Recruiters, there's no need to panic just because the 'Experts' are talking gloom and doom recession chat. Yes, many people have lost their jobs in the past year. I think the estimate is about 2,000,000 jobs lost. Yes, the economy is shifting and adjusting. It's happened before and will happen again. This could be the best time to increase the number of clients you have and the number of candidates in your pool.
Whenever there are more people applying for the same job the truth is it becomes harder for employers to sift through their stacks of resumes for the best people. This is a great opportunity to expand your services! Maybe the times call for you adjust your fees or do a BOGO half price! Be creative. Talk with your customers. What's happening with them? Good employees are still the key to their survival.
Plant some ideas. If they are swamped with resumes and need three key people, negotiate your fee in a semi-contract-recruiter manner. Tell your client you'll come to them, sort through resumes, screen, and conduct the initial interviews providing them with quality candidates they need only interview and hire!
Maybe the fee for one to two weeks and 3 – 4 hires is $2,000. a week ($50. per hour) plus a bonus of $500. for each hire. You get cashflow and they get a fantastic value.
You've already proven your value to existing clients and by recognizing their 'cash crunch' issues or whatever their issue is, they still get valuable services their company desperately needs and you plow through the recession ready to emerge stronger and better.
It's okay to be creative and think in terms of helping your customers stay in business. They'll appreciate your flexibility and ability to still solve their problems.
Explore other industries and small businesses that are growing. You already know the process, all you need are the key words used in that industry to expand your business base. This is one of the things that makes recruiting such a great industry.
Use this time to tap into hundreds, maybe thousands of new candidates. Exceptional candidates are always bankable. Stock up on contacts and be sure to get two to five names of others from your new contacts.
Keep active. Analysis/paralysis is always an income killer. Turn off the news and stay on the phone. Don't join in any doom and gloom talk. Keep offering your services. It's human nature that the weak attitudes and weak thinkers in the recruiting profession will likely do themselves in by their own inactivity and, “what's the use?” mentality. Again, this is good news for you!
Day by day, week by week, keep putting one foot in front of the other doing all your regular recruiting duties and ask yourself everyday, “What can I offer my clients that will help them today?” Stay open and flexible and the money will continue to flow. When the “Experts” declare the recession is over, odds are you'll have to start thinking of hiring a buch of new recruiters yourself to keep up with your new business!
We train Recruiters. visit us at "Top Recruiter Secrets"
Thursday, December 18, 2008
Monday, October 6, 2008
Executive Recruitment - Learn How To Recruit The Best Candidates!
Executive Recruiters excel at finding the best candidate for a position vs. the most available one. A good Recruiter should not blanket their client with resumes. No. They should earn their fee by taking that stack of resumes and doing their job. Their job is to find the candidate who best fits their clients' culture and has the required skill sets.
Far too many people in the industry call themselves Recruiters but lack the specific skill sets that distinguish the real pros. The remarkable thing is any HR department, or person who finds themselves saddled with recruiting responsibilities can gain those skill sets and strategies with training.
If you find yourself with a stack of resumes, my advice is pick out a few of the promising ones (don't read the entire stack – it's a time waster) and then pick up the phone. Resumes are a primitive tool, in my opinion, and no substitute for a conversation. The guy with the best resume may come across as completely offensive.
If you don't know what questions to ask to qualify a candidate quickly, you'll spend countless hours running in circles. There's nothing worse than finding an excellent candidate who would never consider the position you have to offer! How do you avoid this unfortunate, egg on your face, situation? By getting the basic training all Recruiters need.
There is an ebb and flow, or natural rhythm to the recruiting process. It's not hard if you know what to ask and when to ask the right questions.
One thing new Recruiters fail to understand (another time killer) is how to talk with the hiring manager (decision maker) for a full understanding of what will make that manager say, “Yes, make that candidate an offer!” It's the Recruiter's responsibility to clarify the short list of requirements before they talk with the first candidate. This is an important step.
Matching great candidates with good employers is easy when one understands and follows the recruiting process. Outsiders often look at what Recruiters do and think, “Piece of cake! I can do that.” It's true, they probably can do the job. What is also true is they will be efficient and effective only after they learn the process and master the key skills needed to do the job well.
Executive Recruitment is a high paying, fascinating, rewarding profession once one takes the time to approach the position as a professional. Get training before you make your first call or agree to your first assignment and success will shower your efforts with an array of rewards.
We train Recruiters! For more information visit "Top Recruiter Secrets"
(Don't forget to check out current articles from 2013!)
Far too many people in the industry call themselves Recruiters but lack the specific skill sets that distinguish the real pros. The remarkable thing is any HR department, or person who finds themselves saddled with recruiting responsibilities can gain those skill sets and strategies with training.
If you find yourself with a stack of resumes, my advice is pick out a few of the promising ones (don't read the entire stack – it's a time waster) and then pick up the phone. Resumes are a primitive tool, in my opinion, and no substitute for a conversation. The guy with the best resume may come across as completely offensive.
If you don't know what questions to ask to qualify a candidate quickly, you'll spend countless hours running in circles. There's nothing worse than finding an excellent candidate who would never consider the position you have to offer! How do you avoid this unfortunate, egg on your face, situation? By getting the basic training all Recruiters need.
There is an ebb and flow, or natural rhythm to the recruiting process. It's not hard if you know what to ask and when to ask the right questions.
One thing new Recruiters fail to understand (another time killer) is how to talk with the hiring manager (decision maker) for a full understanding of what will make that manager say, “Yes, make that candidate an offer!” It's the Recruiter's responsibility to clarify the short list of requirements before they talk with the first candidate. This is an important step.
Matching great candidates with good employers is easy when one understands and follows the recruiting process. Outsiders often look at what Recruiters do and think, “Piece of cake! I can do that.” It's true, they probably can do the job. What is also true is they will be efficient and effective only after they learn the process and master the key skills needed to do the job well.
Executive Recruitment is a high paying, fascinating, rewarding profession once one takes the time to approach the position as a professional. Get training before you make your first call or agree to your first assignment and success will shower your efforts with an array of rewards.
We train Recruiters! For more information visit "Top Recruiter Secrets"
(Don't forget to check out current articles from 2013!)
Wednesday, September 3, 2008
Recruiter Training - Is The Recruiting Industry Saturated?
Recently someone asked me if the recruiting industry was saturated with Recruiters or was there just so much turnover because the job was so difficult? His question was prompted by the numerous recruiter training programs now available on line.
My answer: No the recruiting industry is not saturated! In fact did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? That's a staggering number that shows a great need for Recruiters! The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%. There is lots of room for professionals looking to make a career change into recruiting.
There is too much unnecessary turnover in our industry because training still lags behind the demand for good recruiters. If you're a new Recruiter and you're thrown into a position without training (it's done everyday of the week!) your chances of succeeding are limited. On the surface recruiting looks easy. It's not! Recruiting is about process and if you don't know the process and how to execute that process you're likely to watch deal after deal slip away. Ugh!
The answer is simple. If you're a Recruiter get some training! And once you start applying what you've learned you'll be discerning about what additional training you need. Ongoing education will help your income grow and keep growing. A contingency fee Recruiter can easily earn $60,000 - $120,000 a year. With some good organization and thoughtful assistance those numbers can double in a twinkle.
In-house Recruiters who have full cycle recruiting skills earn $65,000. - $95,000. I know in-house Recruiters who make $120,000. Good contract Recruiters make anywhere from $22. per hour to $65. per hour, depending on the industry.
My point is recruiting is a specialized skill. It's an art that uses a process. A Recruiter with good judgment, common sense, good communication and people skills and a desire to help clients, has no limits. Recruiting is a fun and challenging profession when one is armed with the necessary skills. We don't go to the dentist thinking this professional is going to 'wing it' when it comes to our treatment! Once you demonstrate to your clients you know what you're doing as a Recruiter you'll have to do less marketing because your loyal clients will depend on your services and come back again and again.
We train Recruiters. visit us at "Top Recruiter Secrets"
My answer: No the recruiting industry is not saturated! In fact did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? That's a staggering number that shows a great need for Recruiters! The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%. There is lots of room for professionals looking to make a career change into recruiting.
There is too much unnecessary turnover in our industry because training still lags behind the demand for good recruiters. If you're a new Recruiter and you're thrown into a position without training (it's done everyday of the week!) your chances of succeeding are limited. On the surface recruiting looks easy. It's not! Recruiting is about process and if you don't know the process and how to execute that process you're likely to watch deal after deal slip away. Ugh!
