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
Sunday, February 3, 2008
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
Friday, October 12, 2007
Training Recruiters is Smart Business: Get Busy!
This article is for those who want to be professional Recruiters and it's a wake up call for all other agencies, search firms, in-house recruiting departments, and business owners who want to benefit from the expertise of their recruiter(s).
There's a vast range of skill and understanding at play throughout the recruiting industry today. Fundamental, basic recruiter skill training is painfully absent. The only way to tell the skill level of someone who claims to be a Recruiter is with an interview and specific check list.
Did you know there is a 60% - 90% turnover rate in staffing agencies and search firms for new recruiters with under six months of experience? Are the corporations who use these services supposed to believe their ‘experts’ don’t know how to identify and screen candidates in their own industry? The whole recruiting industry suffers from a credibility issue when turnover rates reach such staggering levels. Why does this embarrassingly high turnover remain business as usual? (Hint: lack of training and ongoing mentoring.)
Did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%.
There are a few constructive conclusions I can draw from this data that's woven into my background and understanding of executive recruiting, risk management, and operating several businesses over the past 25 years.
1. Recruiting skills are not to be mistaken for recruiting tools. Job boards, ATS (application tracking software), memberships in associations, etc. are tools, not recruiting skills. Lack of sound recruiting methods costs companies billions of dollars each year.
2. If you're a professional recruiter, take charge of your career and your success and invest in training yourself. If your company gave you a desk and a phone and said, “work hard and you’ll make a lot of money”, don’t believe it! Don’t be an unnecessary casualty of lazy, poor management. There are a number of solid training courses to develop the skills you need to establish a method to make placement after placement. Training will help you improve your results. Do it today!
This is your profession. Don’t fail or lose out on income because you stepped into a revolving door mentality in a staffing agency or search firm office. You know first hand that companies view candidates as a portfolio of skill sets and the more skills one has, the greater their value. The investment in training will be in your self. Your job satisfaction, effectiveness, paychecks, peace of mind and self-esteem will increase.
Corporate in-house recruiters suffer tremendous frustration from lack of training in the basic principles and methods Executive Recruiters use. Many in-house recruiter positions are glorified clerical spots, with great, unmet expectations. They are recruiters in name only. While it's understandable that upper level executives can clearly see the value in eliminating or reducing costs for outside recruiters, it's silly to think their companies will benefits from a recruiter with no understanding of how recruiters’ get the job done.
The majority of recruiters have no clue how to utilize 100% of the candidate marketplace vs. the 20% reached by ads alone. There's more to recruiting than resume diving. If you're an HR Manager, help your company by making an investment in recruiter training for every person involved in the hiring process. Investing in training programs for in-house recruiters also means that should a recruiter leave, the materials for recruiting remain for the next recruiter to utilize.
When Staffing Agencies and Search Firms take a few days up front to train every recruiter who walks in the door, even if it's a refresher course, the company benefits on multiple levels. Applying risk management principles has proven throughout all business that reducing the risk of loss, SAVES companies money and also MAKES them piles of money as well.
It’s that simple. Longevity of staff members means less ad costs, less interviewing, less down time, less time spent on orientations, less business interruptions, fewer mistakes, reduced frustration on the part of those continuously picking up the slack from vacancies, and less chaos to name a few benefits.
Longevity also means, more cohesiveness of effort is possible. More placements will be made and people can enjoy their job! Less stress, less frustration, more money, and better service can be delivered faster, smarter. A strong team, which everyone says they want, can actually have a chance to materialize when the expertise of everyone is raised to a higher professional level.
When recruiters in an office all use the same methods, they have more trust in co-workers because they know the same principles and methods will be used on every search and issues of personality or ‘sloppy’ practices are no longer a concern. One recruiter can assist another at any point in the process if needed.
The number of industries who utilize standard practices is countless. Take Home Inspectors. There has been a standardization of items to check in a home during an inspection that has been in effect for decades. The Associations Home Inspectors belong to demand their members take continuing education courses every year to keep their good member standing.
Credibility is enhanced and production increases with training.
The recruiting industry is evolving quickly. This fantastic profession impacts businesses like never before. If you've never invested in a recruiter training program, do so today. There's greater and greater competition for top talent. Please don't try to 'wing it' when it comes to your career or the success of your business.
