This article is for those who want to be professional Recruiters and it's a wake up call for all other agencies, search firms, in-house recruiting departments, and business owners who want to benefit from the expertise of their recruiter(s).
There's a vast range of skill and understanding at play throughout the recruiting industry today. Fundamental, basic recruiter skill training is painfully absent. The only way to tell the skill level of someone who claims to be a Recruiter is with an interview and specific check list.
Did you know there is a 60% - 90% turnover rate in staffing agencies and search firms for new recruiters with under six months of experience? Are the corporations who use these services supposed to believe their ‘experts’ don’t know how to identify and screen candidates in their own industry? The whole recruiting industry suffers from a credibility issue when turnover rates reach such staggering levels. Why does this embarrassingly high turnover remain business as usual? (Hint: lack of training and ongoing mentoring.)
Did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%.
There are a few constructive conclusions I can draw from this data that's woven into my background and understanding of executive recruiting, risk management, and operating several businesses over the past 25 years.
1. Recruiting skills are not to be mistaken for recruiting tools. Job boards, ATS (application tracking software), memberships in associations, etc. are tools, not recruiting skills. Lack of sound recruiting methods costs companies billions of dollars each year.
2. If you're a professional recruiter, take charge of your career and your success and invest in training yourself. If your company gave you a desk and a phone and said, “work hard and you’ll make a lot of money”, don’t believe it! Don’t be an unnecessary casualty of lazy, poor management. There are a number of solid training courses to develop the skills you need to establish a method to make placement after placement. Training will help you improve your results. Do it today!
This is your profession. Don’t fail or lose out on income because you stepped into a revolving door mentality in a staffing agency or search firm office. You know first hand that companies view candidates as a portfolio of skill sets and the more skills one has, the greater their value. The investment in training will be in your self. Your job satisfaction, effectiveness, paychecks, peace of mind and self-esteem will increase.
Corporate in-house recruiters suffer tremendous frustration from lack of training in the basic principles and methods Executive Recruiters use. Many in-house recruiter positions are glorified clerical spots, with great, unmet expectations. They are recruiters in name only. While it's understandable that upper level executives can clearly see the value in eliminating or reducing costs for outside recruiters, it's silly to think their companies will benefits from a recruiter with no understanding of how recruiters’ get the job done.
The majority of recruiters have no clue how to utilize 100% of the candidate marketplace vs. the 20% reached by ads alone. There's more to recruiting than resume diving. If you're an HR Manager, help your company by making an investment in recruiter training for every person involved in the hiring process. Investing in training programs for in-house recruiters also means that should a recruiter leave, the materials for recruiting remain for the next recruiter to utilize.
When Staffing Agencies and Search Firms take a few days up front to train every recruiter who walks in the door, even if it's a refresher course, the company benefits on multiple levels. Applying risk management principles has proven throughout all business that reducing the risk of loss, SAVES companies money and also MAKES them piles of money as well.
It’s that simple. Longevity of staff members means less ad costs, less interviewing, less down time, less time spent on orientations, less business interruptions, fewer mistakes, reduced frustration on the part of those continuously picking up the slack from vacancies, and less chaos to name a few benefits.
Longevity also means, more cohesiveness of effort is possible. More placements will be made and people can enjoy their job! Less stress, less frustration, more money, and better service can be delivered faster, smarter. A strong team, which everyone says they want, can actually have a chance to materialize when the expertise of everyone is raised to a higher professional level.
When recruiters in an office all use the same methods, they have more trust in co-workers because they know the same principles and methods will be used on every search and issues of personality or ‘sloppy’ practices are no longer a concern. One recruiter can assist another at any point in the process if needed.
The number of industries who utilize standard practices is countless. Take Home Inspectors. There has been a standardization of items to check in a home during an inspection that has been in effect for decades. The Associations Home Inspectors belong to demand their members take continuing education courses every year to keep their good member standing.
Credibility is enhanced and production increases with training.
The recruiting industry is evolving quickly. This fantastic profession impacts businesses like never before. If you've never invested in a recruiter training program, do so today. There's greater and greater competition for top talent. Please don't try to 'wing it' when it comes to your career or the success of your business.
