Recruiting Skills & The Talent Grab In IT

Growing IT companies are in competition with just about everyone for the best technical talent. The workforce landscape is changing and it’s time to notch up the headhunting capabilities of your recruiting staff. Increasing the quality of 1-on-1 recruiting conversations is not a luxury in-house recruiters can side step any longer. Refining this critical recruiting skill is one of the fastest ways to decrease those pesky tough-to-fill vacancies.

Face it, the people you want to hire are busy working somewhere else and sending boatloads of emails into cyberspace is not getting the recruiting job done. The northwest part of the country is just one of the market segments squawking about how difficult it is to sell quality candidates on coming to work for their company.

Here are 3 strategies to implement now to win top talent:

1.    Improve your research capabilities

Sourcing well is a specialized talent. A great sourcer can uncover names and numbers at lightening speed. They save us time. These people are quickly become SMEs (subject matter experts) in their own right. Their minds work like detectives. They can find entire directories complete with organizational charts of your nearest and dearest competitors. Use them and pay them well.

 Everyone uses LinkedIn, all-be-it not well most of the time, however inmails are no match for an authentic and effective recruiting conversation. The other day a recruiter I coach once or twice a year called. She places upper management executives at universities. She dislikes cold calling (like most of us) and tries to initiate all conversations via email. Her request for advice centered on how she should proceed to fill a COO position for which she had an ideal candidate because no one was responding to her emails.

My advice was (no surprise), pick up the phone! C’mon! If a twenty-some thousand-dollar fee is not enough motivation to conduct our work professionally then we’re in the wrong business. She knew what to say and her manner is excellent. In fact I believe she knew what I would say before she called. All she needed was a nudge because she has the know-how. My prediction is she'll have the placement complete within a week now that she's decided to make the calls.

2.    If cold calling feels intimidating, seek out training. Recruiting should be fun, not painful.

No one likes rejection. The best way to minimize rejection is to succeed consistently. Nine times out of ten a recruiting call can be rewarding and fun. As recruiters we reject people all day long! The easiest remedy to cold calling is to make sure one knows how to conduct a recruiting call effectively.

A good call engages the other person within seconds. It builds rapport and trust quickly by asking direct, professional questions the typical recruiter does not ask. Simple techniques trigger curiosity and authenticity disarms. Candidates don’t get the opportunity to talk about themselves all that often and it should be an enjoyable experience if the call is managed properly. Focus on the goal and it will come quickly.

3.    Don’t fight the sales process.

Recruiting is a sales job. Yes, we are consultants but ultimately we are sales people. The sooner one recognizes their responsibility the easier it is to get help. Tips and training on the consultative sales process are everywhere.

Consciously develop your sales skills. I prefer the need-satisfaction method of recruiting. Don’t manipulate or push a candidate to accept a position that you and he know is not right. It won’t last and your client won’t like or trust you. Worse yet, they won’t use you again.

The wonderful thing about a recruiting career is solo operators can compete against the big boys simply by being effective. Recruiting can feel positively elegant when done well. The competition for talent is fierce but there’s no need for your in-house recruiting staff to feel their efforts are futile. The answer lies in understanding how to engage and close the candidates you want to hire. The secret lies in making sure both sides are happy; this is simple not difficult.

by Kimberly Schenk, Executive Recruiter, Trainer, Author

Recruiter Training: Your Ability To Influence

New recruiters are always worried about their technique, skills, how they come across, and whether they’re doing things right. They obsess about everything related to THEIR performance and credibility. Once one learns the recruiting process and has discovered the power of asking questions and listening, she’s on her way to making placements. In the beginning it’s important to focus on the details of every word that leaves your lips. New habits form quickly and exact wording is crucial to our success.

Our expertise is woven from our experiences.

Words can be cruel and disheartening, so choose wisely. Part of our recruiting duty is to tell good people they’re not going to get an interview or an offer. Be factual and firm but kind.