The answer is simple. If you're a Recruiter get some training! And once you start applying what you've learned you'll be discerning about what additional training you need. Ongoing education will help your income grow and keep growing. A contingency fee Recruiter can easily earn $60,000 - $120,000 a year. With some good organization and thoughtful assistance those numbers can double in a twinkle.
In-house Recruiters who have full cycle recruiting skills earn $65,000. - $95,000. I know in-house Recruiters who make $120,000. Good contract Recruiters make anywhere from $22. per hour to $65. per hour, depending on the industry.
My point is recruiting is a specialized skill. It's an art that uses a process. A Recruiter with good judgment, common sense, good communication and people skills and a desire to help clients, has no limits. Recruiting is a fun and challenging profession when one is armed with the necessary skills. We don't go to the dentist thinking this professional is going to 'wing it' when it comes to our treatment! Once you demonstrate to your clients you know what you're doing as a Recruiter you'll have to do less marketing because your loyal clients will depend on your services and come back again and again.
We train Recruiters. visit us at "Top Recruiter Secrets"
Friday, August 29, 2008
Nyme - You asked, 'how do you get so many job orders?'
The details on how one gets job orders are in my ebook, "Top Recruiter Secrets". But the key, in my opinion is talking directly with the decision makers who have the authority to make the hiring decision. If there's an HR dept between you, the Recruiter and the decision maker, that tends to slow things down and even kill deals.
The second key to getting job orders is to gain the interest of the decision maker within the first minute of your phone call because that's about all you'll have to establish the initial rapport and see if there is a reason for the conversation to continue. (Again details are covered in the training manual) Obviously different industries and organizations have their own unique ways of doing business. Regardless, once you've chosen an industry your success will rely on your ability to talk with the people who really want to see empty positions filled! They lose money (and have multiple other problems) everyday the position remains open.
Example: A key partner in a law firm is busy for sure, but they will talk with a Recruiter who can solve their problem (fill a need). Let's say that law firm is looking for a new partner...what they typically want is a 'Rainmaker'. Someone who can bring a book of business or a few key clients into the firm so the existing attorneys can do what attorneys do. The HR person in that firm generally won't have the authority to approve your fee (a hefty 5 figure fee) or the insights the managing partner will have about recruiting a key person. If it turns out the managing partner does not want or need a partner at the time of your call, you've still made a valuable contact. If that firm happens to need some paralegals or a specific type of attorney,you'll be referred to whoever is handling that hire. You'll be able to call that person with a little clout."Bob Brown asked me to call you about your open litigation attorney requisition...tell me..." and off you go.
Recruiting is about process not personality. Get the training you need to feel confident your process is helping you make placements. We don't want our auto mechanic, or our doctor, or our dentist to 'wing it'! We want to know that the professionals we use in our life know the correct process to follow to fix our problems! It's the same with recruiting. Our clients want to trust that we know how to solve their problems...and when we demonstrate our ability they return again and again!
visit: http://www.toprecruitersecrets to view all we have to offer.
Kimberly Schenk
The second key to getting job orders is to gain the interest of the decision maker within the first minute of your phone call because that's about all you'll have to establish the initial rapport and see if there is a reason for the conversation to continue. (Again details are covered in the training manual) Obviously different industries and organizations have their own unique ways of doing business. Regardless, once you've chosen an industry your success will rely on your ability to talk with the people who really want to see empty positions filled! They lose money (and have multiple other problems) everyday the position remains open.
Example: A key partner in a law firm is busy for sure, but they will talk with a Recruiter who can solve their problem (fill a need). Let's say that law firm is looking for a new partner...what they typically want is a 'Rainmaker'. Someone who can bring a book of business or a few key clients into the firm so the existing attorneys can do what attorneys do. The HR person in that firm generally won't have the authority to approve your fee (a hefty 5 figure fee) or the insights the managing partner will have about recruiting a key person. If it turns out the managing partner does not want or need a partner at the time of your call, you've still made a valuable contact. If that firm happens to need some paralegals or a specific type of attorney,you'll be referred to whoever is handling that hire. You'll be able to call that person with a little clout."Bob Brown asked me to call you about your open litigation attorney requisition...tell me..." and off you go.
Recruiting is about process not personality. Get the training you need to feel confident your process is helping you make placements. We don't want our auto mechanic, or our doctor, or our dentist to 'wing it'! We want to know that the professionals we use in our life know the correct process to follow to fix our problems! It's the same with recruiting. Our clients want to trust that we know how to solve their problems...and when we demonstrate our ability they return again and again!
visit: http://www.toprecruitersecrets to view all we have to offer.
Kimberly Schenk
Monday, August 11, 2008
Recruiting Skills - Do You Have a Black Belt in Asking Questions? (Part 2)
Recruiters know that managing the placement process by asking questions is critical to their success. Many of the questions can be very personal but once you've established yourself as an expert, both employers and candidates will answer your questions. People are complicated and asking questions helps all parties involved sort out their true feelings and motivations when it comes to making/accepting an offer.
What do we do with all the answers to our questions? Recruiters use the information to keep the placement process on track and grounded. "Mike, there seems to be some hesitation about accepting the offer. What's up?" (An open ended question gives a candidate freedom to express what's on his mind. Closed questions require a simple 'yes' or 'no'.)
If an offer is yet to be extended, "Mike, you said you wanted a position with more responsibility related to project management...this position will definitely stretch your responsibilities from day one, yet I hear some hesitancy as you talk about the position. Under what circumstances, if any, would you accept the position, if offered?" Again, an open ended question calls for a candidate to elaborate.
This is a good pre-close after the first interview with the employer. As Recruiters we must allow the candidate to voice their thoughts and help them feel it's safe and necessary to do so. Voicing concerns is not easy for many people. Concerns left untended cause deals to fall apart unnecessarily.
It's common for employers and candidates to say things to you, the Recruiter, as a confidant and middle man, that they wouldn't say with the other party present. Sometimes there's an atmosphere of 'it's gotta be this way or no deal'. Don't believe everything you hear because you'll hear a lot of venting. When two parties keep inching closer, they both have a vested interest in getting to an outcome that meets the needs of both parties.
As a Consultant, help each party honestly evaluate the different aspects of their decision and keep asking questions. As a Recruiter you add value to the process by being a sounding board and advisor. It's miraculous how problems can be solved best by the two people who want the deal to happen most.
Trust the process. Don't force a bad deal just to make a placement. By not 'pushing' the process and by asking questions both sides will feel they are chosing what's best for them. That's a perfect outcome and part of why it's worth the effort to get you 'black belt' in asking questions. It's also part of the reason why you deserve the big bucks!
By: Kimberly Schenk
visit: http://www.toprecruitersecrets.com
What do we do with all the answers to our questions? Recruiters use the information to keep the placement process on track and grounded. "Mike, there seems to be some hesitation about accepting the offer. What's up?" (An open ended question gives a candidate freedom to express what's on his mind. Closed questions require a simple 'yes' or 'no'.)
If an offer is yet to be extended, "Mike, you said you wanted a position with more responsibility related to project management...this position will definitely stretch your responsibilities from day one, yet I hear some hesitancy as you talk about the position. Under what circumstances, if any, would you accept the position, if offered?" Again, an open ended question calls for a candidate to elaborate.
This is a good pre-close after the first interview with the employer. As Recruiters we must allow the candidate to voice their thoughts and help them feel it's safe and necessary to do so. Voicing concerns is not easy for many people. Concerns left untended cause deals to fall apart unnecessarily.
It's common for employers and candidates to say things to you, the Recruiter, as a confidant and middle man, that they wouldn't say with the other party present. Sometimes there's an atmosphere of 'it's gotta be this way or no deal'. Don't believe everything you hear because you'll hear a lot of venting. When two parties keep inching closer, they both have a vested interest in getting to an outcome that meets the needs of both parties.
As a Consultant, help each party honestly evaluate the different aspects of their decision and keep asking questions. As a Recruiter you add value to the process by being a sounding board and advisor. It's miraculous how problems can be solved best by the two people who want the deal to happen most.