We train Recruiters. visit us at http://www.toprecruitersecrets.com
There's a vast range of skill and understanding at play throughout the recruiting industry today. Fundamental, basic recruiter skill training is painfully absent. The only way to tell the skill level of someone who claims to be a Recruiter is with an interview and specific check list.
Did you know there is a 60% - 90% turnover rate in staffing agencies and search firms for new recruiters with under six months of experience? Are the corporations who use these services supposed to believe their ‘experts’ don’t know how to identify and screen candidates in their own industry? The whole recruiting industry suffers from a credibility issue when turnover rates reach such staggering levels. Why does this embarrassingly high turnover remain business as usual? (Hint: lack of training and ongoing mentoring.)
Did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%.
There are a few constructive conclusions I can draw from this data that's woven into my background and understanding of executive recruiting, risk management, and operating several businesses over the past 25 years.
1. Recruiting skills are not to be mistaken for recruiting tools. Job boards, ATS (application tracking software), memberships in associations, etc. are tools, not recruiting skills. Lack of sound recruiting methods costs companies billions of dollars each year.
2. If you're a professional recruiter, take charge of your career and your success and invest in training yourself. If your company gave you a desk and a phone and said, “work hard and you’ll make a lot of money”, don’t believe it! Don’t be an unnecessary casualty of lazy, poor management. There are a number of solid training courses to develop the skills you need to establish a method to make placement after placement. Training will help you improve your results. Do it today!
This is your profession. Don’t fail or lose out on income because you stepped into a revolving door mentality in a staffing agency or search firm office. You know first hand that companies view candidates as a portfolio of skill sets and the more skills one has, the greater their value. The investment in training will be in your self. Your job satisfaction, effectiveness, paychecks, peace of mind and self-esteem will increase.
Corporate in-house recruiters suffer tremendous frustration from lack of training in the basic principles and methods Executive Recruiters use. Many in-house recruiter positions are glorified clerical spots, with great, unmet expectations. They are recruiters in name only. While it's understandable that upper level executives can clearly see the value in eliminating or reducing costs for outside recruiters, it's silly to think their companies will benefits from a recruiter with no understanding of how recruiters’ get the job done.
The majority of recruiters have no clue how to utilize 100% of the candidate marketplace vs. the 20% reached by ads alone. There's more to recruiting than resume diving. If you're an HR Manager, help your company by making an investment in recruiter training for every person involved in the hiring process. Investing in training programs for in-house recruiters also means that should a recruiter leave, the materials for recruiting remain for the next recruiter to utilize.
When Staffing Agencies and Search Firms take a few days up front to train every recruiter who walks in the door, even if it's a refresher course, the company benefits on multiple levels. Applying risk management principles has proven throughout all business that reducing the risk of loss, SAVES companies money and also MAKES them piles of money as well.
It’s that simple. Longevity of staff members means less ad costs, less interviewing, less down time, less time spent on orientations, less business interruptions, fewer mistakes, reduced frustration on the part of those continuously picking up the slack from vacancies, and less chaos to name a few benefits.
Longevity also means, more cohesiveness of effort is possible. More placements will be made and people can enjoy their job! Less stress, less frustration, more money, and better service can be delivered faster, smarter. A strong team, which everyone says they want, can actually have a chance to materialize when the expertise of everyone is raised to a higher professional level.
When recruiters in an office all use the same methods, they have more trust in co-workers because they know the same principles and methods will be used on every search and issues of personality or ‘sloppy’ practices are no longer a concern. One recruiter can assist another at any point in the process if needed.
The number of industries who utilize standard practices is countless. Take Home Inspectors. There has been a standardization of items to check in a home during an inspection that has been in effect for decades. The Associations Home Inspectors belong to demand their members take continuing education courses every year to keep their good member standing.
Credibility is enhanced and production increases with training.
The recruiting industry is evolving quickly. This fantastic profession impacts businesses like never before. If you've never invested in a recruiter training program, do so today. There's greater and greater competition for top talent. Please don't try to 'wing it' when it comes to your career or the success of your business.
We train Recruiters. visit us at http://www.toprecruitersecrets.com
Tuesday, October 2, 2007
How to be a Great Recruiter - It's Easier than You Think!
What do Great Recruiters do to make them so 'Great'? I'll start with my definition of 'Great' as it relates to recruiting. Great Recruiters, in my opinion, always: 1. Make placements efficiently and quickly using sound, proven, ethical methods. 2. Manage their time by focusing first on the activities that propel the placement toward the job offer/acceptance.
