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