Trust the process. Don't force a bad deal just to make a placement. By not 'pushing' the process and by asking questions both sides will feel they are chosing what's best for them. That's a perfect outcome and part of why it's worth the effort to get you 'black belt' in asking questions. It's also part of the reason why you deserve the big bucks!
By: Kimberly Schenk
visit: http://www.toprecruitersecrets.com
Recruiting Skills - Do You Have a Black Belt in Asking Questions? (Part 1)
Recruiting is about making placements. Matching a qualified candidate to an employer with a specific need sounds simple. What makes recruiting fascinating is the complexity of people and how we communicate.
We are able to understand the mindset of our clients and candidates through asking questions and listening carefully to the answers voiced. Asking intelligent questions and listening are the two most important skills a Recruiter can develop because they're needed in every phase of the process.
Asking good questions also is the best way to establish the fact you know what you're doing. Your questions prove you're credible (or not). Asking questions establishes trust and rapport. Questions show you're interested in your client and your candidates. When people feel heard, they also feel understood to a certain degree. When trust is established, appreciation develops as well as respect. Ideas, concerns, truthfulness, and objections remain open for discussion as questions are used properly.
The first answer out of someone's mouth may not be the truest answer. Recruiters must be able to see the whole picture from an employer's and the candidate's perspective. Almost without exception it's necessary to ask the toughest, most important questions two, three, and four times. Why? Because the answer will keep changing. More accurately, the answer evolves and we are able to hear the complexity of the 'whole picture' and the 'whole person'.
I accepted a search assignment from a CEO who had over 60 employees. She insisted that what she required in an Office Manager/Personal Assistant was a woman in her mid-forties. She wanted someone mature, who could keep confidential information confidential, etc. She also believed younger candidates didn't have the kind of work ethic her organization needed.
Long story short, the candidate who was most qualified and had the integrity, judgment, etc. her organization needed (I listened for the big picture) turned out to be a 24 year old male who wanted to become a professional photographer! Yes, you're going to come across employers who show discrimination practices still exist! How I handled this was in my presentation.
"Mary, you told me you required a candidate have these technical skills...a,b, and c. The candidate I want you to interview has a,b, and c, just as you described. You also mentioned you wanted a woman in her forties...etc. The candidate I want you to meet is a 24 year old male. Your organization needs a person who can make decisions, act independently, has sound judgment, a cool demeanor and the presence to remain calm during a crisis. This candidate helped run his father's medical office all through high school. He knows how to handle emergencies and life and death situations. If you still want to talk to a second candidate; if you believe he's not perfect for your office, after your interview, I'll make the arrangements. You hired me to get you the best candidate for the job and your whole organization. This will be time well spent, I promise."
On the surface, it looks like I completely disregarded what my customer wanted. In fact, I listened to the essence of what she told me about her company, their issues, weaknesses, etc. As a Consultant, I solved her problem, ignoring her prejudices. Not only did she hire this candidate but he's become a key person in her company assuming greater responsibilities every year for the past three years!
Nine months after the hire I asked this CEO specifically about the 'work ethic' of her hire. She stated, "Rarely have I come across anyone who can match my work ethic, however there are days when his actually surpasses mine. I'm so grateful you did what was best for my company and discounted my inappropriate comments."
How nice is that?
In your role of Recruiter, you have the ability to keep both parties focused on what matters to each individual most. Keeping everyone focused on the true hiring goals is where you contribute added value as a Recruiter. (This is part 1 of a 2 part article.)
(Don't forget tho check out current articles from 2013!)
We are able to understand the mindset of our clients and candidates through asking questions and listening carefully to the answers voiced. Asking intelligent questions and listening are the two most important skills a Recruiter can develop because they're needed in every phase of the process.
Asking good questions also is the best way to establish the fact you know what you're doing. Your questions prove you're credible (or not). Asking questions establishes trust and rapport. Questions show you're interested in your client and your candidates. When people feel heard, they also feel understood to a certain degree. When trust is established, appreciation develops as well as respect. Ideas, concerns, truthfulness, and objections remain open for discussion as questions are used properly.
The first answer out of someone's mouth may not be the truest answer. Recruiters must be able to see the whole picture from an employer's and the candidate's perspective. Almost without exception it's necessary to ask the toughest, most important questions two, three, and four times. Why? Because the answer will keep changing. More accurately, the answer evolves and we are able to hear the complexity of the 'whole picture' and the 'whole person'.
I accepted a search assignment from a CEO who had over 60 employees. She insisted that what she required in an Office Manager/Personal Assistant was a woman in her mid-forties. She wanted someone mature, who could keep confidential information confidential, etc. She also believed younger candidates didn't have the kind of work ethic her organization needed.
Long story short, the candidate who was most qualified and had the integrity, judgment, etc. her organization needed (I listened for the big picture) turned out to be a 24 year old male who wanted to become a professional photographer! Yes, you're going to come across employers who show discrimination practices still exist! How I handled this was in my presentation.
"Mary, you told me you required a candidate have these technical skills...a,b, and c. The candidate I want you to interview has a,b, and c, just as you described. You also mentioned you wanted a woman in her forties...etc. The candidate I want you to meet is a 24 year old male. Your organization needs a person who can make decisions, act independently, has sound judgment, a cool demeanor and the presence to remain calm during a crisis. This candidate helped run his father's medical office all through high school. He knows how to handle emergencies and life and death situations. If you still want to talk to a second candidate; if you believe he's not perfect for your office, after your interview, I'll make the arrangements. You hired me to get you the best candidate for the job and your whole organization. This will be time well spent, I promise."
On the surface, it looks like I completely disregarded what my customer wanted. In fact, I listened to the essence of what she told me about her company, their issues, weaknesses, etc. As a Consultant, I solved her problem, ignoring her prejudices. Not only did she hire this candidate but he's become a key person in her company assuming greater responsibilities every year for the past three years!
Nine months after the hire I asked this CEO specifically about the 'work ethic' of her hire. She stated, "Rarely have I come across anyone who can match my work ethic, however there are days when his actually surpasses mine. I'm so grateful you did what was best for my company and discounted my inappropriate comments."
How nice is that?
In your role of Recruiter, you have the ability to keep both parties focused on what matters to each individual most. Keeping everyone focused on the true hiring goals is where you contribute added value as a Recruiter. (This is part 1 of a 2 part article.)
(Don't forget tho check out current articles from 2013!)
Friday, July 18, 2008
Recruiter Career - Great Options for Recruiters!
Recruiting is a wide open industry offering a variety of niches for anyone interested in this exciting field. I suggest new Recruiters learn about the entire process of recruiting before deciding where they fit best. Understanding how full cycle recruiting works will always provide an advantage even if you end up in a position that handles only one facet of the process, like interviewing candidates.
The rewards for mastering the skills needed to perform all the steps in the recruiting process are without limit. After learning all the steps in recruiting, if you find you really excell at sourcing or obtaining searches, or some other aspect, you can specialize in your strength without damaging your income potential. It's a beautiful world.
Here are some options for working as a Recruiter.
Contingency fee Recruiters, Executive Recruiters, and Head Hunters are all names for the same type of Recruiter. These Recruiters are paid a fee when their client (the employer) hires their candidate. These Recruiters get paid after their candidate starts work.
Contingency fee Recruiters are known for their ability to access 100% of the candidate marketplace (vs. the 20% reached by ads). They have the skills to approach the 'happily employed' pool of candidates. Utilizing 100% of the marketplace elevates their ability to make great matches. 85% of employers responding to surveys rate “Head Hunters” as providing the best caliber of candidates. Executive recruiting fees traditionally are 15% - 30% of a candidates’ first years salary. These Recruiters most often work on commission only.
Contract Recruiters work directly for an employer with multiple positions to fill. Assignments can last several weeks to over a year. Contract positions can turn into permanent positions. This segment of the recruiting industry is growing rapidly. It's a perfect alternative for good recruiters who don’t want their own business. The Contract Recruiter doesn't have to worry about overhead, advertising, technical difficulties, office supplies, etc. The average compensation rate is $25.00 to $75.00 per hour. Some positions pay more, a few pay less. It’s a great value for employers. The lower cost per hire justifies the healthy hourly rates.
Staffing agencies attract candidates by offering to find them jobs. They tend to focus on numbers. If 20 people respond to an ad they try and bring all 20 in for an interview. Staffing temp jobs often leads to permanent hires. They're all about activity; high volumes of candidates, job orders, interviews and placements. Their recruiters are used to a fast pace, high volume, high energy atmosphere.
