Managing corporate treasury is hard work. An organization'sfinancial success depends on smart treasury professionals who haveboth the expertise to develop solutions for today's complexfinancial challenges and the communication skills necessary to beambassadors of the business.

It's no wonder, then, that finding the right talent for treasuryjobs is hard, too.

Organizations face two hurdles in recruiting corporate treasuryprofessionals: First, they need to stand apart from the crowd ofcompanies across every industry competing for the attention of thesmall pool of skilled candidates. Second, these organizations needto identify the candidates who not only check off all the technicaljob requirements, but also bring unique perspectives and strategicthinking to the table.

Here are seven tips for solving the corporate financerecruitment dilemma—to both distinguish your organization and helpyou find distinguished candidates.

1.  Prioritize strategicthinking.

A generation ago, corporate treasurers performed basictransactional and administrative duties. But the modern corporatetreasurer does a lot more strategic thinking about anorganization's standing in the global business landscape. Thanks inlarge part to technology advancements, corporate treasurers canspend less time processing financial information and more timesolving problems and making decisions about the business.

This means that treasury recruitment shouldn't focus only onfinding candidates with the right technical qualifications.Recruiters should look for candidates who possess a globalperspective and are forward-looking.

Employee referrals are a great way for the strategic thinkers acompany currently has on staff to recommend strategic thinkers they've previously workedwith and respect.

Then, during the interview, managers should aim to evaluate acandidate's strategic thinking skills. Simply asking candidates tosay they're strategic thinkers isn't sufficient. Instead, hiringmanagers should ask them to demonstrate their skills. Ask them toreview a strategic plan and offer suggestions, or give them a realproblem that the treasury team might work to solve. And if acandidate describes a time they've utilized strategic thinking inthe past, have them explain measurable outcomes.

Likewise, as a rule of thumb, be wary of candidates who show toomuch focus on tactical goals like cost savings. Strategic thinkerswill also emphasize any revenue-generation activities they wereinvolved in.

2.  Look for stellar communication skillsduring the interview.

Strategic thinking isn't the only "soft skill" that treasuryprofessionals need today. Communication has become anothermust-have in this line of work.

According to a report from financial markets data providerRefinitiv, the financial crisis of 2008 necessitated that corporatetreasury teams shift from their back-office silo to become a keyvoice in company boardrooms. Treasurers need to be able to explaincomplex financial issues in plain English so that decision-makersare well-informed on strategic business issues.

Treasury leaders also need excellent communication skills to besuccessful in managing their treasury staff.

A carefully tailored interview process is the best way toidentify people-savvy finance professionals. Hiring managersspeaking with a candidate need to question characteristics beyondstrategy and treasury-specific experience. They should ask aboutcandidates' management style, how they've worked with internal andexternal decision-makers, and how they've articulated complicatedfinance situations in the past.

3.  Sit candidates down with their futurecolleagues.

Corporate treasury professionals are busy; it's challenging tofind time in their schedules for things that don't relate directlyto managing the organization's financial risks. But collaborationwith both internal and external stakeholders is an essential partof the job.

Cultural fit is an extension of a candidate's communicationskills, and the only way to find out if a person is a good match isby sitting them down with the full treasury team. If it's possibleduring the recruitment timeline, give candidates a chance to get toknow staff members. Whatever candidates have to say duringinterviews about their history of strong communication should bedemonstrated in the conversations with their future colleagues.

Such meetings have benefits for the prospective hires, as well.Before accepting an offer, top candidates want to feel confidentthat they'll be working with like-minded professionals.

4.  Highlight the company's tech offerings andflexible work policies.

Cutting-edge technology and flexible work policies are twoincentives that are enticing to top candidates. They especiallyappeal to millennials, who now hold the generational majority in theworkforce. And they're no longer just in entry-level positions;in 2020, millennials are workers aged 24 to 39.

