Recruiting is a wide open industry offering a variety of niches for anyone interested in this exciting field. I suggest new Recruiters learn about the entire process of recruiting before deciding where they fit best. Understanding how full cycle recruiting works will always provide an advantage even if you end up in a position that handles only one facet of the process, like interviewing candidates.
The rewards for mastering the skills needed to perform all the steps in the recruiting process are without limit. After learning all the steps in recruiting, if you find you really excell at sourcing or obtaining searches, or some other aspect, you can specialize in your strength without damaging your income potential. It's a beautiful world.
Here are some options for working as a Recruiter.
Contingency fee Recruiters, Executive Recruiters, and Head Hunters are all names for the same type of Recruiter. These Recruiters are paid a fee when their client (the employer) hires their candidate. These Recruiters get paid after their candidate starts work.
Contingency fee Recruiters are known for their ability to access 100% of the candidate marketplace (vs. the 20% reached by ads). They have the skills to approach the 'happily employed' pool of candidates. Utilizing 100% of the marketplace elevates their ability to make great matches. 85% of employers responding to surveys rate “Head Hunters” as providing the best caliber of candidates. Executive recruiting fees traditionally are 15% - 30% of a candidates’ first years salary. These Recruiters most often work on commission only.
Contract Recruiters work directly for an employer with multiple positions to fill. Assignments can last several weeks to over a year. Contract positions can turn into permanent positions. This segment of the recruiting industry is growing rapidly. It's a perfect alternative for good recruiters who don’t want their own business. The Contract Recruiter doesn't have to worry about overhead, advertising, technical difficulties, office supplies, etc. The average compensation rate is $25.00 to $75.00 per hour. Some positions pay more, a few pay less. It’s a great value for employers. The lower cost per hire justifies the healthy hourly rates.
Staffing agencies attract candidates by offering to find them jobs. They tend to focus on numbers. If 20 people respond to an ad they try and bring all 20 in for an interview. Staffing temp jobs often leads to permanent hires. They're all about activity; high volumes of candidates, job orders, interviews and placements. Their recruiters are used to a fast pace, high volume, high energy atmosphere.
While some staffing companies specialize in high level professionals, like computer programmers, the majority of staffing firms' bread and butter' accounts are support staff positions. While there are many payment options it's typical for staffing Recruiters to receive a salary (or hourly rate) with bonus incentives for performance.
It's worth noting 98% of companies have used staffing agencies. They have a reputation for turnover rates of 50% to 90% for Recruiters with less than one year experience. Lack of training and unrealistic expectations contribute to the turnover. As candidates become more sophisticated, they resist old fashioned “control” tactics many of these agencies use.
Corporate Recruiters work for a specific employer and are often part of the HR Department. They are paid a salary, usually. For many, the security of having a regular, dependable paycheck is of greater value than the higher annual earnings Executive Recruiters enjoy. I know of Corporate Recruiters who are nothing more than clerical slaves and make 24k to 35k a year. They have had no real training as a Recruiter. I also know of Corporate Recruiters who make between 75k and 115k. It's all about skill level and ability, in my opinion.
Retained Search Firm Recruiters are known for getting their fee up front. They're paid whether or not they deliver a perfect match candidate. They tend to charge the highest recruiting fees. There has been a steady decline in the companies who use these firms because of the internet and the high caliber candidates contingency fee Recruiters provide.
Once one acquires the necessary recruiting skills, there are further options. Work from home, or independently, with other Recruiters in an executive suite setting. Or work with a boutique type firm of co-workers who wish to make multiple placements at a high rate of speed because of their shared skills and the synergy such a group offers.
Whatever option suits you best is the best path to follow. There is no substitute, however, for understanding the basic principles of the recruiting process. I urge you to invest in your career as a Recruiter and obtain the training needed to jump start your success.
We train Recruiters. Visit us at www.TopRecruiterSecrets.com
Take a look at the Top Recruiter Secrets eBook
Friday, July 18, 2008
Thursday, July 10, 2008
Ask for that Raise!
For nine years Jeff worked for company G as an engineer. Flying airplanes was his first love. His job came in a close second place. That changed when Jeff met Judy. Their relationship quickly turned serious and they married.
When Jeff and Judy sat down to do financial planning as a couple, Judy learned Jeff’s salary was surprisingly low. With a human resource background, Judy knew the salary range for Jeff’s type of work, and what his credentials were worth. Jeff was seriously underpaid.
Jeff was shocked and somewhat crestfallen. His attitude was, “I’m lucky to do what I love AND GET PAID for having fun!” As Jeff began to understand his market value he felt betrayed. Had he been duped? Had he been a fool for years? Was his company taking advantage of him? He wanted to keep his job. Asking for a raise was painful. The idea of asking for a 30% raise was excruciating!
With a wife and future family it was time for Jeff to pay attention to his compensation. Jeff had read "Mighty Mouth", Speak Your Mind Constructively, and sat down to write his request. He was flooded with anger, frustration, fear of hearing “no raise for you”, and possibly the prospect of looking for another job. He felt disloyal yet asking to be paid a fair marketplace value was good business, not disloyalty. With a tug of war going on in his head, Jeff stayed focused on the conversation that would impact his future.
