace, culture and expectations of your organization.

Six degrees of separation. Try to bring in people who are known to you or to those you know. There is a greater likelihood of affinity when your new person is somehow connected to someone else on the team. When you are in a recruiting mode, make it known that you're looking and elicit the collective efforts of the people who already know what it's like to work for your bank. This isn't about hiring George's inept cousin who has been unemployed more than he has worked! Make sure there is a good fit between the person and the position.

As bank marketers, you are in the best position to attract top people. You are closest to understanding the image that your bank wants to convey to current and prospective clients, so apply these image considerations to potential hires as well. Use your strength in marketing to support the line divisions and HR in their recruiting efforts. Your understanding will go a long way to engage the best and the brightest.

Lisa Aldisert is a management consultant, professional speaker and author specializing in strategic planning and performance management You can reach her at worktrends@tisaaldisertcom.