We train Recruiters. visit us at http://www.toprecruitersecrets.com
Friday, October 12, 2007
Tuesday, October 2, 2007
How to be a Great Recruiter - It's Easier than You Think!
What do Great Recruiters do to make them so 'Great'? I'll start with my definition of 'Great' as it relates to recruiting. Great Recruiters, in my opinion, always: 1. Make placements efficiently and quickly using sound, proven, ethical methods. 2. Manage their time by focusing first on the activities that propel the placement toward the job offer/acceptance.
Great Recruiters thoroughly understand every step of the placement process and how to skillfully execute each step. They understand their "Headhunter power" and use it seemingly effortlessly to guide every participant's (client's and candidate's) actions toward the placement.
If they use the assistance of others to make a placement faster, Great Recruiters (GR) train their assistants to perform those tasks exactly like the Headhunter themselves would.
How do GR make placements whenever they want? They certainly don't leave anything to chance.
#1. GRs take complete Job Orders, every time. They don't assume they know what the hiring manager wants, even if they've made multiple placements with that client.
They make it their goal to understand exactly what the client 'requires' to hire a candidate and differentiate those qualities from what they 'prefer' to have in the desired candidate.
If a client has too many 'requirements', Great Recruiters start a discussion and create added value as they offer advice as a Consultant. GRs establish trust and credibility with insightful, superior questions. They step up as the expert when it comes to recruiting. They are after win-win results.
Their marketing plan is simple. They know how to get a search quickly. They graciously back away from searches they know they don't really want and focus on clients they like and who will 'work well' with the GR. They don't wear themselves out with unproductive activity. If a client doesn't want to pay their fee after the GR explains their value, they move on to a client who depends on that value.
"Work well" means;
1. The client takes the GRs phone calls every time because the GR does not waste their client's time.
2. Clients re-arrange their schedule if needed to fit in an exceptional candidate.
3. They trust and rely on the GRs advice and make job offers quickly, if the situation calls for action. (GRs create a sense of urgency so the need for action is always there!)
When GRs search for candidates, they typically go directly to their contacts who know where their "exact best candidate" is located. If the GR is relatively new, they may use a resume to jump start their search.
My success mantra is: Since the best people are generally employed at what they do best and not looking for a job, I must go to them and present them with an exceptional opportunity.
Grs use, 'third party refferals' to find the best passive candidates, and are 'full cycle' Recruiters. Grs never rely on stale resumes and they don't care if their candidate even has a resume. (Shocking, I know.)
While much of the recruiting world is enthralled with resumes and acts like they cannot make a move without one, GRs send great candidates out on interviews!
As a Consultant and Expert, they 'describe' exactly what their client needs to know about the candidate. (They also make sure relevant facts are Always True!) No resume is needed for two people to talk. If the 'magic' exists, a resume can be produced; and more often than not, it's not needed.
Example: Meg Whitman, the President and CEO of EBay has held that position for over ten years. On a recent TV Special about EBay, she mentioned she receives many calls from Headhunters (calls she takes) and one particular Headhunter had a position that truly enticed her.
Whitman went on an interview(s) to be the head of the Disney operations. Do you think she stopped to type up a resume before she went in for a visit or do you think the Headhunter was able to relay the relevant facts about her background?
Meg Whitman said Disney was the only employer she would consider leaving EBay for and as it turns out, she's not leaving her position. (We don't know if she turned an offer down or was not the Disney 'Chosen One'.) I can tell you this though...it was a GR who made one simple call to Whitman, a happily employed candidate, and found out HE represented that one employer on the planet she'd consider.
He had the conversation he's had a thousand times before. The point is: 80% of Recruiters are diving through resumes that represent only 20% of all candidates.
Moving on: A candidate must qualify and must have sound motivation for accepting an offer from a new employer before they are considered a viable candidate.
In my own experience, I always call candidates who are doing the job in question already for a competitor. I don't bother with job boards (another article). I usually find a great candidate within 13 - 20 phone calls. I schedule the in-depth, qualifying interview with myself, then repeat the process until I have two or three candidates.