When he sat down with his boss Jeff got to the point. “I have worked here for nine years. My reviews have consistently been good to great. I’ve worked in several departments and handled every task assigned to me, competently. I love my job and have been very happy working here. I feel I’m underpaid and I am requesting a raise of $xx,xxx. I realize that's a 32% increase, however, I believe that's what my value is at this time. I know you need time to talk with upper management. When can I expect an answer?”
Jeff’s boss was dumbfounded. Jeff was asking for five times what their typical raise amount was, yet he sensed Jeff had a fresh understanding of his value and was dead serious. Jeff did not cloud his request with emotion, accusations, or justifications. Jeff did not threaten to leave if he did not get the raise. He stated his position and was specific about his needs.
Caught off guard, his boss simply said, “I hear you. Give me 48 hours to get you an answer.” The next 48 hours were agonizing for Jeff and Judy. Finally, Jeff was called into his boss’ office. “After careful consideration we are prepared to offer you $xx,xxx. That's a 30.5% increase. Will that work?”
Now Jeff was dumbfounded. He was thrilled he had made the request. “Yes. That works fine. When will it start?” was Jeff’s response.
Jeff had newfound respect for himself and his credentials. He did what was right in his mind for his future. He followed the four steps in "Mighty Mouth" on how to create an effective message. He spoke in words that were comfortable for him. Emotions could have derailed his request but Jeff was careful to check his statements against the one principle and edit out any ineffective comments. Negative messages can trigger resistance, or resentment. Jeff disliked conflict and was proud of his behavior.
We all live complicated lives. Using proven communication tools is easy when we simply get to know them. When we communicate effectively, we are able to omit ineffective tactics, knowing they are likely to foil our efforts.
"Mighty Mouth" gives you an advantage. You can create outcomes that move your life forward and get your needs met consistently.
This is a true story. The "Mighty Mouth" eBook, demonstrates how everyone can address sensitive issues effectively. With one, easy to remember principle and ten communication skills, you can express your truth in your unique way, and know you said the right thing.
Visit us at: http://www.toprecruitersecrets.com and click on the page, "Mighty Mouth"
When Jeff and Judy sat down to do financial planning as a couple, Judy learned Jeff’s salary was surprisingly low. With a human resource background, Judy knew the salary range for Jeff’s type of work, and what his credentials were worth. Jeff was seriously underpaid.
Jeff was shocked and somewhat crestfallen. His attitude was, “I’m lucky to do what I love AND GET PAID for having fun!” As Jeff began to understand his market value he felt betrayed. Had he been duped? Had he been a fool for years? Was his company taking advantage of him? He wanted to keep his job. Asking for a raise was painful. The idea of asking for a 30% raise was excruciating!
With a wife and future family it was time for Jeff to pay attention to his compensation. Jeff had read "Mighty Mouth", Speak Your Mind Constructively, and sat down to write his request. He was flooded with anger, frustration, fear of hearing “no raise for you”, and possibly the prospect of looking for another job. He felt disloyal yet asking to be paid a fair marketplace value was good business, not disloyalty. With a tug of war going on in his head, Jeff stayed focused on the conversation that would impact his future.
When he sat down with his boss Jeff got to the point. “I have worked here for nine years. My reviews have consistently been good to great. I’ve worked in several departments and handled every task assigned to me, competently. I love my job and have been very happy working here. I feel I’m underpaid and I am requesting a raise of $xx,xxx. I realize that's a 32% increase, however, I believe that's what my value is at this time. I know you need time to talk with upper management. When can I expect an answer?”
Jeff’s boss was dumbfounded. Jeff was asking for five times what their typical raise amount was, yet he sensed Jeff had a fresh understanding of his value and was dead serious. Jeff did not cloud his request with emotion, accusations, or justifications. Jeff did not threaten to leave if he did not get the raise. He stated his position and was specific about his needs.
Caught off guard, his boss simply said, “I hear you. Give me 48 hours to get you an answer.” The next 48 hours were agonizing for Jeff and Judy. Finally, Jeff was called into his boss’ office. “After careful consideration we are prepared to offer you $xx,xxx. That's a 30.5% increase. Will that work?”
Now Jeff was dumbfounded. He was thrilled he had made the request. “Yes. That works fine. When will it start?” was Jeff’s response.
Jeff had newfound respect for himself and his credentials. He did what was right in his mind for his future. He followed the four steps in "Mighty Mouth" on how to create an effective message. He spoke in words that were comfortable for him. Emotions could have derailed his request but Jeff was careful to check his statements against the one principle and edit out any ineffective comments. Negative messages can trigger resistance, or resentment. Jeff disliked conflict and was proud of his behavior.
We all live complicated lives. Using proven communication tools is easy when we simply get to know them. When we communicate effectively, we are able to omit ineffective tactics, knowing they are likely to foil our efforts.
"Mighty Mouth" gives you an advantage. You can create outcomes that move your life forward and get your needs met consistently.