Great Recruiters thoroughly understand every step of the placement process and how to skillfully execute each step. They understand their "Headhunter power" and use it seemingly effortlessly to guide every participant's (client's and candidate's) actions toward the placement.
If they use the assistance of others to make a placement faster, Great Recruiters (GR) train their assistants to perform those tasks exactly like the Headhunter themselves would.
How do GR make placements whenever they want? They certainly don't leave anything to chance.
#1. GRs take complete Job Orders, every time. They don't assume they know what the hiring manager wants, even if they've made multiple placements with that client.
They make it their goal to understand exactly what the client 'requires' to hire a candidate and differentiate those qualities from what they 'prefer' to have in the desired candidate.
If a client has too many 'requirements', Great Recruiters start a discussion and create added value as they offer advice as a Consultant. GRs establish trust and credibility with insightful, superior questions. They step up as the expert when it comes to recruiting. They are after win-win results.
Their marketing plan is simple. They know how to get a search quickly. They graciously back away from searches they know they don't really want and focus on clients they like and who will 'work well' with the GR. They don't wear themselves out with unproductive activity. If a client doesn't want to pay their fee after the GR explains their value, they move on to a client who depends on that value.
"Work well" means;
1. The client takes the GRs phone calls every time because the GR does not waste their client's time.
2. Clients re-arrange their schedule if needed to fit in an exceptional candidate.
3. They trust and rely on the GRs advice and make job offers quickly, if the situation calls for action. (GRs create a sense of urgency so the need for action is always there!)
When GRs search for candidates, they typically go directly to their contacts who know where their "exact best candidate" is located. If the GR is relatively new, they may use a resume to jump start their search.
My success mantra is: Since the best people are generally employed at what they do best and not looking for a job, I must go to them and present them with an exceptional opportunity.
Grs use, 'third party refferals' to find the best passive candidates, and are 'full cycle' Recruiters. Grs never rely on stale resumes and they don't care if their candidate even has a resume. (Shocking, I know.)
While much of the recruiting world is enthralled with resumes and acts like they cannot make a move without one, GRs send great candidates out on interviews!
As a Consultant and Expert, they 'describe' exactly what their client needs to know about the candidate. (They also make sure relevant facts are Always True!) No resume is needed for two people to talk. If the 'magic' exists, a resume can be produced; and more often than not, it's not needed.
Example: Meg Whitman, the President and CEO of EBay has held that position for over ten years. On a recent TV Special about EBay, she mentioned she receives many calls from Headhunters (calls she takes) and one particular Headhunter had a position that truly enticed her.
Whitman went on an interview(s) to be the head of the Disney operations. Do you think she stopped to type up a resume before she went in for a visit or do you think the Headhunter was able to relay the relevant facts about her background?
Meg Whitman said Disney was the only employer she would consider leaving EBay for and as it turns out, she's not leaving her position. (We don't know if she turned an offer down or was not the Disney 'Chosen One'.) I can tell you this though...it was a GR who made one simple call to Whitman, a happily employed candidate, and found out HE represented that one employer on the planet she'd consider.
He had the conversation he's had a thousand times before. The point is: 80% of Recruiters are diving through resumes that represent only 20% of all candidates.
Moving on: A candidate must qualify and must have sound motivation for accepting an offer from a new employer before they are considered a viable candidate.
In my own experience, I always call candidates who are doing the job in question already for a competitor. I don't bother with job boards (another article). I usually find a great candidate within 13 - 20 phone calls. I schedule the in-depth, qualifying interview with myself, then repeat the process until I have two or three candidates.
A client who is willing to pay a substantial fee deserves a focused effort. GRs present a candidate within 72 hours of taking the Job Order. At the least they let their client know what is happening and provide a realistic time frame to expect their next employee to come in for a visit. (Some positions do take weeks or possibly months, but that too is another topic.)
Grs never send out the unqualified, under-qualified, or a plain poor match. Nothing disappoints a client more than ignoring their needs. The art of Recruiting lies with the ability to firmly control each phase of the placement process. It is done with kindness, listening, and questions.
Grs aren't afraid to 'take away' an opportunity from an uncooperative candidate. They are direct. "There's stiff competition for this position, John. While you have an impressive background, I feel you may not be ready to make this move. I'll give you a call when an assignment develops that incorporates your background and maybe the timing will be right for you then." If the candidate starts to fight for the position, re-qualify, and discuss any hidden issues, not previously voiced.