While some staffing companies specialize in high level professionals, like computer programmers, the majority of staffing firms' bread and butter' accounts are support staff positions. While there are many payment options it's typical for staffing Recruiters to receive a salary (or hourly rate) with bonus incentives for performance.
It's worth noting 98% of companies have used staffing agencies. They have a reputation for turnover rates of 50% to 90% for Recruiters with less than one year experience. Lack of training and unrealistic expectations contribute to the turnover. As candidates become more sophisticated, they resist old fashioned “control” tactics many of these agencies use.
Corporate Recruiters work for a specific employer and are often part of the HR Department. They are paid a salary, usually. For many, the security of having a regular, dependable paycheck is of greater value than the higher annual earnings Executive Recruiters enjoy. I know of Corporate Recruiters who are nothing more than clerical slaves and make 24k to 35k a year. They have had no real training as a Recruiter. I also know of Corporate Recruiters who make between 75k and 115k. It's all about skill level and ability, in my opinion.
Retained Search Firm Recruiters are known for getting their fee up front. They're paid whether or not they deliver a perfect match candidate. They tend to charge the highest recruiting fees. There has been a steady decline in the companies who use these firms because of the internet and the high caliber candidates contingency fee Recruiters provide.
Once one acquires the necessary recruiting skills, there are further options. Work from home, or independently, with other Recruiters in an executive suite setting. Or work with a boutique type firm of co-workers who wish to make multiple placements at a high rate of speed because of their shared skills and the synergy such a group offers.
Whatever option suits you best is the best path to follow. There is no substitute, however, for understanding the basic principles of the recruiting process. I urge you to invest in your career as a Recruiter and obtain the training needed to jump start your success.
We train Recruiters. Visit us at www.TopRecruiterSecrets.com
Take a look at the Top Recruiter Secrets eBook
The rewards for mastering the skills needed to perform all the steps in the recruiting process are without limit. After learning all the steps in recruiting, if you find you really excell at sourcing or obtaining searches, or some other aspect, you can specialize in your strength without damaging your income potential. It's a beautiful world.
Here are some options for working as a Recruiter.
Contingency fee Recruiters, Executive Recruiters, and Head Hunters are all names for the same type of Recruiter. These Recruiters are paid a fee when their client (the employer) hires their candidate. These Recruiters get paid after their candidate starts work.
Contingency fee Recruiters are known for their ability to access 100% of the candidate marketplace (vs. the 20% reached by ads). They have the skills to approach the 'happily employed' pool of candidates. Utilizing 100% of the marketplace elevates their ability to make great matches. 85% of employers responding to surveys rate “Head Hunters” as providing the best caliber of candidates. Executive recruiting fees traditionally are 15% - 30% of a candidates’ first years salary. These Recruiters most often work on commission only.
Contract Recruiters work directly for an employer with multiple positions to fill. Assignments can last several weeks to over a year. Contract positions can turn into permanent positions. This segment of the recruiting industry is growing rapidly. It's a perfect alternative for good recruiters who don’t want their own business. The Contract Recruiter doesn't have to worry about overhead, advertising, technical difficulties, office supplies, etc. The average compensation rate is $25.00 to $75.00 per hour. Some positions pay more, a few pay less. It’s a great value for employers. The lower cost per hire justifies the healthy hourly rates.
Staffing agencies attract candidates by offering to find them jobs. They tend to focus on numbers. If 20 people respond to an ad they try and bring all 20 in for an interview. Staffing temp jobs often leads to permanent hires. They're all about activity; high volumes of candidates, job orders, interviews and placements. Their recruiters are used to a fast pace, high volume, high energy atmosphere.
While some staffing companies specialize in high level professionals, like computer programmers, the majority of staffing firms' bread and butter' accounts are support staff positions. While there are many payment options it's typical for staffing Recruiters to receive a salary (or hourly rate) with bonus incentives for performance.
It's worth noting 98% of companies have used staffing agencies. They have a reputation for turnover rates of 50% to 90% for Recruiters with less than one year experience. Lack of training and unrealistic expectations contribute to the turnover. As candidates become more sophisticated, they resist old fashioned “control” tactics many of these agencies use.
Corporate Recruiters work for a specific employer and are often part of the HR Department. They are paid a salary, usually. For many, the security of having a regular, dependable paycheck is of greater value than the higher annual earnings Executive Recruiters enjoy. I know of Corporate Recruiters who are nothing more than clerical slaves and make 24k to 35k a year. They have had no real training as a Recruiter. I also know of Corporate Recruiters who make between 75k and 115k. It's all about skill level and ability, in my opinion.
Retained Search Firm Recruiters are known for getting their fee up front. They're paid whether or not they deliver a perfect match candidate. They tend to charge the highest recruiting fees. There has been a steady decline in the companies who use these firms because of the internet and the high caliber candidates contingency fee Recruiters provide.
Once one acquires the necessary recruiting skills, there are further options. Work from home, or independently, with other Recruiters in an executive suite setting. Or work with a boutique type firm of co-workers who wish to make multiple placements at a high rate of speed because of their shared skills and the synergy such a group offers.
Whatever option suits you best is the best path to follow. There is no substitute, however, for understanding the basic principles of the recruiting process. I urge you to invest in your career as a Recruiter and obtain the training needed to jump start your success.
We train Recruiters. Visit us at www.TopRecruiterSecrets.com
Take a look at the Top Recruiter Secrets eBook
Thursday, July 10, 2008
Ask for that Raise!
For nine years Jeff worked for company G as an engineer. Flying airplanes was his first love. His job came in a close second place. That changed when Jeff met Judy. Their relationship quickly turned serious and they married.
When Jeff and Judy sat down to do financial planning as a couple, Judy learned Jeff’s salary was surprisingly low. With a human resource background, Judy knew the salary range for Jeff’s type of work, and what his credentials were worth. Jeff was seriously underpaid.
Jeff was shocked and somewhat crestfallen. His attitude was, “I’m lucky to do what I love AND GET PAID for having fun!” As Jeff began to understand his market value he felt betrayed. Had he been duped? Had he been a fool for years? Was his company taking advantage of him? He wanted to keep his job. Asking for a raise was painful. The idea of asking for a 30% raise was excruciating!
With a wife and future family it was time for Jeff to pay attention to his compensation. Jeff had read "Mighty Mouth", Speak Your Mind Constructively, and sat down to write his request. He was flooded with anger, frustration, fear of hearing “no raise for you”, and possibly the prospect of looking for another job. He felt disloyal yet asking to be paid a fair marketplace value was good business, not disloyalty. With a tug of war going on in his head, Jeff stayed focused on the conversation that would impact his future.
When he sat down with his boss Jeff got to the point. “I have worked here for nine years. My reviews have consistently been good to great. I’ve worked in several departments and handled every task assigned to me, competently. I love my job and have been very happy working here. I feel I’m underpaid and I am requesting a raise of $xx,xxx. I realize that's a 32% increase, however, I believe that's what my value is at this time. I know you need time to talk with upper management. When can I expect an answer?”
Jeff’s boss was dumbfounded. Jeff was asking for five times what their typical raise amount was, yet he sensed Jeff had a fresh understanding of his value and was dead serious. Jeff did not cloud his request with emotion, accusations, or justifications. Jeff did not threaten to leave if he did not get the raise. He stated his position and was specific about his needs.
Caught off guard, his boss simply said, “I hear you. Give me 48 hours to get you an answer.” The next 48 hours were agonizing for Jeff and Judy. Finally, Jeff was called into his boss’ office. “After careful consideration we are prepared to offer you $xx,xxx. That's a 30.5% increase. Will that work?”
Now Jeff was dumbfounded. He was thrilled he had made the request. “Yes. That works fine. When will it start?” was Jeff’s response.
Jeff had newfound respect for himself and his credentials. He did what was right in his mind for his future. He followed the four steps in "Mighty Mouth" on how to create an effective message. He spoke in words that were comfortable for him. Emotions could have derailed his request but Jeff was careful to check his statements against the one principle and edit out any ineffective comments. Negative messages can trigger resistance, or resentment. Jeff disliked conflict and was proud of his behavior.
We all live complicated lives. Using proven communication tools is easy when we simply get to know them. When we communicate effectively, we are able to omit ineffective tactics, knowing they are likely to foil our efforts.