This is a true story. The "Mighty Mouth" eBook, demonstrates how everyone can address sensitive issues effectively. With one, easy to remember principle and ten communication skills, you can express your truth in your unique way, and know you said the right thing.
Visit us at: http://www.toprecruitersecrets.com and click on the page, "Mighty Mouth"
Wednesday, July 9, 2008
Full Cycle Recruiting - 10 Reasons to Learn it All!
Full cycle recruiting means a Recruiter knows how to obtain a search and evaluate the parameters of that job order, negotiate the fee, find an ideal candidate, manage the interview, offer, and acceptance process, close the deal, and get paid within 10 days preferably. Today there are thousands of people in the business world calling themselves Recruiters who, ironically, don't know the fundamentals of recruiting!
If a person wants to work as a Recruiter, in my opinion, the first thing they should do is get some training related to the recruiting process. New Recruiters need to understand the process from start to finish before they can be effective. I've seen many corporations push people into positions with the title of 'Recruiter', without any training. Noone is served well when this happens.
If you're interested in becoming a Recruiter here are 10 reasons to "learn it all".
1. Once one knows how to handle each facet of the process they can focus on enhancing their strengths or improving their weaknesses. Recruiters who know how to recruit effectively can easily find the best niche in the industry for their personality.
2. Knowing what needs to be done during each step of the process gives a Recruiter confidence and the tools they need to evaluate their own performance. They can look back over each placement process and see specifically where they could have said something different to expedite the process or eliminate a roadblock. Their skills allow them to approach passive candidates most effectively.
3. Recruiters with FCR (full cycle recruiting) skills offer the best value to employers, candidates, and themselves. Knowledge is power when it comes to recruiting.
4. FCR is the pathway to make the most money in this industry.
5. When a recruiter is proficient in all the steps of FCR, they can work with other Recruiters to double, maybe triple the number of placements, they could make on their own. Working with a strong team of Recruiters can be both rewarding and lots of fun.
6. Full cycle Recruiters have the skills that are most in demand. The average company in the United States has about 24% turnover a year! That kind of turnover costs companies unnecessary billions each year. Employee retention begins with good hiring practices. If an employee senses they mean nothing to an employer (and many HR departments are famous for making new hires feel like faceless numbers) then new hires feel no obligation to those employers in return
7. When a Recruiter knows FCR they have the most control over their earnings, lifestyle, working conditions, and job satisfaction.
8. FCR is emotionaly, intellectually, and financially rewarding, in my opinion.
9. The skills a Recruiter acquires when they learn FCR are transferable to other areas of work and life. Knowing how to ask questions and listen effectively can help keep a person with teenagers sane. These skills can improve relationships with spouses, neighbors, relatives, and co-workers. These principles apply when one is negotiating to buy a company, car, home, etc.
10. Recruiters who master their craft have less stress and fewer frustrations related to 'lost' deals. They are more effective and successful than those who don't know FCR.
Less than 20% of Recruiters have been trained in full cycle recruiting. That leaves those with full cycle recruiting skills with a tremendous opportunity and vast potential to excel in those industries that attract them most. Don't try and 'wing it' with your career. Make regular investments in your personal recruiter education and it will pay you back countless times over.
If you liked this article visit us at: Top Recruiter Secrets
If a person wants to work as a Recruiter, in my opinion, the first thing they should do is get some training related to the recruiting process. New Recruiters need to understand the process from start to finish before they can be effective. I've seen many corporations push people into positions with the title of 'Recruiter', without any training. Noone is served well when this happens.
If you're interested in becoming a Recruiter here are 10 reasons to "learn it all".
1. Once one knows how to handle each facet of the process they can focus on enhancing their strengths or improving their weaknesses. Recruiters who know how to recruit effectively can easily find the best niche in the industry for their personality.
2. Knowing what needs to be done during each step of the process gives a Recruiter confidence and the tools they need to evaluate their own performance. They can look back over each placement process and see specifically where they could have said something different to expedite the process or eliminate a roadblock. Their skills allow them to approach passive candidates most effectively.
3. Recruiters with FCR (full cycle recruiting) skills offer the best value to employers, candidates, and themselves. Knowledge is power when it comes to recruiting.
4. FCR is the pathway to make the most money in this industry.
5. When a recruiter is proficient in all the steps of FCR, they can work with other Recruiters to double, maybe triple the number of placements, they could make on their own. Working with a strong team of Recruiters can be both rewarding and lots of fun.
6. Full cycle Recruiters have the skills that are most in demand. The average company in the United States has about 24% turnover a year! That kind of turnover costs companies unnecessary billions each year. Employee retention begins with good hiring practices. If an employee senses they mean nothing to an employer (and many HR departments are famous for making new hires feel like faceless numbers) then new hires feel no obligation to those employers in return
7. When a Recruiter knows FCR they have the most control over their earnings, lifestyle, working conditions, and job satisfaction.
