January 26, 2025 by Mike Manazir – (4-5 minutes)

The Brick Chronicles
How Baxter’s Bricks Wins the Talent Game

Sarah Thompson, CEO of Baxter’s Bricks watched the numbers on her screen. Talent acquisition had been her focus for months, and the stakes were higher than ever. The market for top candidates was tight and delays in hiring were beginning to impact production timelines. The latest HR report had painted a troubling picture: open positions were lingering too long, and exit interviews hinted that competitors were poaching their best talent.

“We’re fighting a war for talent,” Sarah said as she gathered her leadership team in the conference room. Rick Nelson, COO, nodded. “And we’re losing. The construction industry is no stranger to high turnover, but we need to figure out why candidates aren’t choosing us and why employees aren’t staying. Sarah turned to Robert McKenzie, the HR Director, “Robert, what’s holding us back?”

Robert hesitated. “Our hiring process is… slow. By the time we’ve scheduled interviews and extended offers, the top candidates are gone. And to be frank, our employer brand isn’t resonating. Job seekers don’t see Baxter’s Bricks as a place to grow their careers.”

Sarah’s mentor, Jason, chimed in. “You’ve got to show them why this is more than a job. People don’t just want a paycheck anymore. They want purpose, culture, and a company that values them.”

The Turning Point

Determined to address the problem, Sarah called a brainstorming session the following day. The room buzzed with ideas, frustrations, and potential solutions.

Tom Jenkins, Environmental Impact Manager, suggested, “We should highlight our sustainability initiatives. People care about the environment. If we show how Baxter’s Bricks is reducing emissions and innovating green construction, it could attract like-minded talent.”

“True,” Rick added. “But we also need to clean up the hiring process. We’re losing people because we’re too slow. Let’s look at some tech solutions to streamline this.”

Robert tapped his pen on the table. “An Applicant Tracking System (ATS) could help. We could automate the screening process and get interview schedules out within 48 hours of a candidate applying. No more delays.”

“Good,” Sarah said. “But let’s go beyond tech. What about the candidate experience? Are we treating applicants as potential team members, or just numbers in the system?”

Jason grinned. “Now you’re thinking like a leader. Remember, recruitment is like building a house. If the foundation—the candidate experience—is shaky, the whole structure collapses.”

Executing the Plan

Within weeks, Baxter’s Bricks rolled out a revamped hiring strategy. They launched a social media campaign showcasing their commitment to sustainability and employee development. Videos featuring employees, like Lily—a single mom who’d grown from an entry- level worker to a team lead—garnered thousands of views.

Robert introduced an ATS, which reduced the average time-to-hire from four weeks to two. Feedback loops were established to ensure every applicant received updates, whether they were selected or not. Sarah also pushed for quarterly surveys to measure employee engagement and retention trends.

The Results

Three months later, the impact was palpable. Baxter’s Bricks had filled 90% of their open roles, and retention rates improved by 20%. Even more impressive was the feedback from new hires.

“I chose Baxter’s Bricks because they made me feel valued from day one,” said Liam Carter, a robotics technician. “I knew this wasn’t just another job—it was a place where I could make a difference.” Jason couldn’t resist a quip during a leadership meeting. “Looks like you’ve gone from fumbling to fabulous. What’s the secret?”

Sarah smiled. “We stopped treating hiring as a transaction and started treating it as a relationship.”

Takeaways for Leaders

Through trial, error, and a willingness to adapt, Baxter’s Bricks turned their talent acquisition strategy around. They learned that attracting top talent requires more than filling positions—it’s about building a culture and process that reflect the values of your organization and resonate with today’s workforce.

Your Feedback

What are your thoughts on Sarah’s approach? Could these strategies help your team win the talent game?

Share your ideas—we’d love to hear them! Let’s keep building better together.

“People want to work where they feel valued, respected
and part of something bigger than themselves.“

-Brené Brown

Lead from your heart. Lead to Win.

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