A client who is willing to pay a substantial fee deserves a focused effort. GRs present a candidate within 72 hours of taking the Job Order. At the least they let their client know what is happening and provide a realistic time frame to expect their next employee to come in for a visit. (Some positions do take weeks or possibly months, but that too is another topic.)
Grs never send out the unqualified, under-qualified, or a plain poor match. Nothing disappoints a client more than ignoring their needs. The art of Recruiting lies with the ability to firmly control each phase of the placement process. It is done with kindness, listening, and questions.
Grs aren't afraid to 'take away' an opportunity from an uncooperative candidate. They are direct. "There's stiff competition for this position, John. While you have an impressive background, I feel you may not be ready to make this move. I'll give you a call when an assignment develops that incorporates your background and maybe the timing will be right for you then." If the candidate starts to fight for the position, re-qualify, and discuss any hidden issues, not previously voiced.
If a client starts to drag their feet about making an offer, GRs bring up the subject and reserve the option of 'taking the candidate away' by sending that talented candidate to another, perhaps more appreciative, client. Grs let their client know what's happening and if the client wants a great candidate they need to get serious and make an offer.
The goal is to make placements. By being honest and fair to everyone involved with the process GRs keep the egos and feelings of those they relate to on an even keel. GRs get their fees because they keep sending great candidates on interviews for positions they are well qualifed to perform.
Grs mean business and they communicate that message with their authority, demeanor, enthusiasm, recruiter skills, and expertise. Grs have fun. Grs take things in stride, keep the tone light but focused, forgive and forget mistakes others (and themselves) may make in the process. And Grs use the excitement and high energy that surrounds the placement process to make more things happen.
Sending your client a very qualified, motivated, personable candidate within 72 hours of the Job Order does more for a GRs credibility than anything else. It also makes Great Recruiters wealthy.
We train Great Recruiters. The first step: Get training in your profession. http://www.toprecruitersecrets.com
Great Recruiters thoroughly understand every step of the placement process and how to skillfully execute each step. They understand their "Headhunter power" and use it seemingly effortlessly to guide every participant's (client's and candidate's) actions toward the placement.
If they use the assistance of others to make a placement faster, Great Recruiters (GR) train their assistants to perform those tasks exactly like the Headhunter themselves would.
How do GR make placements whenever they want? They certainly don't leave anything to chance.
#1. GRs take complete Job Orders, every time. They don't assume they know what the hiring manager wants, even if they've made multiple placements with that client.
They make it their goal to understand exactly what the client 'requires' to hire a candidate and differentiate those qualities from what they 'prefer' to have in the desired candidate.
If a client has too many 'requirements', Great Recruiters start a discussion and create added value as they offer advice as a Consultant. GRs establish trust and credibility with insightful, superior questions. They step up as the expert when it comes to recruiting. They are after win-win results.
Their marketing plan is simple. They know how to get a search quickly. They graciously back away from searches they know they don't really want and focus on clients they like and who will 'work well' with the GR. They don't wear themselves out with unproductive activity. If a client doesn't want to pay their fee after the GR explains their value, they move on to a client who depends on that value.
"Work well" means;
1. The client takes the GRs phone calls every time because the GR does not waste their client's time.
2. Clients re-arrange their schedule if needed to fit in an exceptional candidate.
3. They trust and rely on the GRs advice and make job offers quickly, if the situation calls for action. (GRs create a sense of urgency so the need for action is always there!)
When GRs search for candidates, they typically go directly to their contacts who know where their "exact best candidate" is located. If the GR is relatively new, they may use a resume to jump start their search.
My success mantra is: Since the best people are generally employed at what they do best and not looking for a job, I must go to them and present them with an exceptional opportunity.
Grs use, 'third party refferals' to find the best passive candidates, and are 'full cycle' Recruiters. Grs never rely on stale resumes and they don't care if their candidate even has a resume. (Shocking, I know.)
While much of the recruiting world is enthralled with resumes and acts like they cannot make a move without one, GRs send great candidates out on interviews!