If a client starts to drag their feet about making an offer, GRs bring up the subject and reserve the option of 'taking the candidate away' by sending that talented candidate to another, perhaps more appreciative, client. Grs let their client know what's happening and if the client wants a great candidate they need to get serious and make an offer.
The goal is to make placements. By being honest and fair to everyone involved with the process GRs keep the egos and feelings of those they relate to on an even keel. GRs get their fees because they keep sending great candidates on interviews for positions they are well qualifed to perform.
Grs mean business and they communicate that message with their authority, demeanor, enthusiasm, recruiter skills, and expertise. Grs have fun. Grs take things in stride, keep the tone light but focused, forgive and forget mistakes others (and themselves) may make in the process. And Grs use the excitement and high energy that surrounds the placement process to make more things happen.
Sending your client a very qualified, motivated, personable candidate within 72 hours of the Job Order does more for a GRs credibility than anything else. It also makes Great Recruiters wealthy.
We train Great Recruiters. The first step: Get training in your profession. http://www.toprecruitersecrets.com
Great Recruiters thoroughly understand every step of the placement process and how to skillfully execute each step. They understand their "Headhunter power" and use it seemingly effortlessly to guide every participant's (client's and candidate's) actions toward the placement.
If they use the assistance of others to make a placement faster, Great Recruiters (GR) train their assistants to perform those tasks exactly like the Headhunter themselves would.
How do GR make placements whenever they want? They certainly don't leave anything to chance.
#1. GRs take complete Job Orders, every time. They don't assume they know what the hiring manager wants, even if they've made multiple placements with that client.
They make it their goal to understand exactly what the client 'requires' to hire a candidate and differentiate those qualities from what they 'prefer' to have in the desired candidate.
If a client has too many 'requirements', Great Recruiters start a discussion and create added value as they offer advice as a Consultant. GRs establish trust and credibility with insightful, superior questions. They step up as the expert when it comes to recruiting. They are after win-win results.
Their marketing plan is simple. They know how to get a search quickly. They graciously back away from searches they know they don't really want and focus on clients they like and who will 'work well' with the GR. They don't wear themselves out with unproductive activity. If a client doesn't want to pay their fee after the GR explains their value, they move on to a client who depends on that value.
"Work well" means;
1. The client takes the GRs phone calls every time because the GR does not waste their client's time.
2. Clients re-arrange their schedule if needed to fit in an exceptional candidate.
3. They trust and rely on the GRs advice and make job offers quickly, if the situation calls for action. (GRs create a sense of urgency so the need for action is always there!)
When GRs search for candidates, they typically go directly to their contacts who know where their "exact best candidate" is located. If the GR is relatively new, they may use a resume to jump start their search.
My success mantra is: Since the best people are generally employed at what they do best and not looking for a job, I must go to them and present them with an exceptional opportunity.
Grs use, 'third party refferals' to find the best passive candidates, and are 'full cycle' Recruiters. Grs never rely on stale resumes and they don't care if their candidate even has a resume. (Shocking, I know.)
While much of the recruiting world is enthralled with resumes and acts like they cannot make a move without one, GRs send great candidates out on interviews!
As a Consultant and Expert, they 'describe' exactly what their client needs to know about the candidate. (They also make sure relevant facts are Always True!) No resume is needed for two people to talk. If the 'magic' exists, a resume can be produced; and more often than not, it's not needed.
Example: Meg Whitman, the President and CEO of EBay has held that position for over ten years. On a recent TV Special about EBay, she mentioned she receives many calls from Headhunters (calls she takes) and one particular Headhunter had a position that truly enticed her.
Whitman went on an interview(s) to be the head of the Disney operations. Do you think she stopped to type up a resume before she went in for a visit or do you think the Headhunter was able to relay the relevant facts about her background?
Meg Whitman said Disney was the only employer she would consider leaving EBay for and as it turns out, she's not leaving her position. (We don't know if she turned an offer down or was not the Disney 'Chosen One'.) I can tell you this though...it was a GR who made one simple call to Whitman, a happily employed candidate, and found out HE represented that one employer on the planet she'd consider.
He had the conversation he's had a thousand times before. The point is: 80% of Recruiters are diving through resumes that represent only 20% of all candidates.