So, what might it look like to entice these prospective workerswith tech? Hiring managers should tell candidates how the company'ssystems can elevate their strategic thinking. For example,technologies like artificial intelligence (AI), machine learning,and robotic process automation (RPA) can make treasuryprofessionals' work more efficient, transparent, and meaningful byeliminating frustrating manual tasks. As a treasury functionintegrates new technologies that facilitate more analysis andinnovation, managers should make sure those changes are captured injob descriptions and interview conversations.

Another top incentive for many candidates is flexibility in workschedules. But even though more and more job seekers want flexiblework policies, there's a gap between supply and demand. A Harvard Business Review survey found that while96 percent of U.S. professionals want flexibility, only 47 percenthave access to the flexibility they need.

Companies that offer flexible work schedules should call outthat policy in job descriptions, interviews, and overallrecruitment messaging. This will appeal to candidates at everylevel. Millennials may not even consider a job unless it offersopportunities to work remotely. Meanwhile, senior-level candidateslooking to better balance work and family may be looking to leavetraditional work hours behind, as well.

Companies that don't offer a flexible work environment shouldconsider that future generations of job seekers are likely toprioritize this incentive.

5.  Embed purpose beyond the company's corelines of business.

Purpose can be a major differentiator among organizations,particularly those that are hoping to attract mission-drivenmillennial talent. Top candidates are often impact-oriented: Theywant to have a positive impact on the organization they work for,and they want their organization to have a positive impact on theworld.

A company's products or services might make the world a betterplace—but they're not the only way hiring managers can demonstratepurpose to job candidates. Corporate social responsibility (CSR) isbecoming a priority for many employees and companies, and anincreasing number of executives are choosing to support social andenvironmental causes outside of the work theirorganization does directly. If a company produces a CSR report, orany kind of summary of the ways the organization gives back to thecommunity, those materials should be included in recruitmentcommunications.

For companies that don't have formalized CSR initiatives, oneway to both integrate social impact into recruiting and add apersonal touch is meaningful gift-giving. Sending candidates a giftsourced from a company that is making a positive impact—such as afood basket that provides employment to survivors of abuse, abackpack created from recycled materials, or a tumbler whosemanufacturers provide jobs to individuals with disabilities—canemphasize the organization's focus on purpose. By emphasizing waysin which the company is giving back, a hiring manager might attractmission-driven candidates who do not initially find the corporateidentity particularly appealing.

6.  Provide mentorship and opportunities forcareer growth.

Two major differentiators for job seekers across every industryare opportunities for advancement and for mentorship. According toa Harvard Business Review poll, millennials want careerpath coaching, mentorship, and access to professional developmentopportunities. Fortunately, support from longer-tenured staffmembers is a resource that most organizations can provide. If thecompany doesn't already have such a system in place, considerassigning junior-level hires to a more experienced mentor, whetherthrough a structured mentoring program or an informal monthlycoffee chat.

Top candidates want to know how they will be able to grow at anorganization, and mentorship is a key part of that. Describingthese opportunities is appropriate in recruitment messaging.

Leadership and advancement opportunities are another keycomponent of recruitment advertising. If there's anythingmillennials love more than flexible work schedules and mentorship,it's a clear career path: In a recent survey, 69percent of millennial professionals cited a clear path forprogression in the company as the single most important factor inkeeping them engaged.

7.  Make sure recruitment complementsretention.

The war for talent doesn't just mean that treasury organizationsare fighting to attract top talent. They're also fighting to retainthose individuals.

The good news is that the recruitment process bolsters acompany's culture: Finding exceptional talent unlocks new levels ofinnovation and collaboration, in the treasury department andbeyond. Thus, the enticements that hiring managers communicate topotential hires should be the same tools that treasury leadersalready give current employees to help them succeed.

The future of business strategy hinges on having the rightthinkers and communicators to execute new solutions. It's crucialthat recruitment and retention strategies work hand in hand to findand equip the next class of corporate finance leaders.

Leeatt Rothschild is the founder andCEO of Packed with Purpose, a specialty giftingcompany with a social mission. The company handpicks uniqueproducts from purpose-driven organizations, such as granola made bywomen who are survivors of abuse, award-winning coffee made byadults with disabilities, premium chocolates whose maker usesproceeds to protect the rainforest, and more.