“While your background is impressive, your skill sets do not match what my client requires at the moment. When I come across a position that incorporates your experience and meets your career aspirations, I’ll be back in touch.”

We have a job to do and people appreciate the truth even if it’s disappointing. A response like this is concise yet leaves us on good terms. Six months later when we call the candidate back to discuss a new opportunity, he will be receptive.

When we handle all phases of the recruiting process efficiently, no one feels his/her time has been wasted. All parties feel respected and valued. Surprisingly, later conversations take on a friendly and familiar tone. You are colleagues and your professionalism does not need to be reestablished.

Choose words and phrases carefully

The words we choose must accomplish what we wish, which is to move the process forward or shut down a candidate or client who is not sincere. When people are ambivalent, they give mixed messages. We all do. Our job as a headhunter is to stay on track so we serve our corporate clients well. Everything we do is centered around how we communicate. Review and revise statements that don't work.

Word choice and phrasing should be clear and concise.

Check for understanding often. Recruiting conversations are not typical conversations. We have benchmarks to meet as we qualify candidates, prepare employers, coordinate interviews, and manage offers and negotiations to the desired conclusion.

We must be truthful and tactful. Changing jobs can be stressful and emotional for all parties involved. We are at the center of the process and those we work with look to us for guidance along the way. Our confidence and calm is reassuring. Our demeanor creates trust. We want to know what’s on everyone’s mind. When all sides are noisy, voicing ideas and opinions, this is a good sign we’re doing our job.

Don’t underestimate your ability to influence an outcome.

Use your power wisely and responsibly. People process information in different ways. Don’t take a person’s reaction personally. Consider outbursts to be a reactionary style. Remain detached. Sometimes our ‘facts’ are based solely on our experience however that does not diminish the relevance of our input. What we’ve witnessed over hundreds of successful outcomes is significant.

When we question and challenge a client or candidate who has lost site of their own objectives, we help the process by bringing the party back on track to what they have defined is their desired result. We manage by asking questions.

Speak the truth.

Part of being a great recruiter is telling the truth, which we all know can be uncomfortable at times. Truthfulness creates trust and tells the folks we’re dealing with we’re committed to doing the right thing, not the easy thing. Truth is a sign of character and leadership. Stand your ground. Ask questions until you fully understand what’s at the heart of each participant’s behavior and motivation to act.

If a candidate’s salary expectations are unrealistic, be direct. Remind him of benefits, or solutions to issues he stated mattered to him personally. Early on in the process, great recruiters uncover the key factors that matter to a candidate. If money is the single most important motivation for a candidate to make a move, you’re in trouble. Personally, if money is the primary motivation of a candidate, I’d shut down the conversation within five minutes.

During emotionally charged decisions, and changing jobs is near the top of big decisions, people can be hyper sensitive. Use that to your advantage by voicing information that may not be welcome. Speak slowly and clearly because your words will be repeated inside the listener’s head, often multiple times.

We all want to do what’s best for our family, our career, and our well-being. As headhunters we play a big part in satisfying, profitable matches between clients and candidates. Recruiting is richly rewarding emotionally, intellectually, and financially and your influence begins with solid recruiter training.

by Kimberly Schenk, Executive Recruiter, Trainer, and Author

Recruit Like Warren Buffett Invests! by Kimberly Schenk

Whether one is recruiting loan officers, computer programmers, engineers, or CEOs, sound, simple strategies always produce desirable results. Warren Buffett has become an investment icon by using what he calls a value investing strategy.  Specifically he advises followers to focus on what an investment will produce.

This is wise advice for recruiters as well.

Great recruiters know their success lies in the quality of their conversations with candidates and hiring managers. The best recruiters follow a proven strategy to match ideal workers to their client’s requirements for a position. To maximize the company’s potential candidates must be a technical and cultural fit. Recruiters invest in their thought process and skill sets to achieve their production goals.