Moving on: A candidate must qualify and must have sound motivation for accepting an offer from a new employer before they are considered a viable candidate.
In my own experience, I always call candidates who are doing the job in question already for a competitor. I don't bother with job boards (another article). I usually find a great candidate within 13 - 20 phone calls. I schedule the in-depth, qualifying interview with myself, then repeat the process until I have two or three candidates.
A client who is willing to pay a substantial fee deserves a focused effort. GRs present a candidate within 72 hours of taking the Job Order. At the least they let their client know what is happening and provide a realistic time frame to expect their next employee to come in for a visit. (Some positions do take weeks or possibly months, but that too is another topic.)
Grs never send out the unqualified, under-qualified, or a plain poor match. Nothing disappoints a client more than ignoring their needs. The art of Recruiting lies with the ability to firmly control each phase of the placement process. It is done with kindness, listening, and questions.
Grs aren't afraid to 'take away' an opportunity from an uncooperative candidate. They are direct. "There's stiff competition for this position, John. While you have an impressive background, I feel you may not be ready to make this move. I'll give you a call when an assignment develops that incorporates your background and maybe the timing will be right for you then." If the candidate starts to fight for the position, re-qualify, and discuss any hidden issues, not previously voiced.
If a client starts to drag their feet about making an offer, GRs bring up the subject and reserve the option of 'taking the candidate away' by sending that talented candidate to another, perhaps more appreciative, client. Grs let their client know what's happening and if the client wants a great candidate they need to get serious and make an offer.
The goal is to make placements. By being honest and fair to everyone involved with the process GRs keep the egos and feelings of those they relate to on an even keel. GRs get their fees because they keep sending great candidates on interviews for positions they are well qualifed to perform.
Grs mean business and they communicate that message with their authority, demeanor, enthusiasm, recruiter skills, and expertise. Grs have fun. Grs take things in stride, keep the tone light but focused, forgive and forget mistakes others (and themselves) may make in the process. And Grs use the excitement and high energy that surrounds the placement process to make more things happen.
Sending your client a very qualified, motivated, personable candidate within 72 hours of the Job Order does more for a GRs credibility than anything else. It also makes Great Recruiters wealthy.
We train Great Recruiters. The first step: Get training in your profession. http://www.toprecruitersecrets.com
Monday, October 1, 2007
Three Big Mistakes Recruiters Make that Cost them Thousands!
There are actually a lot more than three common mistakes Recruiters make that take money out of their pockets. These three mistakes slow down a Recruiter's productivity so they're my prime targets. Let's get started.
#1. Recruiters who depend on Job Boards as their primary source to find candidates are losing out big-time.
#2. Recruiters who focus on finding the 'perfect resume' in their system are wasting valuable time.
#3. Sending resumes to a hiring manager is probably the least efficient and best way to kill the chance of a placement! It diminishes your power as a Head Hunter. (Give my way a try and watch your production increase and your effort decrease!)
If you detected the common theme here as misuse of resumes in general - 10 points to you!
In becoming a really good Recruiter, if you're letting pieces of paper, with words and partial information rule your life, you're doomed. Recruiters are not paper pushers! They are EXPERTS and Consultants who bring together employers and candidates for mutual benefit. How well the job is down depends on the Recruiter's skill.
So what should a Head Hunter do instead? Glad you asked.
First. Recruiters need to understand their 'Executive Recruiter Power', which is considerable, and their role as the central force and manager of making placements happen.
Second. They must understand the 2 - 4 absolute REQUIREMENTS a hiring manager will need to see in a candidate in order to make that person a job offer. Recruiters must also understand the difference between what is 'required' and what is 'preferred' in a candidate. At that point the hunt can begin.
Third. Successful Recruiters pick up the phone more. This is the fastest way to find the most qualified candidate, believe it or not. Some employers and agencies are all about bringing 'bodies' in the front door.
What they're doing is wasting the time (a whole day in some cases) of many people, and making candidates mad. An angry candidate is not likely to trust you, the Recruiter, respect you, or cooperate with you when you want to expect it most. It's an archaic practice from the dark ages of, "throw everything against the wall and see what sticks."
You'll have an incredible advantage when you learn how to approach potential candidates directly. This crucial skill follows a defined method and series of small goals embedded into every conversation. If the first person you call does not qualify, ask them for names of someone, "Who may be interested in taking a step up in their career".