8. FCR is emotionaly, intellectually, and financially rewarding, in my opinion.
9. The skills a Recruiter acquires when they learn FCR are transferable to other areas of work and life. Knowing how to ask questions and listen effectively can help keep a person with teenagers sane. These skills can improve relationships with spouses, neighbors, relatives, and co-workers. These principles apply when one is negotiating to buy a company, car, home, etc.
10. Recruiters who master their craft have less stress and fewer frustrations related to 'lost' deals. They are more effective and successful than those who don't know FCR.
Less than 20% of Recruiters have been trained in full cycle recruiting. That leaves those with full cycle recruiting skills with a tremendous opportunity and vast potential to excel in those industries that attract them most. Don't try and 'wing it' with your career. Make regular investments in your personal recruiter education and it will pay you back countless times over.
If you liked this article visit us at: Top Recruiter Secrets
Monday, July 7, 2008
How To Be a Recruiter - 5 Tips to Make it Easier
You've decided you want to be a Recruiter and now you must begin. Where do you start? In this article 'Recruiter' is defined as a contingency fee or full cycle Recruiter. Also known as Head Hunters, contingency fee Recruiters are paid when their candidate is hired by one of their employer clients.
Here are 5 tips to help you become a successful Recruiter quickly.
1. Learn the Process. There are about 30 steps in the recruiting process. From identifying your candidate to getting the check, the process must be learned, followed and trusted. A good Recruiter knows where he/she is in the process at all times. Don't skip steps. Skipping a step or taking a step for granted can kill a deal.
2. The way a Recruiter manages the process to maximize placements is by mastering a few Recruiting skills. Employers and candidates alike want to trust their Recruiter. Those who establish trust get honest answers and cooperation throughout the process. When there are bumps in the road you'll use your Recruiter skills to guide all parties to the best outcome. Employers and candidates EXPECT their Recruiter to take the lead and make a deal happen. But they also want to feel they are in control at the same time!
The best outcome for an emloyer is hiring a candidate who has the skills a position requires and is a good personality fit for their organization. The best outcome for a candidate is accepting an offer from a company that provides what he wants and needs at the moment in his career. The outcome also makes the candidate feel like they are taking a step forward.
3. One of the top two recruiter skills is the art of asking questions. When a Recruiter knows how to ask questions well, they are able to manage both employers and candidates effortlessly. Here's a secret, Recruiters should be listening 80% of the time! When they are listening they're gathering information and information is power.
Information is what's needed when one side or the other has reservations about committing to a deal. Carefull use of information helps to close deals. Deals that should be closed and deals it's the Recruiter's responsibility to close. A large part of a Recruiter's job is asking questions.
4. Mastering the art of Listening (skill #2) makes Recruiters money. Lots of money. When you listen well, people naturally feel heard. A by-product of feeling heard is people like you. And then they trust you. When it comes time for the other side to listen, they will. When you listen for thought process completion, the other party feels valued. There are many positive results and fuzzy warm feelings that can be traced back to listening. Having good listening skills is required to consistently make placements as a Recruiter.
There are times in many a placement process when it apprears the two sides may be approaching a wall and there is no way around that wall. Don't believe it! By listening thoughout the process you'll have the tools needed to keep inching both parties closer to what they both really want. Recruiters' have the responsibility of keeping the lines of communications open and clear. Your questioning and listening skills will eliminate frustrations and create happy clients and happy candidates. Your closing ratio will skyrocket!
5. Be a professional at all times. Speak slowly and clearly. Use proper English, not slang. Don't cuss. Be respectful. Be a good loser if things don't go your way. Know the full cycle Recruiting process. Stick to that process. Keep investing in your education and skill enhancement. Recruiting is not hard once you know what to do and how to do it well. The more you learn the less effort it takes to make a placement and the more money you'll make.
There are people in the industry who want to make the Recruiting process seem harder and more mysterious than it is. A desire to help others, common sense, the ability to follow step by step instructions, honesty, integrity, a basic understanding of business, and self confidence are what's needed to make a successful and happy Recruiter.
Here are 5 tips to help you become a successful Recruiter quickly.
1. Learn the Process. There are about 30 steps in the recruiting process. From identifying your candidate to getting the check, the process must be learned, followed and trusted. A good Recruiter knows where he/she is in the process at all times. Don't skip steps. Skipping a step or taking a step for granted can kill a deal.
2. The way a Recruiter manages the process to maximize placements is by mastering a few Recruiting skills. Employers and candidates alike want to trust their Recruiter. Those who establish trust get honest answers and cooperation throughout the process. When there are bumps in the road you'll use your Recruiter skills to guide all parties to the best outcome. Employers and candidates EXPECT their Recruiter to take the lead and make a deal happen. But they also want to feel they are in control at the same time!
The best outcome for an emloyer is hiring a candidate who has the skills a position requires and is a good personality fit for their organization. The best outcome for a candidate is accepting an offer from a company that provides what he wants and needs at the moment in his career. The outcome also makes the candidate feel like they are taking a step forward.
3. One of the top two recruiter skills is the art of asking questions. When a Recruiter knows how to ask questions well, they are able to manage both employers and candidates effortlessly. Here's a secret, Recruiters should be listening 80% of the time! When they are listening they're gathering information and information is power.