Focus on what a candidate will produce.

Just like Warren, when we listen carefully to our client’s needs we can dismiss the less productive and culturally incompatible candidates. When we understand the big picture of what a company client wants to accomplish, we can better qualify those candidates who are an ideal match.

Luckily, people are not machines.

As recruiters we must interview carefully. Productive thinkers may not be obvious. A productive person employs a combination of intellect, skill, pride in their work, ambition, self-motivation, and ability to communicate ideas. Sometimes a very productive person may need a good coach in the form of management, to produce their best work. It helps if the candidate genuinely loves the work she’s chosen.

A predictive benchmark of one’s ability to produce is past performance.

We often embrace the work ethic of our upbringing. Being from the Chicago area I can joke about the mid-western work ethic with others from the region. We get up and work everyday until we die. It’s ingrained no matter what level of success is achieved. We work at our education, hobbies, on our homes, and we help others. Of course many cultures and areas have similar philosophies so ingrained they seem natural.

Productive people have this:

Productive people believe they will produce. They almost cannot produce because the drive is so strong. Some people need training, and wise companies provide instruction. Some gain confidence by doing so it’s important to have standards and pinpoint areas to improve. We all have the potential to become experts. At the core of recruiting is identifying those who possess the internal conviction that they are productive beings. Productive people have tenacity to stick to a project until it's done well.

When recruiting trainees look for signals and proof of prior accomplishments that point to the caliber of person being hired. Productive people won’t be slotted into a wasteland position. Make sure your company is equipped with vision, purpose, and opportunities for advancement if you want to retain the most productive workers.

By following Warren Buffett’s advice to focus on what an investment will produce, a recruiter will do well. New hires are the most important investment for a company. Refine your recruiting process to incorporate strategies that lead to high quality hires and watch your dividends grow.

Kimberly Schenk, Executive Recruiter, Trainer, Author of Top Recruiter Secrets, In-House Recruiting: How To Recruit Anyone!, I Communicate, and Cold Call Therapy

Tips and Interview Strategies For Successful Hires

Great interviews do wonderful things for a company and the candidates involved. The purpose of an interview is to: 1. Make sure a candidate can do the job in question, and 2. Fit into the culture. When these two criteria are met a match is made. Why companies complicate the process is a mystery. If your company has more than 10% turnover there’s a hiring problem.

If a company has defined systems they need employees to follow with a religious zealousness, don’t hire people who like to think and solve problems. Hire folks who are willing to follow your rules and be happy doing so. Don’t utilize panel interviews and implement behavioral techniques for positions that require basic skill sets a good percentage of the population possess.

If your cookie-cutter process fails to limit the revolving door of turnover, it’s time to get real.

What’s needed for a good interview is common sense and thoughtful preparation. Why does someone need good communication skills if they work alone 90% of the time? Will you hire a talented techno geek or a social butterfly for the position? Who will get the job done on time and without mistakes? The social butterfly will probably interview well and score high on likability. You’re not hiring a new friend; you’re filling a position.

Think backwards and forwards about who the candidate will work with on a daily basis and what kind of thinker is best suited for the position. What skill sets is the company prepared to enhance to help the right candidate achieve an outstanding performance?

Too many companies look for clones when we all know inbreeding is not healthy long term. If some tech people need better communication skills so what? Hire the best person for the job, identify areas that need improvement, and provide training. Basic training in communication is good for everyone and cheap.

Speak with the hiring manager and find out her managing style and what kind of employee responds well to her style. If her style is the problem, let her know. Does your company ask for feedback from employees on how management is doing and what they could improve?

The secret to a great interview is to make a genuine connection with the applicant. Is that so hard? Smile, offer a firm handshake, describe what will take place during your time together, and what the candidate can expect at the end of the interviewing process.

1.     Ask questions that reveal whether the person can do the job. Dig deeper if answers seem superficial. Get specific.