"Mighty Mouth" gives you an advantage. You can create outcomes that move your life forward and get your needs met consistently.
This is a true story. The "Mighty Mouth" eBook, demonstrates how everyone can address sensitive issues effectively. With one, easy to remember principle and ten communication skills, you can express your truth in your unique way, and know you said the right thing.
Visit us at: http://www.toprecruitersecrets.com and click on the page, "Mighty Mouth"
When Jeff and Judy sat down to do financial planning as a couple, Judy learned Jeff’s salary was surprisingly low. With a human resource background, Judy knew the salary range for Jeff’s type of work, and what his credentials were worth. Jeff was seriously underpaid.
Jeff was shocked and somewhat crestfallen. His attitude was, “I’m lucky to do what I love AND GET PAID for having fun!” As Jeff began to understand his market value he felt betrayed. Had he been duped? Had he been a fool for years? Was his company taking advantage of him? He wanted to keep his job. Asking for a raise was painful. The idea of asking for a 30% raise was excruciating!
With a wife and future family it was time for Jeff to pay attention to his compensation. Jeff had read "Mighty Mouth", Speak Your Mind Constructively, and sat down to write his request. He was flooded with anger, frustration, fear of hearing “no raise for you”, and possibly the prospect of looking for another job. He felt disloyal yet asking to be paid a fair marketplace value was good business, not disloyalty. With a tug of war going on in his head, Jeff stayed focused on the conversation that would impact his future.
When he sat down with his boss Jeff got to the point. “I have worked here for nine years. My reviews have consistently been good to great. I’ve worked in several departments and handled every task assigned to me, competently. I love my job and have been very happy working here. I feel I’m underpaid and I am requesting a raise of $xx,xxx. I realize that's a 32% increase, however, I believe that's what my value is at this time. I know you need time to talk with upper management. When can I expect an answer?”
Jeff’s boss was dumbfounded. Jeff was asking for five times what their typical raise amount was, yet he sensed Jeff had a fresh understanding of his value and was dead serious. Jeff did not cloud his request with emotion, accusations, or justifications. Jeff did not threaten to leave if he did not get the raise. He stated his position and was specific about his needs.
Caught off guard, his boss simply said, “I hear you. Give me 48 hours to get you an answer.” The next 48 hours were agonizing for Jeff and Judy. Finally, Jeff was called into his boss’ office. “After careful consideration we are prepared to offer you $xx,xxx. That's a 30.5% increase. Will that work?”
Now Jeff was dumbfounded. He was thrilled he had made the request. “Yes. That works fine. When will it start?” was Jeff’s response.
Jeff had newfound respect for himself and his credentials. He did what was right in his mind for his future. He followed the four steps in "Mighty Mouth" on how to create an effective message. He spoke in words that were comfortable for him. Emotions could have derailed his request but Jeff was careful to check his statements against the one principle and edit out any ineffective comments. Negative messages can trigger resistance, or resentment. Jeff disliked conflict and was proud of his behavior.
We all live complicated lives. Using proven communication tools is easy when we simply get to know them. When we communicate effectively, we are able to omit ineffective tactics, knowing they are likely to foil our efforts.
"Mighty Mouth" gives you an advantage. You can create outcomes that move your life forward and get your needs met consistently.
This is a true story. The "Mighty Mouth" eBook, demonstrates how everyone can address sensitive issues effectively. With one, easy to remember principle and ten communication skills, you can express your truth in your unique way, and know you said the right thing.
Visit us at: http://www.toprecruitersecrets.com and click on the page, "Mighty Mouth"
Wednesday, July 9, 2008
Full Cycle Recruiting - 10 Reasons to Learn it All!
Full cycle recruiting means a Recruiter knows how to obtain a search and evaluate the parameters of that job order, negotiate the fee, find an ideal candidate, manage the interview, offer, and acceptance process, close the deal, and get paid within 10 days preferably. Today there are thousands of people in the business world calling themselves Recruiters who, ironically, don't know the fundamentals of recruiting!
If a person wants to work as a Recruiter, in my opinion, the first thing they should do is get some training related to the recruiting process. New Recruiters need to understand the process from start to finish before they can be effective. I've seen many corporations push people into positions with the title of 'Recruiter', without any training. Noone is served well when this happens.
If you're interested in becoming a Recruiter here are 10 reasons to "learn it all".
1. Once one knows how to handle each facet of the process they can focus on enhancing their strengths or improving their weaknesses. Recruiters who know how to recruit effectively can easily find the best niche in the industry for their personality.
2. Knowing what needs to be done during each step of the process gives a Recruiter confidence and the tools they need to evaluate their own performance. They can look back over each placement process and see specifically where they could have said something different to expedite the process or eliminate a roadblock. Their skills allow them to approach passive candidates most effectively.
3. Recruiters with FCR (full cycle recruiting) skills offer the best value to employers, candidates, and themselves. Knowledge is power when it comes to recruiting.
4. FCR is the pathway to make the most money in this industry.
5. When a recruiter is proficient in all the steps of FCR, they can work with other Recruiters to double, maybe triple the number of placements, they could make on their own. Working with a strong team of Recruiters can be both rewarding and lots of fun.
6. Full cycle Recruiters have the skills that are most in demand. The average company in the United States has about 24% turnover a year! That kind of turnover costs companies unnecessary billions each year. Employee retention begins with good hiring practices. If an employee senses they mean nothing to an employer (and many HR departments are famous for making new hires feel like faceless numbers) then new hires feel no obligation to those employers in return
7. When a Recruiter knows FCR they have the most control over their earnings, lifestyle, working conditions, and job satisfaction.
8. FCR is emotionaly, intellectually, and financially rewarding, in my opinion.
9. The skills a Recruiter acquires when they learn FCR are transferable to other areas of work and life. Knowing how to ask questions and listen effectively can help keep a person with teenagers sane. These skills can improve relationships with spouses, neighbors, relatives, and co-workers. These principles apply when one is negotiating to buy a company, car, home, etc.
10. Recruiters who master their craft have less stress and fewer frustrations related to 'lost' deals. They are more effective and successful than those who don't know FCR.
Less than 20% of Recruiters have been trained in full cycle recruiting. That leaves those with full cycle recruiting skills with a tremendous opportunity and vast potential to excel in those industries that attract them most. Don't try and 'wing it' with your career. Make regular investments in your personal recruiter education and it will pay you back countless times over.
If you liked this article visit us at: Top Recruiter Secrets
If a person wants to work as a Recruiter, in my opinion, the first thing they should do is get some training related to the recruiting process. New Recruiters need to understand the process from start to finish before they can be effective. I've seen many corporations push people into positions with the title of 'Recruiter', without any training. Noone is served well when this happens.
If you're interested in becoming a Recruiter here are 10 reasons to "learn it all".
1. Once one knows how to handle each facet of the process they can focus on enhancing their strengths or improving their weaknesses. Recruiters who know how to recruit effectively can easily find the best niche in the industry for their personality.
2. Knowing what needs to be done during each step of the process gives a Recruiter confidence and the tools they need to evaluate their own performance. They can look back over each placement process and see specifically where they could have said something different to expedite the process or eliminate a roadblock. Their skills allow them to approach passive candidates most effectively.
3. Recruiters with FCR (full cycle recruiting) skills offer the best value to employers, candidates, and themselves. Knowledge is power when it comes to recruiting.
4. FCR is the pathway to make the most money in this industry.
5. When a recruiter is proficient in all the steps of FCR, they can work with other Recruiters to double, maybe triple the number of placements, they could make on their own. Working with a strong team of Recruiters can be both rewarding and lots of fun.
6. Full cycle Recruiters have the skills that are most in demand. The average company in the United States has about 24% turnover a year! That kind of turnover costs companies unnecessary billions each year. Employee retention begins with good hiring practices. If an employee senses they mean nothing to an employer (and many HR departments are famous for making new hires feel like faceless numbers) then new hires feel no obligation to those employers in return
7. When a Recruiter knows FCR they have the most control over their earnings, lifestyle, working conditions, and job satisfaction.
8. FCR is emotionaly, intellectually, and financially rewarding, in my opinion.
9. The skills a Recruiter acquires when they learn FCR are transferable to other areas of work and life. Knowing how to ask questions and listen effectively can help keep a person with teenagers sane. These skills can improve relationships with spouses, neighbors, relatives, and co-workers. These principles apply when one is negotiating to buy a company, car, home, etc.