Information is what's needed when one side or the other has reservations about committing to a deal. Carefull use of information helps to close deals. Deals that should be closed and deals it's the Recruiter's responsibility to close. A large part of a Recruiter's job is asking questions.
4. Mastering the art of Listening (skill #2) makes Recruiters money. Lots of money. When you listen well, people naturally feel heard. A by-product of feeling heard is people like you. And then they trust you. When it comes time for the other side to listen, they will. When you listen for thought process completion, the other party feels valued. There are many positive results and fuzzy warm feelings that can be traced back to listening. Having good listening skills is required to consistently make placements as a Recruiter.
There are times in many a placement process when it apprears the two sides may be approaching a wall and there is no way around that wall. Don't believe it! By listening thoughout the process you'll have the tools needed to keep inching both parties closer to what they both really want. Recruiters' have the responsibility of keeping the lines of communications open and clear. Your questioning and listening skills will eliminate frustrations and create happy clients and happy candidates. Your closing ratio will skyrocket!
5. Be a professional at all times. Speak slowly and clearly. Use proper English, not slang. Don't cuss. Be respectful. Be a good loser if things don't go your way. Know the full cycle Recruiting process. Stick to that process. Keep investing in your education and skill enhancement. Recruiting is not hard once you know what to do and how to do it well. The more you learn the less effort it takes to make a placement and the more money you'll make.
There are people in the industry who want to make the Recruiting process seem harder and more mysterious than it is. A desire to help others, common sense, the ability to follow step by step instructions, honesty, integrity, a basic understanding of business, and self confidence are what's needed to make a successful and happy Recruiter.
Sunday, February 3, 2008
Recruiter Motivation
Motivation energizes our efforts to keep taking the actions that lead to placements. Money has never been a true motivator for me. It's a nice reward for sure, but once there's plenty of money around the moment of truth arrives for each Recruiter. What is it that makes us want to do our job well?
A long time ago I put together a little system in my own brain that keeps me on track. I suspect most other Recruiters have done the same although many of those systems remain unvoiced.
I value freedom in both my work and personal life. Recruiting has provided a means for me to maintain my freedom. I'm also fond of efficiency. I set out each day to accomplish two important functions. I try and get those two things done within 4 hours. My commitment to recruiting revolves around this deal I made with myself. Each day I will work until two crucial tasks are completed. If I get those tasks completed within 4 – 4 and ½ hours the rest of the day is “free” if I so choose.
It's that simple. My productivity centers around getting 2 – 3 send-outs a week (which translates into 1 or 2 placements a week). So each day I either need to recruit a candidate to send out on an interview, or get a job order.
The thought of having an unfulfilled job order drives me crazy. The idea I may let a client down creates great agitation within me and pushes me to act. Some credit such tenacity to a mid-western work ethic. I think it's part that and part some kind of guilt. Guilt related to what I don't know. I also know that what pushes me forward to complete a task is self respect.
I focus entirely on whatever task is at hand. If I find a candidate on the 6th phone call of the day, I move on to a few reference checks and a new job order if my wonderful new candidate is not a match for any of my current job orders. I always interview a new candidate twice before scheduling a send out. I've found candidates need time for my questions and their responses to germinate. The second interview tends to have more substance.
Recruiting candidates, scheduling send outs, and getting new job orders are critical to any Recruiter's success. All the other steps involved in a placement are support tasks, in my opinion. I never do support type tasks unless one of the primary tasks are completed in any given day.
There are Recruiters out there who work 50 and 60 hours a week. They may even be making up to a million dollars a year. That is possible. I'm most content when I operate to please myself and in a way that produces balance in my life. I've owned businesses that did require me to work 60, 70, even 80 hours a week. Once those businesses started to succeed I was able to put managers in place to smooth out operations. I no longer want to work that hard and don't. I can no longer sustain 50 – 70 hours week for months at a time.
I know of recruiters who interview 18 – 20 people a week and make 4 – 8 placements a week. More power to them. "Recruiter, know Thyself," I say. March to your inner drummer and take pleasure in the ample rewards that accompany impacting the futures of businesses, candidates, and your personal circle of friends and family who interact with you everyday.
One final point. If there are parts of the recruiting process that you avoid...find someone else to complete those tasks. Don't fight with yourself. Know your strengths. Do 'splits' with other recruiters and you'll be able to maintain your motivation and enjoy everything this great profession has to offer.
If you liked this article visit: http://www.toprecruitersecrets.com
A long time ago I put together a little system in my own brain that keeps me on track. I suspect most other Recruiters have done the same although many of those systems remain unvoiced.
I value freedom in both my work and personal life. Recruiting has provided a means for me to maintain my freedom. I'm also fond of efficiency. I set out each day to accomplish two important functions. I try and get those two things done within 4 hours. My commitment to recruiting revolves around this deal I made with myself. Each day I will work until two crucial tasks are completed. If I get those tasks completed within 4 – 4 and ½ hours the rest of the day is “free” if I so choose.