Use the resumes from job boards as a spring board to contact people in the industry. Generally, a solid candidate can be found in 13 - 20 phone calls. Often it takes fewer calls to locate a qualified candidate.
Schedule the second call with this candidate as an in-depth interview with yourself. If the candidate truly qualifies, complete at least one reference check, confirm the most relevant facts and prepare to call the hiring manager.
When you call the hiring manager, present the candidate, facts first, that relate directly to the requirements of the position.
"Hi Sally, I've located a great candidate for you. They are currently employed but can come in for an interview in the next 48 hours. Do you have a pen?" (Present the FACTS).
"You said you REQUIRED a candidate have at least three years of experience. This candidate has 6 years experience in mortgage banking as a Loan Originator. You also stated you needed a person who could close 2 - 3 million dollars a month. This person exceeds that requirement. She closes between 5 & 7 million dollars in loans a month. She has solid relationships with about 18 - 20 realtors and is comfortable with VA, FHA, and conventional loans as well as Jumbo and self-employed scenarios. About 10% of her business is re-fi's. She also has a four year degree in business from CU." "As you can see, she's exactly what you asked for and more. Would you have time to see her tomorrow afternoon at 3pm?"
Presenting a candidate, facts first, lets you set the stage and builds anticipation and urgency. The employer hears, "Your problem has been solved!" Before your candidate walks in the door there is a positive expectation.
The Recruiter should be in control of the process as that's the most efficient way to fill positions and make the most money if you're paid on commission.
Occasionally, a manager will ask to see the resume. Your answer: "This candidate is working at what she does best. She was not looking for a job when I contacted her and does not have a resume prepared. I have verified key facts about her background and checked one (or two, or three) of her references. In fact, here's a summary of what her reference said....If you want to proceed with making an offer after you two meet, we can always put together a resume first, if you feel it's necessary."
Making successful placements is about focusing on activities that will result in a qualified candidate talking to a hiring manager with a desperate need to fill an open position. It's that simple. In the above example I have skipped a few steps and summarized in generalities with the intention of conveying the need for Recruiters to learn the process and the basic skills related to managing that process smoothly.
When the Recruiter takes charge, the others involved follow their lead because the Recruiter is doing what THEY do best. Credibility, trust, and respect are created with the right questions, careful listening, and knowledgeable guidance.
Avoid making the common mistakes related to the handling of resumes by viewing resumes as a tool and sharpening your recruiter skills. Sound recruiting skills will propel your career forward.
We train Recruiters. visit us at: http://www.toprecruitersecrets.com
#1. Recruiters who depend on Job Boards as their primary source to find candidates are losing out big-time.
#2. Recruiters who focus on finding the 'perfect resume' in their system are wasting valuable time.
#3. Sending resumes to a hiring manager is probably the least efficient and best way to kill the chance of a placement! It diminishes your power as a Head Hunter. (Give my way a try and watch your production increase and your effort decrease!)
If you detected the common theme here as misuse of resumes in general - 10 points to you!
In becoming a really good Recruiter, if you're letting pieces of paper, with words and partial information rule your life, you're doomed. Recruiters are not paper pushers! They are EXPERTS and Consultants who bring together employers and candidates for mutual benefit. How well the job is down depends on the Recruiter's skill.
So what should a Head Hunter do instead? Glad you asked.
First. Recruiters need to understand their 'Executive Recruiter Power', which is considerable, and their role as the central force and manager of making placements happen.
Second. They must understand the 2 - 4 absolute REQUIREMENTS a hiring manager will need to see in a candidate in order to make that person a job offer. Recruiters must also understand the difference between what is 'required' and what is 'preferred' in a candidate. At that point the hunt can begin.
Third. Successful Recruiters pick up the phone more. This is the fastest way to find the most qualified candidate, believe it or not. Some employers and agencies are all about bringing 'bodies' in the front door.
What they're doing is wasting the time (a whole day in some cases) of many people, and making candidates mad. An angry candidate is not likely to trust you, the Recruiter, respect you, or cooperate with you when you want to expect it most. It's an archaic practice from the dark ages of, "throw everything against the wall and see what sticks."
You'll have an incredible advantage when you learn how to approach potential candidates directly. This crucial skill follows a defined method and series of small goals embedded into every conversation. If the first person you call does not qualify, ask them for names of someone, "Who may be interested in taking a step up in their career".