10. Recruiters who master their craft have less stress and fewer frustrations related to 'lost' deals. They are more effective and successful than those who don't know FCR.
Less than 20% of Recruiters have been trained in full cycle recruiting. That leaves those with full cycle recruiting skills with a tremendous opportunity and vast potential to excel in those industries that attract them most. Don't try and 'wing it' with your career. Make regular investments in your personal recruiter education and it will pay you back countless times over.
If you liked this article visit us at: Top Recruiter Secrets
Monday, July 7, 2008
How To Be a Recruiter - 5 Tips to Make it Easier
You've decided you want to be a Recruiter and now you must begin. Where do you start? In this article 'Recruiter' is defined as a contingency fee or full cycle Recruiter. Also known as Head Hunters, contingency fee Recruiters are paid when their candidate is hired by one of their employer clients.
Here are 5 tips to help you become a successful Recruiter quickly.
1. Learn the Process. There are about 30 steps in the recruiting process. From identifying your candidate to getting the check, the process must be learned, followed and trusted. A good Recruiter knows where he/she is in the process at all times. Don't skip steps. Skipping a step or taking a step for granted can kill a deal.
2. The way a Recruiter manages the process to maximize placements is by mastering a few Recruiting skills. Employers and candidates alike want to trust their Recruiter. Those who establish trust get honest answers and cooperation throughout the process. When there are bumps in the road you'll use your Recruiter skills to guide all parties to the best outcome. Employers and candidates EXPECT their Recruiter to take the lead and make a deal happen. But they also want to feel they are in control at the same time!
The best outcome for an emloyer is hiring a candidate who has the skills a position requires and is a good personality fit for their organization. The best outcome for a candidate is accepting an offer from a company that provides what he wants and needs at the moment in his career. The outcome also makes the candidate feel like they are taking a step forward.
3. One of the top two recruiter skills is the art of asking questions. When a Recruiter knows how to ask questions well, they are able to manage both employers and candidates effortlessly. Here's a secret, Recruiters should be listening 80% of the time! When they are listening they're gathering information and information is power.
Information is what's needed when one side or the other has reservations about committing to a deal. Carefull use of information helps to close deals. Deals that should be closed and deals it's the Recruiter's responsibility to close. A large part of a Recruiter's job is asking questions.
4. Mastering the art of Listening (skill #2) makes Recruiters money. Lots of money. When you listen well, people naturally feel heard. A by-product of feeling heard is people like you. And then they trust you. When it comes time for the other side to listen, they will. When you listen for thought process completion, the other party feels valued. There are many positive results and fuzzy warm feelings that can be traced back to listening. Having good listening skills is required to consistently make placements as a Recruiter.
There are times in many a placement process when it apprears the two sides may be approaching a wall and there is no way around that wall. Don't believe it! By listening thoughout the process you'll have the tools needed to keep inching both parties closer to what they both really want. Recruiters' have the responsibility of keeping the lines of communications open and clear. Your questioning and listening skills will eliminate frustrations and create happy clients and happy candidates. Your closing ratio will skyrocket!
5. Be a professional at all times. Speak slowly and clearly. Use proper English, not slang. Don't cuss. Be respectful. Be a good loser if things don't go your way. Know the full cycle Recruiting process. Stick to that process. Keep investing in your education and skill enhancement. Recruiting is not hard once you know what to do and how to do it well. The more you learn the less effort it takes to make a placement and the more money you'll make.
There are people in the industry who want to make the Recruiting process seem harder and more mysterious than it is. A desire to help others, common sense, the ability to follow step by step instructions, honesty, integrity, a basic understanding of business, and self confidence are what's needed to make a successful and happy Recruiter.
Here are 5 tips to help you become a successful Recruiter quickly.
1. Learn the Process. There are about 30 steps in the recruiting process. From identifying your candidate to getting the check, the process must be learned, followed and trusted. A good Recruiter knows where he/she is in the process at all times. Don't skip steps. Skipping a step or taking a step for granted can kill a deal.
2. The way a Recruiter manages the process to maximize placements is by mastering a few Recruiting skills. Employers and candidates alike want to trust their Recruiter. Those who establish trust get honest answers and cooperation throughout the process. When there are bumps in the road you'll use your Recruiter skills to guide all parties to the best outcome. Employers and candidates EXPECT their Recruiter to take the lead and make a deal happen. But they also want to feel they are in control at the same time!
The best outcome for an emloyer is hiring a candidate who has the skills a position requires and is a good personality fit for their organization. The best outcome for a candidate is accepting an offer from a company that provides what he wants and needs at the moment in his career. The outcome also makes the candidate feel like they are taking a step forward.
3. One of the top two recruiter skills is the art of asking questions. When a Recruiter knows how to ask questions well, they are able to manage both employers and candidates effortlessly. Here's a secret, Recruiters should be listening 80% of the time! When they are listening they're gathering information and information is power.
Information is what's needed when one side or the other has reservations about committing to a deal. Carefull use of information helps to close deals. Deals that should be closed and deals it's the Recruiter's responsibility to close. A large part of a Recruiter's job is asking questions.
4. Mastering the art of Listening (skill #2) makes Recruiters money. Lots of money. When you listen well, people naturally feel heard. A by-product of feeling heard is people like you. And then they trust you. When it comes time for the other side to listen, they will. When you listen for thought process completion, the other party feels valued. There are many positive results and fuzzy warm feelings that can be traced back to listening. Having good listening skills is required to consistently make placements as a Recruiter.
There are times in many a placement process when it apprears the two sides may be approaching a wall and there is no way around that wall. Don't believe it! By listening thoughout the process you'll have the tools needed to keep inching both parties closer to what they both really want. Recruiters' have the responsibility of keeping the lines of communications open and clear. Your questioning and listening skills will eliminate frustrations and create happy clients and happy candidates. Your closing ratio will skyrocket!
5. Be a professional at all times. Speak slowly and clearly. Use proper English, not slang. Don't cuss. Be respectful. Be a good loser if things don't go your way. Know the full cycle Recruiting process. Stick to that process. Keep investing in your education and skill enhancement. Recruiting is not hard once you know what to do and how to do it well. The more you learn the less effort it takes to make a placement and the more money you'll make.
There are people in the industry who want to make the Recruiting process seem harder and more mysterious than it is. A desire to help others, common sense, the ability to follow step by step instructions, honesty, integrity, a basic understanding of business, and self confidence are what's needed to make a successful and happy Recruiter.
Sunday, February 3, 2008
Recruiter Motivation
Motivation energizes our efforts to keep taking the actions that lead to placements. Money has never been a true motivator for me. It's a nice reward for sure, but once there's plenty of money around the moment of truth arrives for each Recruiter. What is it that makes us want to do our job well?
A long time ago I put together a little system in my own brain that keeps me on track. I suspect most other Recruiters have done the same although many of those systems remain unvoiced.
I value freedom in both my work and personal life. Recruiting has provided a means for me to maintain my freedom. I'm also fond of efficiency. I set out each day to accomplish two important functions. I try and get those two things done within 4 hours. My commitment to recruiting revolves around this deal I made with myself. Each day I will work until two crucial tasks are completed. If I get those tasks completed within 4 – 4 and ½ hours the rest of the day is “free” if I so choose.
It's that simple. My productivity centers around getting 2 – 3 send-outs a week (which translates into 1 or 2 placements a week). So each day I either need to recruit a candidate to send out on an interview, or get a job order.
The thought of having an unfulfilled job order drives me crazy. The idea I may let a client down creates great agitation within me and pushes me to act. Some credit such tenacity to a mid-western work ethic. I think it's part that and part some kind of guilt. Guilt related to what I don't know. I also know that what pushes me forward to complete a task is self respect.
I focus entirely on whatever task is at hand. If I find a candidate on the 6th phone call of the day, I move on to a few reference checks and a new job order if my wonderful new candidate is not a match for any of my current job orders. I always interview a new candidate twice before scheduling a send out. I've found candidates need time for my questions and their responses to germinate. The second interview tends to have more substance.
Recruiting candidates, scheduling send outs, and getting new job orders are critical to any Recruiter's success. All the other steps involved in a placement are support tasks, in my opinion. I never do support type tasks unless one of the primary tasks are completed in any given day.