It's that simple. My productivity centers around getting 2 – 3 send-outs a week (which translates into 1 or 2 placements a week). So each day I either need to recruit a candidate to send out on an interview, or get a job order.
The thought of having an unfulfilled job order drives me crazy. The idea I may let a client down creates great agitation within me and pushes me to act. Some credit such tenacity to a mid-western work ethic. I think it's part that and part some kind of guilt. Guilt related to what I don't know. I also know that what pushes me forward to complete a task is self respect.
I focus entirely on whatever task is at hand. If I find a candidate on the 6th phone call of the day, I move on to a few reference checks and a new job order if my wonderful new candidate is not a match for any of my current job orders. I always interview a new candidate twice before scheduling a send out. I've found candidates need time for my questions and their responses to germinate. The second interview tends to have more substance.
Recruiting candidates, scheduling send outs, and getting new job orders are critical to any Recruiter's success. All the other steps involved in a placement are support tasks, in my opinion. I never do support type tasks unless one of the primary tasks are completed in any given day.
There are Recruiters out there who work 50 and 60 hours a week. They may even be making up to a million dollars a year. That is possible. I'm most content when I operate to please myself and in a way that produces balance in my life. I've owned businesses that did require me to work 60, 70, even 80 hours a week. Once those businesses started to succeed I was able to put managers in place to smooth out operations. I no longer want to work that hard and don't. I can no longer sustain 50 – 70 hours week for months at a time.
I know of recruiters who interview 18 – 20 people a week and make 4 – 8 placements a week. More power to them. "Recruiter, know Thyself," I say. March to your inner drummer and take pleasure in the ample rewards that accompany impacting the futures of businesses, candidates, and your personal circle of friends and family who interact with you everyday.
One final point. If there are parts of the recruiting process that you avoid...find someone else to complete those tasks. Don't fight with yourself. Know your strengths. Do 'splits' with other recruiters and you'll be able to maintain your motivation and enjoy everything this great profession has to offer.
If you liked this article visit: http://www.toprecruitersecrets.com
Thursday, January 17, 2008
Recruiters: Finding the Decision Makers
Working with Decision Makers is crucial for Executive Recruiters. They can okay our fee without talking to anyone else. Also they will act quickly when it's time to make an offer. They are able to bend the rules to make a deal happen. If a candidate is not quite right they let us know why so we're able to get another candidate who is the right fit. I love the Decision Makers because they make the recruiting process efficient.
As with all my advice, this happens to be what works for me. If you have a different approach and it works for you that's great. Be creative and experiment. I prefer instant gratification and will take the easiest route to making a placement whenever possible.
I shoot for the highest level of management I can talk with when entering a new company. With a national or international company I try to understand their regional and local goals and then locate the key Decision Maker who is responsible for delivering results within that company. I stay away from HR departments.
Example: If I wanted to place a mechanical engineer into a firm I knew had about 150 employees I'd ask for the CEO. The CEO's secretary can be a wealth of knowledge and I'd build a relationship with that person. I speak with authority and expect cooperation from whoever I talk with and usually get it. The CEO may be the Decision Maker and if not will direct me to a department manager who has a hiring need. It's aways a plus to say, “Bob X asked me to talk with you.” It's an endorsement with implied approval.
If I wanted to place a candidate as a pharmaceutical sales rep I'd most likely call the division or regional manager in charge of sales. That person knows the corporate projections, goals, budget and trouble areas where they are falling behind expectations. If I can solve someone's problem I know there is a very good probability I'll get through to the right person.
For a few years I placed Loan Originators and supporting personnel, (Processors and Closers), in the mortgage industry. When I made a successful placement with a Branch Manager I would then call the Regional Manager after the candidate started work and started to perform well. Knowing I already had a good track record I would introduce myself an the Head Hunter who placed candidate X three months ago in their North Office, etc. and ask about their production goals. Getting a new job order was easy and allowing a Regional Manager to take the credit for exceeding their production goals guaranteed future searches.
I prefer to lead into a new search conversation by marketing a candidate I have on hand. When the employer shows an interest in interviewing that candidate, I advise the client that my business is to make sure they get the right person for the job and not the most available one. I ask them if I can first ask them about the ideal candidate to fill their open position to make sure my presentation candidate is the correct person to send them or if I need to send someone with slightly different credentials.
From there the depth and scope of my questions lets my client evaluate whether or not I know my job. My questions put them at ease and begin to establish trust that I am the Recruiter they need to solve their problem. My questions show I understand their problem and letting them do 90% of the talking about what they require and want in a candidate gets them excited that a solution is at hand. Before you know it we are two-thirds of the way through the job order and I'm ready to discuss the fee for this search.
If you are unsure that the person you're talking with IS the Decision Maker ask, “Who besides yourself has input into approving my fee?” or “Who besides yourself will decide if a candidate I send over will be hired?” or “Who besides yourself decides if an offfer will be extended to a candidate I present?”
Sometimes people want to elevate their authority. If you allow that to happen, when you do send over a great candidate that should be hired, there will be a delay in the offer because your contact is scrambling to get your fee approved by the real Decision Maker. This can blow a placement.