As a Consultant and Expert, they 'describe' exactly what their client needs to know about the candidate. (They also make sure relevant facts are Always True!) No resume is needed for two people to talk. If the 'magic' exists, a resume can be produced; and more often than not, it's not needed.
Example: Meg Whitman, the President and CEO of EBay has held that position for over ten years. On a recent TV Special about EBay, she mentioned she receives many calls from Headhunters (calls she takes) and one particular Headhunter had a position that truly enticed her.
Whitman went on an interview(s) to be the head of the Disney operations. Do you think she stopped to type up a resume before she went in for a visit or do you think the Headhunter was able to relay the relevant facts about her background?
Meg Whitman said Disney was the only employer she would consider leaving EBay for and as it turns out, she's not leaving her position. (We don't know if she turned an offer down or was not the Disney 'Chosen One'.) I can tell you this though...it was a GR who made one simple call to Whitman, a happily employed candidate, and found out HE represented that one employer on the planet she'd consider.
He had the conversation he's had a thousand times before. The point is: 80% of Recruiters are diving through resumes that represent only 20% of all candidates.
Moving on: A candidate must qualify and must have sound motivation for accepting an offer from a new employer before they are considered a viable candidate.
In my own experience, I always call candidates who are doing the job in question already for a competitor. I don't bother with job boards (another article). I usually find a great candidate within 13 - 20 phone calls. I schedule the in-depth, qualifying interview with myself, then repeat the process until I have two or three candidates.
A client who is willing to pay a substantial fee deserves a focused effort. GRs present a candidate within 72 hours of taking the Job Order. At the least they let their client know what is happening and provide a realistic time frame to expect their next employee to come in for a visit. (Some positions do take weeks or possibly months, but that too is another topic.)
Grs never send out the unqualified, under-qualified, or a plain poor match. Nothing disappoints a client more than ignoring their needs. The art of Recruiting lies with the ability to firmly control each phase of the placement process. It is done with kindness, listening, and questions.
Grs aren't afraid to 'take away' an opportunity from an uncooperative candidate. They are direct. "There's stiff competition for this position, John. While you have an impressive background, I feel you may not be ready to make this move. I'll give you a call when an assignment develops that incorporates your background and maybe the timing will be right for you then." If the candidate starts to fight for the position, re-qualify, and discuss any hidden issues, not previously voiced.
If a client starts to drag their feet about making an offer, GRs bring up the subject and reserve the option of 'taking the candidate away' by sending that talented candidate to another, perhaps more appreciative, client. Grs let their client know what's happening and if the client wants a great candidate they need to get serious and make an offer.
The goal is to make placements. By being honest and fair to everyone involved with the process GRs keep the egos and feelings of those they relate to on an even keel. GRs get their fees because they keep sending great candidates on interviews for positions they are well qualifed to perform.
Grs mean business and they communicate that message with their authority, demeanor, enthusiasm, recruiter skills, and expertise. Grs have fun. Grs take things in stride, keep the tone light but focused, forgive and forget mistakes others (and themselves) may make in the process. And Grs use the excitement and high energy that surrounds the placement process to make more things happen.
Sending your client a very qualified, motivated, personable candidate within 72 hours of the Job Order does more for a GRs credibility than anything else. It also makes Great Recruiters wealthy.
We train Great Recruiters. The first step: Get training in your profession. http://www.toprecruitersecrets.com
Monday, October 1, 2007
Three Big Mistakes Recruiters Make that Cost them Thousands!
There are actually a lot more than three common mistakes Recruiters make that take money out of their pockets. These three mistakes slow down a Recruiter's productivity so they're my prime targets. Let's get started.
#1. Recruiters who depend on Job Boards as their primary source to find candidates are losing out big-time.
#2. Recruiters who focus on finding the 'perfect resume' in their system are wasting valuable time.
#3. Sending resumes to a hiring manager is probably the least efficient and best way to kill the chance of a placement! It diminishes your power as a Head Hunter. (Give my way a try and watch your production increase and your effort decrease!)
If you detected the common theme here as misuse of resumes in general - 10 points to you!