There are Recruiters out there who work 50 and 60 hours a week. They may even be making up to a million dollars a year. That is possible. I'm most content when I operate to please myself and in a way that produces balance in my life. I've owned businesses that did require me to work 60, 70, even 80 hours a week. Once those businesses started to succeed I was able to put managers in place to smooth out operations. I no longer want to work that hard and don't. I can no longer sustain 50 – 70 hours week for months at a time.
I know of recruiters who interview 18 – 20 people a week and make 4 – 8 placements a week. More power to them. "Recruiter, know Thyself," I say. March to your inner drummer and take pleasure in the ample rewards that accompany impacting the futures of businesses, candidates, and your personal circle of friends and family who interact with you everyday.
One final point. If there are parts of the recruiting process that you avoid...find someone else to complete those tasks. Don't fight with yourself. Know your strengths. Do 'splits' with other recruiters and you'll be able to maintain your motivation and enjoy everything this great profession has to offer.
If you liked this article visit: http://www.toprecruitersecrets.com
A long time ago I put together a little system in my own brain that keeps me on track. I suspect most other Recruiters have done the same although many of those systems remain unvoiced.
I value freedom in both my work and personal life. Recruiting has provided a means for me to maintain my freedom. I'm also fond of efficiency. I set out each day to accomplish two important functions. I try and get those two things done within 4 hours. My commitment to recruiting revolves around this deal I made with myself. Each day I will work until two crucial tasks are completed. If I get those tasks completed within 4 – 4 and ½ hours the rest of the day is “free” if I so choose.
It's that simple. My productivity centers around getting 2 – 3 send-outs a week (which translates into 1 or 2 placements a week). So each day I either need to recruit a candidate to send out on an interview, or get a job order.
The thought of having an unfulfilled job order drives me crazy. The idea I may let a client down creates great agitation within me and pushes me to act. Some credit such tenacity to a mid-western work ethic. I think it's part that and part some kind of guilt. Guilt related to what I don't know. I also know that what pushes me forward to complete a task is self respect.
I focus entirely on whatever task is at hand. If I find a candidate on the 6th phone call of the day, I move on to a few reference checks and a new job order if my wonderful new candidate is not a match for any of my current job orders. I always interview a new candidate twice before scheduling a send out. I've found candidates need time for my questions and their responses to germinate. The second interview tends to have more substance.
Recruiting candidates, scheduling send outs, and getting new job orders are critical to any Recruiter's success. All the other steps involved in a placement are support tasks, in my opinion. I never do support type tasks unless one of the primary tasks are completed in any given day.
There are Recruiters out there who work 50 and 60 hours a week. They may even be making up to a million dollars a year. That is possible. I'm most content when I operate to please myself and in a way that produces balance in my life. I've owned businesses that did require me to work 60, 70, even 80 hours a week. Once those businesses started to succeed I was able to put managers in place to smooth out operations. I no longer want to work that hard and don't. I can no longer sustain 50 – 70 hours week for months at a time.
I know of recruiters who interview 18 – 20 people a week and make 4 – 8 placements a week. More power to them. "Recruiter, know Thyself," I say. March to your inner drummer and take pleasure in the ample rewards that accompany impacting the futures of businesses, candidates, and your personal circle of friends and family who interact with you everyday.
One final point. If there are parts of the recruiting process that you avoid...find someone else to complete those tasks. Don't fight with yourself. Know your strengths. Do 'splits' with other recruiters and you'll be able to maintain your motivation and enjoy everything this great profession has to offer.
If you liked this article visit: http://www.toprecruitersecrets.com
Thursday, January 17, 2008
Recruiters: Finding the Decision Makers
Working with Decision Makers is crucial for Executive Recruiters. They can okay our fee without talking to anyone else. Also they will act quickly when it's time to make an offer. They are able to bend the rules to make a deal happen. If a candidate is not quite right they let us know why so we're able to get another candidate who is the right fit. I love the Decision Makers because they make the recruiting process efficient.
As with all my advice, this happens to be what works for me. If you have a different approach and it works for you that's great. Be creative and experiment. I prefer instant gratification and will take the easiest route to making a placement whenever possible.
I shoot for the highest level of management I can talk with when entering a new company. With a national or international company I try to understand their regional and local goals and then locate the key Decision Maker who is responsible for delivering results within that company. I stay away from HR departments.
Example: If I wanted to place a mechanical engineer into a firm I knew had about 150 employees I'd ask for the CEO. The CEO's secretary can be a wealth of knowledge and I'd build a relationship with that person. I speak with authority and expect cooperation from whoever I talk with and usually get it. The CEO may be the Decision Maker and if not will direct me to a department manager who has a hiring need. It's aways a plus to say, “Bob X asked me to talk with you.” It's an endorsement with implied approval.
If I wanted to place a candidate as a pharmaceutical sales rep I'd most likely call the division or regional manager in charge of sales. That person knows the corporate projections, goals, budget and trouble areas where they are falling behind expectations. If I can solve someone's problem I know there is a very good probability I'll get through to the right person.
For a few years I placed Loan Originators and supporting personnel, (Processors and Closers), in the mortgage industry. When I made a successful placement with a Branch Manager I would then call the Regional Manager after the candidate started work and started to perform well. Knowing I already had a good track record I would introduce myself an the Head Hunter who placed candidate X three months ago in their North Office, etc. and ask about their production goals. Getting a new job order was easy and allowing a Regional Manager to take the credit for exceeding their production goals guaranteed future searches.
I prefer to lead into a new search conversation by marketing a candidate I have on hand. When the employer shows an interest in interviewing that candidate, I advise the client that my business is to make sure they get the right person for the job and not the most available one. I ask them if I can first ask them about the ideal candidate to fill their open position to make sure my presentation candidate is the correct person to send them or if I need to send someone with slightly different credentials.
From there the depth and scope of my questions lets my client evaluate whether or not I know my job. My questions put them at ease and begin to establish trust that I am the Recruiter they need to solve their problem. My questions show I understand their problem and letting them do 90% of the talking about what they require and want in a candidate gets them excited that a solution is at hand. Before you know it we are two-thirds of the way through the job order and I'm ready to discuss the fee for this search.
If you are unsure that the person you're talking with IS the Decision Maker ask, “Who besides yourself has input into approving my fee?” or “Who besides yourself will decide if a candidate I send over will be hired?” or “Who besides yourself decides if an offfer will be extended to a candidate I present?”
Sometimes people want to elevate their authority. If you allow that to happen, when you do send over a great candidate that should be hired, there will be a delay in the offer because your contact is scrambling to get your fee approved by the real Decision Maker. This can blow a placement.
The goal is to make placements, fast. Make sure you're talking with the Decision Maker or you lesson the chance of a successful placement and are wasting YOUR time.
We train Recruiters. Http://www.toprecruitersecrets.com
As with all my advice, this happens to be what works for me. If you have a different approach and it works for you that's great. Be creative and experiment. I prefer instant gratification and will take the easiest route to making a placement whenever possible.
I shoot for the highest level of management I can talk with when entering a new company. With a national or international company I try to understand their regional and local goals and then locate the key Decision Maker who is responsible for delivering results within that company. I stay away from HR departments.
Example: If I wanted to place a mechanical engineer into a firm I knew had about 150 employees I'd ask for the CEO. The CEO's secretary can be a wealth of knowledge and I'd build a relationship with that person. I speak with authority and expect cooperation from whoever I talk with and usually get it. The CEO may be the Decision Maker and if not will direct me to a department manager who has a hiring need. It's aways a plus to say, “Bob X asked me to talk with you.” It's an endorsement with implied approval.
If I wanted to place a candidate as a pharmaceutical sales rep I'd most likely call the division or regional manager in charge of sales. That person knows the corporate projections, goals, budget and trouble areas where they are falling behind expectations. If I can solve someone's problem I know there is a very good probability I'll get through to the right person.
For a few years I placed Loan Originators and supporting personnel, (Processors and Closers), in the mortgage industry. When I made a successful placement with a Branch Manager I would then call the Regional Manager after the candidate started work and started to perform well. Knowing I already had a good track record I would introduce myself an the Head Hunter who placed candidate X three months ago in their North Office, etc. and ask about their production goals. Getting a new job order was easy and allowing a Regional Manager to take the credit for exceeding their production goals guaranteed future searches.