The goal is to make placements, fast. Make sure you're talking with the Decision Maker or you lesson the chance of a successful placement and are wasting YOUR time.
We train Recruiters. Http://www.toprecruitersecrets.com
As with all my advice, this happens to be what works for me. If you have a different approach and it works for you that's great. Be creative and experiment. I prefer instant gratification and will take the easiest route to making a placement whenever possible.
I shoot for the highest level of management I can talk with when entering a new company. With a national or international company I try to understand their regional and local goals and then locate the key Decision Maker who is responsible for delivering results within that company. I stay away from HR departments.
Example: If I wanted to place a mechanical engineer into a firm I knew had about 150 employees I'd ask for the CEO. The CEO's secretary can be a wealth of knowledge and I'd build a relationship with that person. I speak with authority and expect cooperation from whoever I talk with and usually get it. The CEO may be the Decision Maker and if not will direct me to a department manager who has a hiring need. It's aways a plus to say, “Bob X asked me to talk with you.” It's an endorsement with implied approval.
If I wanted to place a candidate as a pharmaceutical sales rep I'd most likely call the division or regional manager in charge of sales. That person knows the corporate projections, goals, budget and trouble areas where they are falling behind expectations. If I can solve someone's problem I know there is a very good probability I'll get through to the right person.
For a few years I placed Loan Originators and supporting personnel, (Processors and Closers), in the mortgage industry. When I made a successful placement with a Branch Manager I would then call the Regional Manager after the candidate started work and started to perform well. Knowing I already had a good track record I would introduce myself an the Head Hunter who placed candidate X three months ago in their North Office, etc. and ask about their production goals. Getting a new job order was easy and allowing a Regional Manager to take the credit for exceeding their production goals guaranteed future searches.
I prefer to lead into a new search conversation by marketing a candidate I have on hand. When the employer shows an interest in interviewing that candidate, I advise the client that my business is to make sure they get the right person for the job and not the most available one. I ask them if I can first ask them about the ideal candidate to fill their open position to make sure my presentation candidate is the correct person to send them or if I need to send someone with slightly different credentials.
From there the depth and scope of my questions lets my client evaluate whether or not I know my job. My questions put them at ease and begin to establish trust that I am the Recruiter they need to solve their problem. My questions show I understand their problem and letting them do 90% of the talking about what they require and want in a candidate gets them excited that a solution is at hand. Before you know it we are two-thirds of the way through the job order and I'm ready to discuss the fee for this search.
If you are unsure that the person you're talking with IS the Decision Maker ask, “Who besides yourself has input into approving my fee?” or “Who besides yourself will decide if a candidate I send over will be hired?” or “Who besides yourself decides if an offfer will be extended to a candidate I present?”
Sometimes people want to elevate their authority. If you allow that to happen, when you do send over a great candidate that should be hired, there will be a delay in the offer because your contact is scrambling to get your fee approved by the real Decision Maker. This can blow a placement.
The goal is to make placements, fast. Make sure you're talking with the Decision Maker or you lesson the chance of a successful placement and are wasting YOUR time.
We train Recruiters. Http://www.toprecruitersecrets.com
Monday, January 7, 2008
Recruiter Fees - Setting the Best Fee
I prefer to discuss my contingency fee for delivering a great candidate when I've located the Decision Maker and am about two-thirds of the way through completing a job order form. My client has done 90% of the talking up until this point and given me the exact information I need to know before deciding what my fee will be for this search.
While my client has been talking I've been listening closely and taking notes.
The beauty of working as a recruiter lies in our ability to design how we choose to work. I'm happy to explain how I determine my fee but respect the fact there are dozens of ways to set a fee. Find what works best for you by experimenting. Don't charge a fee you would not pay.
Many recruiters adhere to setting their fee based on the traditional mindset of a percentage of a candidate's salary, say 25%. I've always felt that 'one size fits all' mentality was limiting. Personally, I set my fee after considering a number of factors. Sometimes I've been high and sometimes I've been low. Oh well. I don't care because I make placements consistently and my open-mindedness keeps my clients loyal and attracts new clients like bears to honey.
First, I don't take searches I know I don't want to work on or won't be able to fill. “Guilt be gone”, is my motto. If I don't respect a companies' philosophy or the way they treat employees I won't help find them new employees to abuse.
It's important to me that my values match the values of my clients. I don't preach to anyone. I have developed several concise ways to convey to an employer that I'd prefer to back away from their search. If that fails I tell them nicely we are not compatible as my search methods typically surface candidates with long-term goals that do not match this employers' goals. I advise them using me would not be an efficient use of their resources.
I'm not interested in wasting anyone's time especially my own. Many of the companies I've chosen not to do business with are exceptionally successful in terms of profit. Again, I don't care. It's not in my best interest to compromise my integrity when I can make buckets of money, feel full-filled and happy making placements with companies I'd love to see succeed even more.
Here are some of the considerations that enter into my fee decision. What's their turnover? What's the atmosphere like...are employees excited to come to work? Is the employer fair minded? Do they promote from within? Do they help their employees succeed with more training? Is their compensation program competitive? Are they open to employee input? And high on my list, will they work in a cooperative and respectful way with me?
