02-23-2017 - Laserfiche WebLink

Proposal to the Fargo-Moorhead Diversion Authority Executive Recruitment Services for Executive Director Page | 5 Phase II – Aggressive, Proactive, and Robust Recruitment Task 1 - Identify and Contact Potential Candidates This very crucial task will include a variety of activities. CPS HR will:  Contact respected and experienced industry leaders to identify outstanding potential candidates on a referral basis. CPS HR maintains a comprehensive, up-to-date database of such professionals; however, we do not rely solely upon our current database. We also conduct specific research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. These individuals, as well as other potential candidates, are typically contacted very soon after they have received a recruitment brochure in order to maximize the impact of the multiple contacts.  Select top quality candidates for consideration from past recruitments.  Provide each potential candidate with a copy of the recruitment brochure.  Contact potential candidates by telephone to explain the career opportunity, answer questions, and encourage them to submit a resume. Oftentimes this component necessitates multiple conversations with the same person to pique his/her interest and to answer his/her questions sufficiently. As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. The approach utilized by CPS HR employs the following techniques:  Communicating to candidates, through advertising materials and verbal conversations, a strong sense of the purpose and strategy of the FMDA. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment.  Providing guidance and resources to candidates regarding the area’s cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. We have found that potential candidates sometimes make the decision not to apply based on