I prefer to lead into a new search conversation by marketing a candidate I have on hand. When the employer shows an interest in interviewing that candidate, I advise the client that my business is to make sure they get the right person for the job and not the most available one. I ask them if I can first ask them about the ideal candidate to fill their open position to make sure my presentation candidate is the correct person to send them or if I need to send someone with slightly different credentials.
From there the depth and scope of my questions lets my client evaluate whether or not I know my job. My questions put them at ease and begin to establish trust that I am the Recruiter they need to solve their problem. My questions show I understand their problem and letting them do 90% of the talking about what they require and want in a candidate gets them excited that a solution is at hand. Before you know it we are two-thirds of the way through the job order and I'm ready to discuss the fee for this search.
If you are unsure that the person you're talking with IS the Decision Maker ask, “Who besides yourself has input into approving my fee?” or “Who besides yourself will decide if a candidate I send over will be hired?” or “Who besides yourself decides if an offfer will be extended to a candidate I present?”
Sometimes people want to elevate their authority. If you allow that to happen, when you do send over a great candidate that should be hired, there will be a delay in the offer because your contact is scrambling to get your fee approved by the real Decision Maker. This can blow a placement.
The goal is to make placements, fast. Make sure you're talking with the Decision Maker or you lesson the chance of a successful placement and are wasting YOUR time.
We train Recruiters. Http://www.toprecruitersecrets.com
Monday, January 7, 2008
Recruiter Fees - Setting the Best Fee
I prefer to discuss my contingency fee for delivering a great candidate when I've located the Decision Maker and am about two-thirds of the way through completing a job order form. My client has done 90% of the talking up until this point and given me the exact information I need to know before deciding what my fee will be for this search.
While my client has been talking I've been listening closely and taking notes.
The beauty of working as a recruiter lies in our ability to design how we choose to work. I'm happy to explain how I determine my fee but respect the fact there are dozens of ways to set a fee. Find what works best for you by experimenting. Don't charge a fee you would not pay.
Many recruiters adhere to setting their fee based on the traditional mindset of a percentage of a candidate's salary, say 25%. I've always felt that 'one size fits all' mentality was limiting. Personally, I set my fee after considering a number of factors. Sometimes I've been high and sometimes I've been low. Oh well. I don't care because I make placements consistently and my open-mindedness keeps my clients loyal and attracts new clients like bears to honey.
First, I don't take searches I know I don't want to work on or won't be able to fill. “Guilt be gone”, is my motto. If I don't respect a companies' philosophy or the way they treat employees I won't help find them new employees to abuse.
It's important to me that my values match the values of my clients. I don't preach to anyone. I have developed several concise ways to convey to an employer that I'd prefer to back away from their search. If that fails I tell them nicely we are not compatible as my search methods typically surface candidates with long-term goals that do not match this employers' goals. I advise them using me would not be an efficient use of their resources.
I'm not interested in wasting anyone's time especially my own. Many of the companies I've chosen not to do business with are exceptionally successful in terms of profit. Again, I don't care. It's not in my best interest to compromise my integrity when I can make buckets of money, feel full-filled and happy making placements with companies I'd love to see succeed even more.
Here are some of the considerations that enter into my fee decision. What's their turnover? What's the atmosphere like...are employees excited to come to work? Is the employer fair minded? Do they promote from within? Do they help their employees succeed with more training? Is their compensation program competitive? Are they open to employee input? And high on my list, will they work in a cooperative and respectful way with me?
Can my client make a hiring decision fast? The longer their decision making process the more likely it is that deals can fall apart. I want to work with decision makers. I dislike bureaucracies and avoid clients steeped in bureaucrats. When I've determined I want the search I set my fee.
As an Executive Recruiter I offer value. I'm picky about the searches I take yet I fill them consistently. I delight my clients by presenting exceptional candidates. I've never required a client sign an agreement that they will work with me exclusively. I always send a note as to what we agreed the fee will be and when it will be paid. (All fees are paid within 10 days of the candidate's start date.) I've always received payment.
My fees have ranged from $4,500. to $60,000. Experience has taught me the value of my time and energy. Once I've decided my fee I stick to it. If a client wants to negotiate my fee to a lower amount I talk about the value of hiring a candidate that contributes above and beyond what they expect. Typically, they wouldn't be willing to hire a candidate with 20% fewer competencies they require if I agreed to a lower rate. They don't want an 80% effort on my part. They want a great candidate, fast.
Know the fee ranges in your industry. Know what constitutes different levels of expertise. Know yourself and what motivates you to deliver the candidate your client desperately wants. Set your fee based on your value and the value your client puts on the person that will make a difference in their organization.
My questions, demeanor, and thought process demonstrate my ability. If the client is unsure about wanting to pay my fee I wish them well and move on. I respect managers have budgets that may not include expenditures for my service. When I develop a client who is willing and ready to hire a great candidate and pay my fee I knock myself out getting an interview set up within 72 hours. I deliver value by providing exceptional candidates fast. That's what makes placements happen.
We train Recruiters. http://www.toprecruitersecrets.com
While my client has been talking I've been listening closely and taking notes.
The beauty of working as a recruiter lies in our ability to design how we choose to work. I'm happy to explain how I determine my fee but respect the fact there are dozens of ways to set a fee. Find what works best for you by experimenting. Don't charge a fee you would not pay.
Many recruiters adhere to setting their fee based on the traditional mindset of a percentage of a candidate's salary, say 25%. I've always felt that 'one size fits all' mentality was limiting. Personally, I set my fee after considering a number of factors. Sometimes I've been high and sometimes I've been low. Oh well. I don't care because I make placements consistently and my open-mindedness keeps my clients loyal and attracts new clients like bears to honey.
First, I don't take searches I know I don't want to work on or won't be able to fill. “Guilt be gone”, is my motto. If I don't respect a companies' philosophy or the way they treat employees I won't help find them new employees to abuse.
It's important to me that my values match the values of my clients. I don't preach to anyone. I have developed several concise ways to convey to an employer that I'd prefer to back away from their search. If that fails I tell them nicely we are not compatible as my search methods typically surface candidates with long-term goals that do not match this employers' goals. I advise them using me would not be an efficient use of their resources.
I'm not interested in wasting anyone's time especially my own. Many of the companies I've chosen not to do business with are exceptionally successful in terms of profit. Again, I don't care. It's not in my best interest to compromise my integrity when I can make buckets of money, feel full-filled and happy making placements with companies I'd love to see succeed even more.
Here are some of the considerations that enter into my fee decision. What's their turnover? What's the atmosphere like...are employees excited to come to work? Is the employer fair minded? Do they promote from within? Do they help their employees succeed with more training? Is their compensation program competitive? Are they open to employee input? And high on my list, will they work in a cooperative and respectful way with me?
Can my client make a hiring decision fast? The longer their decision making process the more likely it is that deals can fall apart. I want to work with decision makers. I dislike bureaucracies and avoid clients steeped in bureaucrats. When I've determined I want the search I set my fee.
As an Executive Recruiter I offer value. I'm picky about the searches I take yet I fill them consistently. I delight my clients by presenting exceptional candidates. I've never required a client sign an agreement that they will work with me exclusively. I always send a note as to what we agreed the fee will be and when it will be paid. (All fees are paid within 10 days of the candidate's start date.) I've always received payment.
My fees have ranged from $4,500. to $60,000. Experience has taught me the value of my time and energy. Once I've decided my fee I stick to it. If a client wants to negotiate my fee to a lower amount I talk about the value of hiring a candidate that contributes above and beyond what they expect. Typically, they wouldn't be willing to hire a candidate with 20% fewer competencies they require if I agreed to a lower rate. They don't want an 80% effort on my part. They want a great candidate, fast.
Know the fee ranges in your industry. Know what constitutes different levels of expertise. Know yourself and what motivates you to deliver the candidate your client desperately wants. Set your fee based on your value and the value your client puts on the person that will make a difference in their organization.
My questions, demeanor, and thought process demonstrate my ability. If the client is unsure about wanting to pay my fee I wish them well and move on. I respect managers have budgets that may not include expenditures for my service. When I develop a client who is willing and ready to hire a great candidate and pay my fee I knock myself out getting an interview set up within 72 hours. I deliver value by providing exceptional candidates fast. That's what makes placements happen.
We train Recruiters. http://www.toprecruitersecrets.com
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