Can my client make a hiring decision fast? The longer their decision making process the more likely it is that deals can fall apart. I want to work with decision makers. I dislike bureaucracies and avoid clients steeped in bureaucrats. When I've determined I want the search I set my fee.
As an Executive Recruiter I offer value. I'm picky about the searches I take yet I fill them consistently. I delight my clients by presenting exceptional candidates. I've never required a client sign an agreement that they will work with me exclusively. I always send a note as to what we agreed the fee will be and when it will be paid. (All fees are paid within 10 days of the candidate's start date.) I've always received payment.
My fees have ranged from $4,500. to $60,000. Experience has taught me the value of my time and energy. Once I've decided my fee I stick to it. If a client wants to negotiate my fee to a lower amount I talk about the value of hiring a candidate that contributes above and beyond what they expect. Typically, they wouldn't be willing to hire a candidate with 20% fewer competencies they require if I agreed to a lower rate. They don't want an 80% effort on my part. They want a great candidate, fast.
Know the fee ranges in your industry. Know what constitutes different levels of expertise. Know yourself and what motivates you to deliver the candidate your client desperately wants. Set your fee based on your value and the value your client puts on the person that will make a difference in their organization.
My questions, demeanor, and thought process demonstrate my ability. If the client is unsure about wanting to pay my fee I wish them well and move on. I respect managers have budgets that may not include expenditures for my service. When I develop a client who is willing and ready to hire a great candidate and pay my fee I knock myself out getting an interview set up within 72 hours. I deliver value by providing exceptional candidates fast. That's what makes placements happen.
We train Recruiters. http://www.toprecruitersecrets.com
While my client has been talking I've been listening closely and taking notes.
The beauty of working as a recruiter lies in our ability to design how we choose to work. I'm happy to explain how I determine my fee but respect the fact there are dozens of ways to set a fee. Find what works best for you by experimenting. Don't charge a fee you would not pay.
Many recruiters adhere to setting their fee based on the traditional mindset of a percentage of a candidate's salary, say 25%. I've always felt that 'one size fits all' mentality was limiting. Personally, I set my fee after considering a number of factors. Sometimes I've been high and sometimes I've been low. Oh well. I don't care because I make placements consistently and my open-mindedness keeps my clients loyal and attracts new clients like bears to honey.
First, I don't take searches I know I don't want to work on or won't be able to fill. “Guilt be gone”, is my motto. If I don't respect a companies' philosophy or the way they treat employees I won't help find them new employees to abuse.
It's important to me that my values match the values of my clients. I don't preach to anyone. I have developed several concise ways to convey to an employer that I'd prefer to back away from their search. If that fails I tell them nicely we are not compatible as my search methods typically surface candidates with long-term goals that do not match this employers' goals. I advise them using me would not be an efficient use of their resources.
I'm not interested in wasting anyone's time especially my own. Many of the companies I've chosen not to do business with are exceptionally successful in terms of profit. Again, I don't care. It's not in my best interest to compromise my integrity when I can make buckets of money, feel full-filled and happy making placements with companies I'd love to see succeed even more.
Here are some of the considerations that enter into my fee decision. What's their turnover? What's the atmosphere like...are employees excited to come to work? Is the employer fair minded? Do they promote from within? Do they help their employees succeed with more training? Is their compensation program competitive? Are they open to employee input? And high on my list, will they work in a cooperative and respectful way with me?
Can my client make a hiring decision fast? The longer their decision making process the more likely it is that deals can fall apart. I want to work with decision makers. I dislike bureaucracies and avoid clients steeped in bureaucrats. When I've determined I want the search I set my fee.
As an Executive Recruiter I offer value. I'm picky about the searches I take yet I fill them consistently. I delight my clients by presenting exceptional candidates. I've never required a client sign an agreement that they will work with me exclusively. I always send a note as to what we agreed the fee will be and when it will be paid. (All fees are paid within 10 days of the candidate's start date.) I've always received payment.
My fees have ranged from $4,500. to $60,000. Experience has taught me the value of my time and energy. Once I've decided my fee I stick to it. If a client wants to negotiate my fee to a lower amount I talk about the value of hiring a candidate that contributes above and beyond what they expect. Typically, they wouldn't be willing to hire a candidate with 20% fewer competencies they require if I agreed to a lower rate. They don't want an 80% effort on my part. They want a great candidate, fast.
Know the fee ranges in your industry. Know what constitutes different levels of expertise. Know yourself and what motivates you to deliver the candidate your client desperately wants. Set your fee based on your value and the value your client puts on the person that will make a difference in their organization.
My questions, demeanor, and thought process demonstrate my ability. If the client is unsure about wanting to pay my fee I wish them well and move on. I respect managers have budgets that may not include expenditures for my service. When I develop a client who is willing and ready to hire a great candidate and pay my fee I knock myself out getting an interview set up within 72 hours. I deliver value by providing exceptional candidates fast. That's what makes placements happen.
We train Recruiters. http://www.toprecruitersecrets.com
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