Use the resumes from job boards as a spring board to contact people in the industry. Generally, a solid candidate can be found in 13 - 20 phone calls. Often it takes fewer calls to locate a qualified candidate.
Schedule the second call with this candidate as an in-depth interview with yourself. If the candidate truly qualifies, complete at least one reference check, confirm the most relevant facts and prepare to call the hiring manager.
When you call the hiring manager, present the candidate, facts first, that relate directly to the requirements of the position.
"Hi Sally, I've located a great candidate for you. They are currently employed but can come in for an interview in the next 48 hours. Do you have a pen?" (Present the FACTS).
"You said you REQUIRED a candidate have at least three years of experience. This candidate has 6 years experience in mortgage banking as a Loan Originator. You also stated you needed a person who could close 2 - 3 million dollars a month. This person exceeds that requirement. She closes between 5 & 7 million dollars in loans a month. She has solid relationships with about 18 - 20 realtors and is comfortable with VA, FHA, and conventional loans as well as Jumbo and self-employed scenarios. About 10% of her business is re-fi's. She also has a four year degree in business from CU." "As you can see, she's exactly what you asked for and more. Would you have time to see her tomorrow afternoon at 3pm?"
Presenting a candidate, facts first, lets you set the stage and builds anticipation and urgency. The employer hears, "Your problem has been solved!" Before your candidate walks in the door there is a positive expectation.
The Recruiter should be in control of the process as that's the most efficient way to fill positions and make the most money if you're paid on commission.
Occasionally, a manager will ask to see the resume. Your answer: "This candidate is working at what she does best. She was not looking for a job when I contacted her and does not have a resume prepared. I have verified key facts about her background and checked one (or two, or three) of her references. In fact, here's a summary of what her reference said....If you want to proceed with making an offer after you two meet, we can always put together a resume first, if you feel it's necessary."
Making successful placements is about focusing on activities that will result in a qualified candidate talking to a hiring manager with a desperate need to fill an open position. It's that simple. In the above example I have skipped a few steps and summarized in generalities with the intention of conveying the need for Recruiters to learn the process and the basic skills related to managing that process smoothly.
When the Recruiter takes charge, the others involved follow their lead because the Recruiter is doing what THEY do best. Credibility, trust, and respect are created with the right questions, careful listening, and knowledgeable guidance.
Avoid making the common mistakes related to the handling of resumes by viewing resumes as a tool and sharpening your recruiter skills. Sound recruiting skills will propel your career forward.
We train Recruiters. visit us at: http://www.toprecruitersecrets.com
Sunday, September 30, 2007
Be a Successful Recruiter!
Lots of people toy with the idea of becoming a Recruiter, and then talk themselves out of taking the leap. Recruiting is about 'process' not personality when done properly. If you're considering becoming an Executive Recruiter, my advice is get some basic training related to the WHOLE process and decide where (and if) you'd fit into that process.
The opportunities in Recruiting are endless! You may find recruiting to be the most rewarding position you've ever had emotionally, intellectually, and financially. Give it a chance!
The more facets of recruiting you feel you can handle, the better you'll perform and the more money you'll make. Whether you want to be a contract recruiter, in-house corporate recruiter, independent Executive Recruiter, or staffing consultant, the key principles remain the same. What changes is the working environment, amount of personal independence, amount of stress and pressure, and money one makes.
Sadly, newbies often have the most frustration and make the least money. Why? Because their indifferent employers don't care about training, skills, or integrity. The, "Keep pushing the bodies through" mentality doesn't work today (never did) and the turnover rates in these operations tell that sad story. Don't believe the line, "It's just a numbers game. You'll earn what you're worth." That's pure Bull. Walk away from these operations.
In the past ten years great efforts by large and small companies have broken down the search process into multiple functions. Personally, while many companies must prefer all the added layers of bureaucracy, the comments I hear from clients make me believe too many of these "new" systems are lacking.
One specific complaint is the amount of time to fill a position is growing. Here's a joke: An employer posts some ads on a few Job Boards, gets a bunch of resumes, some from very qualified candidates, and yet it takes MONTHS to make a contact with those qualified candidates. ha-ha. And then the employer complains that candidates 'shop' for jobs and aren't serious enough! Who could take an employer seriously who manages their employment process like employees are THE LEAST important part of that companies' success?