2.     Ask questions about the candidate’s views on life, work, their role in an organization, immediate goals and long term goals.

3.     The candidate should do 80% of the talking, so establish rapport and make them comfortable. 30 – 45 minutes is plenty of time to understand if the candidate has the basic skill sets required, and assess their basic outlook on life and personality. Ask point blank questions if the candidate is skirting the issue.

Prepare questions ahead of time. Many HR departments have an ivory tower image. Often they’re perceived as drones who don’t care about anyone but themselves. They’re seen as marching as many bodies through the mill as possible to meet their own objectives. When the attitude is resumes matter, not people, you're in trouble. ersumes are worthless in defining a person’s character and ability.

Maybe the metric to evaluate HR performance should be based on the longevity and expertise of new hires. What gets measured gets noticed and results follow. All departments should provide feedback to HR on their ability to assist department heads with hiring high caliber talent. If turnover at your company is greater than 10% truly there’s room for improvement.

The truth is most hiring practices are inadequate. Poor matches create unhappy employees who are less productive. Poor hiring practices produce turnover. Everyone loses when the wrong person is hired for the job. Find the best person, not the most available one.

Great hires start with a great interview. Let the candidate know what will happen after they leave. They should feel great about you and your company even if they don’t get the job. Treating people respectfully builds a true positive brand. It’s also the right thing to do.

by Kimberly Schenk,

I train recruiters and companies on how to hire the best candidates.

Top Recruiter Secrets, and  In-House Headhunting

Full Cycle Recruiting - Qualifying Good Clients by Kimberly Schenk

Headhunters (or executive recruiters) are trained to complete all facets of a search. For recruiters transitioning from corporate recruiting over to full cycle recruiting obtaining new business can be a stumbling block. Getting new clients or solo searches is not difficult once one knows the basics. Keep these 3 tips in mind as you enter conversations with potential clients.

1. Be selective

The real challenge when finding new business is to make sure the client meets your parameters of what a healthy working relationship entails. It’s important to define what you require and prefer to see in a client. When a job order conversation clearly reveals information that is incongruous with your values and definitions you can kindly reject the assignment. Not all companies are worthy of your time and expertise.

2. Qualify clients

Qualify clients the same way great recruiters qualify candidates and your hiring ratio will steadily increase. It’s easy to find companies with hard-to-fill vacancies. The trick is to find out about their internal decision-making process and management style. If you wouldn’t work for a company how can you place a candidate with them in good conscience?

There are no perfect companies and no perfect employees. Good matches are always a matter of degree. Don’t confuse a client willing to pay your fee with desirable business. Getting agreement on your fee is only one small hurdle. If someone offered you $25k to rob a bank hopefully it would be a no-brainer to turn the deal down. A rational professional would not risk going to prison for a paltry few bucks.

3. Reject sub-par client companies

Don’t feel guilty about backing away from unethical or dysfunctional clients. When a recruiter accepts such an assignment the result is a half-hearted effort or no effort to find such a client candidates. Recruiting requires systematic strategy and intelligent, consistent calling. It’s work! When we accept search assignments from clients we like and respect it’s easy to feel motivated and passionate about the work we perform on behalf of those clients.

As contingency fee recruiters we become our clients’ allies. We route for their success and share their excitement about accomplishing their goals. We become trusted advisors in many cases and establish long lasting, genuine relationships with hiring managers. While we may work behind the scenes headhunters often become an integral part of the hiring team.

Netflix created a no-sound video, which has reportedly accumulated 5 million views. They’ve defined a rare outlook and corporate management philosophy. What’s heartening to see is their ability to skirt meaningless platitudes and articulate both their values and how they implement those strategies. In my experience few companies have the capacity for this kind of clarity. While recruiters cannot expect most clients, even good clients to match this level of definition, the video provides a framework for which a recruiter can create  questions of potential hiring managers.

