Consider the following area descriptions pulled from actual Web sites: a pleasant mix of small-town goodness and modern development�the city is probably best known for its watch factory�our population is 4,227�

Whether potential candidates perceive such locales as tranquil sanctuaries or desolate outposts, their perceptions affect their willingness to consider working in unfamiliar areas. Couple an out-of-the-way location with little name recognition or longevity, and companies can have a problem attracting quality workers. Fortunately, a strong HR staff can make the difference when it comes to reaching out and enlightening potential candidates about the pluses of working outside a big city.

Playing to Potential

In itself, location outside of a big city isn't a drawback. Many companies close to, but outside, metropolitan areas find that their location is a positive feature. Recruiters point out that these smaller communities are close to attractive amenities and conveniences, yet removed from the congestion and concrete workers may not enjoy.

"A lot of people don't want to live in a big city, so they are glad to come here and find work elsewhere," says Jennifer Owens, spokesperson for the Michigan Economic Development Corporation in Lansing, Michigan. She points out that surveys show factors like a good paying job, educational prospects, and close proximity to people their own age, actually rank much higher with candidates than location.

John Challenger, CEO of the international outplacement firm Challenger, Gray & Christmas, Inc., adds that a key issue for most candidates is who they'll work for.

"They want to know if they can respect and enjoy working with a potential employer," says Challenger. "Workers also want to trust the company and the people they meet, as well as find challenge, room for advancement and autonomy in their jobs. And of course, money is important."

Energize Your Recruiting Function

Though location isn't usually a primary reason for workers to nix a job, they may be less likely to seek out a particular company in the first place if they perceive that it's in an isolated area. To counter that possibility, HR must beef up its recruiting efforts in areas like sourcing, presentation, and incentives.

"We try to make our benefits package better," says John Chadwick, director of human resources at Albion Laboratories in Clearfield, Utah. He does see a reluctance from employees to relocate, and offers a reimbursement or allowance for moving to candidates who will.

He also recognizes that not every employee has to be on site. "We recruit from across the U.S., but some employees, like salespeople, can work out of their homes—it doesn't matter where they live," Chadwick points out.

Other distance strategies businesses use include partial or full telecommuting, or long commute arrangements that subsidize living or travel expenses so employees can work in one area and go home on weekends.

Nancy Morley, project coordinator at SC - High Point West in North Carolina, and part of Management Recruiters International, Inc. says that "there certainly are some challenges to recruiting when your company isn't in a well-known city." One strategy she suggests is for recruiters to "get to know enough about the candidates to know their priorities. Sometimes it is a good fishing spot or a better environment for children.

"A good question to ask the candidate is 'where are you from?'. If they're from a small town, they may have a yearning to go back." Otherwise, says Morley, you use whatever you have to make the site attractive. "Brainstorm with people who do hiring�what do they like about the company, the area, facility amenities, outdoor treasures, sports, and family activities? What sets this town apart from the city?"

Though recruiters can do a lot to enhance the desirability of their locations, HR must first ensure that potential candidates know their company exists. Look for the kind of candidates you'd like to hire in places where they spend time; advertise in professional magazines, or affiliate with associations where chemists will see and remember your name.

No matter what you do to improve your recruiting tactics, pay attention to the salary and benefits you're offering, say experts. "If a position goes unfilled for too long, you may want to up the salary," says Morley.

Short– and Long–Term Strategies

Most businesses find that Web sites are increasingly important recruiting tools, because that's where many job hunters begin their search. Research from WetFeet, Inc., a recruitment solutions provider in San Francisco, California, found that more than 50 percent of job seekers have become interested in working for a company based on a visit to its Web site, and that nearly one fourth have rejected a company because of a Web site visit.

HR can assess its company Web site with focus groups consisting of people unfamiliar with the site and/or company. Ask questions like:

• Could you find the Careers section easily?
• Was it easy to apply for a job on-line?
• Did you get a good feel for the job responsibilities, as described in position descriptions?
• Did you understand our company culture?