Situations like this are everywhere! This is bad news for those kinds of companies (and their corporate recruiters) and great for Executive Recruiters, whose major strength is speed and candidate quality. I've made a fortune off of hiring managers who've had open positions for months. The official company policy may be, "We handle all recruiting in-house", but the reality is if I've got a qualified candidate they need, they'll pay my fee and be happy.
Too many recruiters rely too heavily on reading resumes and resume data sorting software. The resume tracking software is an important tool that often provides one or more extra placements a month for small agencies. Big companies rely heavily on the software too. There's a place for these tools.
I'm not knocking any tool that assists in making placements; however tools are not a substitute for sound, practical, tried and true recruiting methods and strategies that really make placements.
Recruiters are always looking for new and better sourcing methods. Many are looking for ways to NOT recruit! The big bucks go to those Headhunters who have taken the time to learn how to pick up the phone, track down great candidates, interview and qualify them, present the opportunity, verify relevant facts, and schedule the send out. Successful Recruiters don't "wing it", they follow a process.
There's a way to present an offer so that it gets accepted. There's a way to keep negotiations going and a way for Employer and Candidate to both be happy when negotiations are completed. Take the time to understand the process up front and your success will be immediate and ongoing.
The funny thing is: Those Recruiters who take the time to learn their craft, make tons more money with far less effort than 80% of all other types of recruiters. Be a successful Recruiter. Start with investing a few dollars in your own training. Perfect your recruiting skills. The return on investment will be immeasurable.
We train successful recruiters. visit us at: http://www.toprecruitersecrets.com
The opportunities in Recruiting are endless! You may find recruiting to be the most rewarding position you've ever had emotionally, intellectually, and financially. Give it a chance!
The more facets of recruiting you feel you can handle, the better you'll perform and the more money you'll make. Whether you want to be a contract recruiter, in-house corporate recruiter, independent Executive Recruiter, or staffing consultant, the key principles remain the same. What changes is the working environment, amount of personal independence, amount of stress and pressure, and money one makes.
Sadly, newbies often have the most frustration and make the least money. Why? Because their indifferent employers don't care about training, skills, or integrity. The, "Keep pushing the bodies through" mentality doesn't work today (never did) and the turnover rates in these operations tell that sad story. Don't believe the line, "It's just a numbers game. You'll earn what you're worth." That's pure Bull. Walk away from these operations.
In the past ten years great efforts by large and small companies have broken down the search process into multiple functions. Personally, while many companies must prefer all the added layers of bureaucracy, the comments I hear from clients make me believe too many of these "new" systems are lacking.
One specific complaint is the amount of time to fill a position is growing. Here's a joke: An employer posts some ads on a few Job Boards, gets a bunch of resumes, some from very qualified candidates, and yet it takes MONTHS to make a contact with those qualified candidates. ha-ha. And then the employer complains that candidates 'shop' for jobs and aren't serious enough! Who could take an employer seriously who manages their employment process like employees are THE LEAST important part of that companies' success?
Situations like this are everywhere! This is bad news for those kinds of companies (and their corporate recruiters) and great for Executive Recruiters, whose major strength is speed and candidate quality. I've made a fortune off of hiring managers who've had open positions for months. The official company policy may be, "We handle all recruiting in-house", but the reality is if I've got a qualified candidate they need, they'll pay my fee and be happy.
Too many recruiters rely too heavily on reading resumes and resume data sorting software. The resume tracking software is an important tool that often provides one or more extra placements a month for small agencies. Big companies rely heavily on the software too. There's a place for these tools.
I'm not knocking any tool that assists in making placements; however tools are not a substitute for sound, practical, tried and true recruiting methods and strategies that really make placements.
Recruiters are always looking for new and better sourcing methods. Many are looking for ways to NOT recruit! The big bucks go to those Headhunters who have taken the time to learn how to pick up the phone, track down great candidates, interview and qualify them, present the opportunity, verify relevant facts, and schedule the send out. Successful Recruiters don't "wing it", they follow a process.
There's a way to present an offer so that it gets accepted. There's a way to keep negotiations going and a way for Employer and Candidate to both be happy when negotiations are completed. Take the time to understand the process up front and your success will be immediate and ongoing.
The funny thing is: Those Recruiters who take the time to learn their craft, make tons more money with far less effort than 80% of all other types of recruiters. Be a successful Recruiter. Start with investing a few dollars in your own training. Perfect your recruiting skills. The return on investment will be immeasurable.
We train successful recruiters. visit us at: http://www.toprecruitersecrets.com
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