In becoming a really good Recruiter, if you're letting pieces of paper, with words and partial information rule your life, you're doomed. Recruiters are not paper pushers! They are EXPERTS and Consultants who bring together employers and candidates for mutual benefit. How well the job is down depends on the Recruiter's skill.
So what should a Head Hunter do instead? Glad you asked.
First. Recruiters need to understand their 'Executive Recruiter Power', which is considerable, and their role as the central force and manager of making placements happen.
Second. They must understand the 2 - 4 absolute REQUIREMENTS a hiring manager will need to see in a candidate in order to make that person a job offer. Recruiters must also understand the difference between what is 'required' and what is 'preferred' in a candidate. At that point the hunt can begin.
Third. Successful Recruiters pick up the phone more. This is the fastest way to find the most qualified candidate, believe it or not. Some employers and agencies are all about bringing 'bodies' in the front door.
What they're doing is wasting the time (a whole day in some cases) of many people, and making candidates mad. An angry candidate is not likely to trust you, the Recruiter, respect you, or cooperate with you when you want to expect it most. It's an archaic practice from the dark ages of, "throw everything against the wall and see what sticks."
You'll have an incredible advantage when you learn how to approach potential candidates directly. This crucial skill follows a defined method and series of small goals embedded into every conversation. If the first person you call does not qualify, ask them for names of someone, "Who may be interested in taking a step up in their career".
Use the resumes from job boards as a spring board to contact people in the industry. Generally, a solid candidate can be found in 13 - 20 phone calls. Often it takes fewer calls to locate a qualified candidate.
Schedule the second call with this candidate as an in-depth interview with yourself. If the candidate truly qualifies, complete at least one reference check, confirm the most relevant facts and prepare to call the hiring manager.
When you call the hiring manager, present the candidate, facts first, that relate directly to the requirements of the position.
"Hi Sally, I've located a great candidate for you. They are currently employed but can come in for an interview in the next 48 hours. Do you have a pen?" (Present the FACTS).
"You said you REQUIRED a candidate have at least three years of experience. This candidate has 6 years experience in mortgage banking as a Loan Originator. You also stated you needed a person who could close 2 - 3 million dollars a month. This person exceeds that requirement. She closes between 5 & 7 million dollars in loans a month. She has solid relationships with about 18 - 20 realtors and is comfortable with VA, FHA, and conventional loans as well as Jumbo and self-employed scenarios. About 10% of her business is re-fi's. She also has a four year degree in business from CU." "As you can see, she's exactly what you asked for and more. Would you have time to see her tomorrow afternoon at 3pm?"
Presenting a candidate, facts first, lets you set the stage and builds anticipation and urgency. The employer hears, "Your problem has been solved!" Before your candidate walks in the door there is a positive expectation.
The Recruiter should be in control of the process as that's the most efficient way to fill positions and make the most money if you're paid on commission.
Occasionally, a manager will ask to see the resume. Your answer: "This candidate is working at what she does best. She was not looking for a job when I contacted her and does not have a resume prepared. I have verified key facts about her background and checked one (or two, or three) of her references. In fact, here's a summary of what her reference said....If you want to proceed with making an offer after you two meet, we can always put together a resume first, if you feel it's necessary."
Making successful placements is about focusing on activities that will result in a qualified candidate talking to a hiring manager with a desperate need to fill an open position. It's that simple. In the above example I have skipped a few steps and summarized in generalities with the intention of conveying the need for Recruiters to learn the process and the basic skills related to managing that process smoothly.
When the Recruiter takes charge, the others involved follow their lead because the Recruiter is doing what THEY do best. Credibility, trust, and respect are created with the right questions, careful listening, and knowledgeable guidance.
Avoid making the common mistakes related to the handling of resumes by viewing resumes as a tool and sharpening your recruiter skills. Sound recruiting skills will propel your career forward.
We train Recruiters. visit us at: http://www.toprecruitersecrets.com
#1. Recruiters who depend on Job Boards as their primary source to find candidates are losing out big-time.
#2. Recruiters who focus on finding the 'perfect resume' in their system are wasting valuable time.