HR can review the best practices associated with Internet recruiting in reports like the iLogos study Value Creation Through Corporate Career Web Sites (February 2003) or Corporate Recruiting Websites 2003 by WetFeet.

Though it's a good idea to look for candidates through company Web sites, niche job boards and specialized search firms, it's also wise to spend more time seeking out passive candidates. Active job seekers account for most hires, but research from WetFeet estimates that there are three times as many passive as active candidates—even when the definition of "passive candidate" is narrowed to include only those individuals who aren't looking for work but would actually be open to accepting a new job.

WetFeet's Recruitment Marketing Strategies: Building Employer Brands That Attract Talent (2000) suggests three ways to attract passive candidates:

• Generate awareness of your company, perhaps through Web sites, campus visits, and employee referrals.
• Advertise, using both employment and generalized, non-employment ads.
• Initiate media attention that focuses on positive news about the company.

All three methods are also strategies companies use in branding campaigns. Large companies understand the importance of branding, and small companies may want to follow the same strategy.

HR can work with marketing to create announcements, ads and logos that reflect their company and its best qualities—then make sure to put that message on any media associated with the company. Over the long term, branding and becoming an employer of choice will make recruiting easier as potential candidates begin to recognize and respect your company as soon as they hear its name.

Once recruiters find viable candidates, HR may find it advantageous to give these potential employees a hands-on experience with the company. "If businesses aren't located in big cities, it can be difficult to get people to visit your facility," says Julie Bryant, VP of Sales and Business Development at GeneGo Inc., in New Buffalo, Michigan. "But if you can do that, they might change their minds once they're there."

Schedule visits for advantageous times, if possible. Warm climates will be welcome relief in winter to a northern visitor versus their sometimes sweltering counterpart in the summer, for instance. Be aware of the natural beauty in your area and invite candidates to enjoy it at its peak, or take advantage of festivals and cultural events to show off your location.

"We focus on college students," says Owens. "It's easier to convince people who are going to have to move anyway, to move here. We visit campuses and so on to make sure they consider us when it's time to look for a job."

Here are other suggestions for both long and short-term recruiting strategies:

• Offer internships. Eager young students who jump at an internship opportunity may either stay with, or come back to, your company later.
• Consider sponsoring international workers through H1-B visas.
• Track mergers and downsizings in your industry to see who might become available as a result.
• Network through business groups, associations, industry functions/expos and chat rooms.
• Let vendors and other business associates know when you are looking for personnel.
• Help candidates understand advantages of the location in terms of a lower cost of living, inexpensive housing, low crime rates, and local amenities.
• Partner with free or low-cost recruiting sources, like outplacement firms or state manpower or workforce development services.

Create Partnerships

When Michigan received its tobacco settlement money, the state "wanted to grow strengths beyond automotive manufacturing," says Owens. "We wanted to put dollars into an industry that had a good chance of being successful; in 1999 we worked through government, universities, and the private sector to establish the Michigan Life Sciences Corridor."

The state began its initiative by reviewing over 500 proposals through which to disperse $50 million in funds. The state worked closely with employers to help find qualified employees, and even gave grants to staffing agencies for this purpose. Today the state's life science economy is a $2 billion industry, encompassing 300 firms and 20,000 workers.

Owens says that government involvement has been important to the initiative's success. "People are looking for financial commitment from the government; researchers come in and want to start up their own companies, and they want to make sure there's stability."

Other states have used tobacco money in a similar fashion, improving their workforces and partnering with universities and businesses to create positive business climates. Even before tobacco settlements, other geographical areas created research pockets that attracted companies, funding, and employees. Smaller cities benefit from these efforts, since their proximity to jobs and facilities make them desirable places to live.

Concentrate on the Positive

Recruiting outside a big city usually boils down to a matter of method, with the right candidate meeting the right job through the right approach. "Don't limit yourself to the past," says Chadwick, "but think outside the box when it comes to recruiting and getting the word out about your company."

Carla Joinson is a Stafford, Va.-based writer specializing in human resources and management topics.