When we interview candidates we gain a sixth sense of where to dig deeper into a candidate’s background. Headhunters are not fooled by generalizations and quickly see discrepancies between answers to similar questions. Take time to understand what potential clients will be like to work with and what the environment has in store for new hires.

The secret to increasing your personal sense of job satisfaction and reducing stress in your full cycle recruiting efforts is to work with companies and hiring managers you respect and like. Choose to work for clients who respect and value the service you provide. Maintain high standards and your self-respect will remain in tact. You’ll make more placements, more money, and control your career.

Sourcing Candidates: Email or Calling Direct? by Kimberly Schenk

Full cycle recruiters who work on commission quickly become experts at cultivating new searches and finding great candidates. The fastest way to qualify an ideal match for a search is by cold calling passive candidates. Social media sites are helpful for building lists of contacts however direct conversations close deals. 

Recruiting requires good to great communication skills. 

The ability to ask intelligent questions during each phase of the process is central to success. When a candidate does not meet the parameters of the search, switch gears and ask for referrals. People are willing to help and supply names. The best referrals come with phone numbers and a little background. Learn how to ask for contacts and keep asking.

Headhunters are organized. They categorize candidates by skill sets, location, years of experience, etc. Friendly business-to-business relationships are not the same as friendships but they are authentic none-the-less. Recruiters build strong networks quickly by connecting via the phone!

For every 50 recruiters relying on LinkedIn or online resume pools, there’s only one headhunter directly calling candidates. Five minutes in conversation can change the course of your day. Direct calls lead to qualified candidates. A well designed phone call leaves a lasting positive impression that’s personal.

Most happily employed candidates don’t float their resume online. 

While many receive frequent contacts from recruiters, the best recruiters distinguish themselves with sophisticated techniques and engaging questions. Top recruiters establish some trust and rapport within minutes. It takes less than ten minutes to determine if a candidate is warrants an in-depth interview.

Great recruiters spend their day rejecting multiple candidates who don’t specifically match the hiring criteria that’s needed immediately. Many of those candidates may be outstanding and there will come a time to reconnect with them for a position that meets their career and emotional needs.

Mass emails are a turn off. It’s easy for candidates to ignore or delete these messages. No one likes to feel they’re part of some giant herd. Calling can be tedious. The biggest challenge is reaching candidates who send their calls to voice mail. Take heart! Keep dialing and believe you’ll connect to the right candidate.

If a candidate’s not willing to have a five minute conversation or able to offer proof of performance, move on. Skip emails until they’re meaningful. Serious recruiters don’t allow frivolous distractions. The truth is great recruiters can track down a great candidate within 13 – 18 conversations in one or two days.

Is recruiting easy? No, it’s not, until one develops basic skill sets. 
When one understands the process they’ll persevere because experience proves success is certain. We are detectives, hunters, problem solvers, psychologists, decoders, and confidants. Recruiting is challenging and far to many good recruiters give up and leave the industry too soon. Far too often new recruiters find themselves in a no-win situation with unethical organizations. Training can cure ignorance.

If a headhunter seriously wants to earn 15k - 80k a month they’ll pick up the phone. I have a friend who owns physical therapy clinics. He receives up to 20 emails a week from recruiters. He deletes them. About every three months he gets a call from a recruiter and takes a few minutes to talk. When one calls they get answers and spend less time wondering if a candidate has potential.

Cultivate your phone sales skills, phone presence, and format for contacting passive candidates. Call passive candidates directly for two weeks and see for yourself how advantageous this single skill proves to be for your recruiting career! Social media is a tool. Direct contacts create placements.

Note: If you're new to the profession please get yourself relevant recruiter training. Your career will soar and you'll be happier in your job.

New Blog Location!

Hi. For several years I've had several blogs. This week a new, easy to navigate version of the website Top Recruiter Secrets has launched. From now on, all my blog posts will be at this website.
Thank you for reading and please let me know what topics matter to you most.
Kimberly Schenk