#3. Sending resumes to a hiring manager is probably the least efficient and best way to kill the chance of a placement! It diminishes your power as a Head Hunter. (Give my way a try and watch your production increase and your effort decrease!)
If you detected the common theme here as misuse of resumes in general - 10 points to you!
In becoming a really good Recruiter, if you're letting pieces of paper, with words and partial information rule your life, you're doomed. Recruiters are not paper pushers! They are EXPERTS and Consultants who bring together employers and candidates for mutual benefit. How well the job is down depends on the Recruiter's skill.
So what should a Head Hunter do instead? Glad you asked.
First. Recruiters need to understand their 'Executive Recruiter Power', which is considerable, and their role as the central force and manager of making placements happen.
Second. They must understand the 2 - 4 absolute REQUIREMENTS a hiring manager will need to see in a candidate in order to make that person a job offer. Recruiters must also understand the difference between what is 'required' and what is 'preferred' in a candidate. At that point the hunt can begin.
Third. Successful Recruiters pick up the phone more. This is the fastest way to find the most qualified candidate, believe it or not. Some employers and agencies are all about bringing 'bodies' in the front door.
What they're doing is wasting the time (a whole day in some cases) of many people, and making candidates mad. An angry candidate is not likely to trust you, the Recruiter, respect you, or cooperate with you when you want to expect it most. It's an archaic practice from the dark ages of, "throw everything against the wall and see what sticks."
You'll have an incredible advantage when you learn how to approach potential candidates directly. This crucial skill follows a defined method and series of small goals embedded into every conversation. If the first person you call does not qualify, ask them for names of someone, "Who may be interested in taking a step up in their career".
Use the resumes from job boards as a spring board to contact people in the industry. Generally, a solid candidate can be found in 13 - 20 phone calls. Often it takes fewer calls to locate a qualified candidate.
Schedule the second call with this candidate as an in-depth interview with yourself. If the candidate truly qualifies, complete at least one reference check, confirm the most relevant facts and prepare to call the hiring manager.
When you call the hiring manager, present the candidate, facts first, that relate directly to the requirements of the position.
"Hi Sally, I've located a great candidate for you. They are currently employed but can come in for an interview in the next 48 hours. Do you have a pen?" (Present the FACTS).
"You said you REQUIRED a candidate have at least three years of experience. This candidate has 6 years experience in mortgage banking as a Loan Originator. You also stated you needed a person who could close 2 - 3 million dollars a month. This person exceeds that requirement. She closes between 5 & 7 million dollars in loans a month. She has solid relationships with about 18 - 20 realtors and is comfortable with VA, FHA, and conventional loans as well as Jumbo and self-employed scenarios. About 10% of her business is re-fi's. She also has a four year degree in business from CU." "As you can see, she's exactly what you asked for and more. Would you have time to see her tomorrow afternoon at 3pm?"
Presenting a candidate, facts first, lets you set the stage and builds anticipation and urgency. The employer hears, "Your problem has been solved!" Before your candidate walks in the door there is a positive expectation.
The Recruiter should be in control of the process as that's the most efficient way to fill positions and make the most money if you're paid on commission.
Occasionally, a manager will ask to see the resume. Your answer: "This candidate is working at what she does best. She was not looking for a job when I contacted her and does not have a resume prepared. I have verified key facts about her background and checked one (or two, or three) of her references. In fact, here's a summary of what her reference said....If you want to proceed with making an offer after you two meet, we can always put together a resume first, if you feel it's necessary."
Making successful placements is about focusing on activities that will result in a qualified candidate talking to a hiring manager with a desperate need to fill an open position. It's that simple. In the above example I have skipped a few steps and summarized in generalities with the intention of conveying the need for Recruiters to learn the process and the basic skills related to managing that process smoothly.
When the Recruiter takes charge, the others involved follow their lead because the Recruiter is doing what THEY do best. Credibility, trust, and respect are created with the right questions, careful listening, and knowledgeable guidance.
Avoid making the common mistakes related to the handling of resumes by viewing resumes as a tool and sharpening your recruiter skills. Sound recruiting skills will propel your career forward.
We train Recruiters. visit us at: http://www.toprecruitersecrets.com
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