Recruiters, there's no need to panic just because the 'Experts' are talking gloom and doom recession chat. Yes, many people have lost their jobs in the past year. I think the estimate is about 2,000,000 jobs lost. Yes, the economy is shifting and adjusting. It's happened before and will happen again. This could be the best time to increase the number of clients you have and the number of candidates in your pool.
Whenever there are more people applying for the same job the truth is it becomes harder for employers to sift through their stacks of resumes for the best people. This is a great opportunity to expand your services! Maybe the times call for you adjust your fees or do a BOGO half price! Be creative. Talk with your customers. What's happening with them? Good employees are still the key to their survival.
Plant some ideas. If they are swamped with resumes and need three key people, negotiate your fee in a semi-contract-recruiter manner. Tell your client you'll come to them, sort through resumes, screen, and conduct the initial interviews providing them with quality candidates they need only interview and hire!
Maybe the fee for one to two weeks and 3 – 4 hires is $2,000. a week ($50. per hour) plus a bonus of $500. for each hire. You get cashflow and they get a fantastic value.
You've already proven your value to existing clients and by recognizing their 'cash crunch' issues or whatever their issue is, they still get valuable services their company desperately needs and you plow through the recession ready to emerge stronger and better.
It's okay to be creative and think in terms of helping your customers stay in business. They'll appreciate your flexibility and ability to still solve their problems.
Explore other industries and small businesses that are growing. You already know the process, all you need are the key words used in that industry to expand your business base. This is one of the things that makes recruiting such a great industry.
Use this time to tap into hundreds, maybe thousands of new candidates. Exceptional candidates are always bankable. Stock up on contacts and be sure to get two to five names of others from your new contacts.
Keep active. Analysis/paralysis is always an income killer. Turn off the news and stay on the phone. Don't join in any doom and gloom talk. Keep offering your services. It's human nature that the weak attitudes and weak thinkers in the recruiting profession will likely do themselves in by their own inactivity and, “what's the use?” mentality. Again, this is good news for you!
Day by day, week by week, keep putting one foot in front of the other doing all your regular recruiting duties and ask yourself everyday, “What can I offer my clients that will help them today?” Stay open and flexible and the money will continue to flow. When the “Experts” declare the recession is over, odds are you'll have to start thinking of hiring a buch of new recruiters yourself to keep up with your new business!
We train Recruiters. visit us at "Top Recruiter Secrets"
Thursday, December 18, 2008
Monday, October 6, 2008
Executive Recruitment - Learn How To Recruit The Best Candidates!
Executive Recruiters excel at finding the best candidate for a position vs. the most available one. A good Recruiter should not blanket their client with resumes. No. They should earn their fee by taking that stack of resumes and doing their job. Their job is to find the candidate who best fits their clients' culture and has the required skill sets.
Far too many people in the industry call themselves Recruiters but lack the specific skill sets that distinguish the real pros. The remarkable thing is any HR department, or person who finds themselves saddled with recruiting responsibilities can gain those skill sets and strategies with training.
If you find yourself with a stack of resumes, my advice is pick out a few of the promising ones (don't read the entire stack – it's a time waster) and then pick up the phone. Resumes are a primitive tool, in my opinion, and no substitute for a conversation. The guy with the best resume may come across as completely offensive.
If you don't know what questions to ask to qualify a candidate quickly, you'll spend countless hours running in circles. There's nothing worse than finding an excellent candidate who would never consider the position you have to offer! How do you avoid this unfortunate, egg on your face, situation? By getting the basic training all Recruiters need.
There is an ebb and flow, or natural rhythm to the recruiting process. It's not hard if you know what to ask and when to ask the right questions.
One thing new Recruiters fail to understand (another time killer) is how to talk with the hiring manager (decision maker) for a full understanding of what will make that manager say, “Yes, make that candidate an offer!” It's the Recruiter's responsibility to clarify the short list of requirements before they talk with the first candidate. This is an important step.
Matching great candidates with good employers is easy when one understands and follows the recruiting process. Outsiders often look at what Recruiters do and think, “Piece of cake! I can do that.” It's true, they probably can do the job. What is also true is they will be efficient and effective only after they learn the process and master the key skills needed to do the job well.
Executive Recruitment is a high paying, fascinating, rewarding profession once one takes the time to approach the position as a professional. Get training before you make your first call or agree to your first assignment and success will shower your efforts with an array of rewards.
We train Recruiters! For more information visit "Top Recruiter Secrets"
(Don't forget to check out current articles from 2013!)
Far too many people in the industry call themselves Recruiters but lack the specific skill sets that distinguish the real pros. The remarkable thing is any HR department, or person who finds themselves saddled with recruiting responsibilities can gain those skill sets and strategies with training.
If you find yourself with a stack of resumes, my advice is pick out a few of the promising ones (don't read the entire stack – it's a time waster) and then pick up the phone. Resumes are a primitive tool, in my opinion, and no substitute for a conversation. The guy with the best resume may come across as completely offensive.
If you don't know what questions to ask to qualify a candidate quickly, you'll spend countless hours running in circles. There's nothing worse than finding an excellent candidate who would never consider the position you have to offer! How do you avoid this unfortunate, egg on your face, situation? By getting the basic training all Recruiters need.
There is an ebb and flow, or natural rhythm to the recruiting process. It's not hard if you know what to ask and when to ask the right questions.
One thing new Recruiters fail to understand (another time killer) is how to talk with the hiring manager (decision maker) for a full understanding of what will make that manager say, “Yes, make that candidate an offer!” It's the Recruiter's responsibility to clarify the short list of requirements before they talk with the first candidate. This is an important step.
Matching great candidates with good employers is easy when one understands and follows the recruiting process. Outsiders often look at what Recruiters do and think, “Piece of cake! I can do that.” It's true, they probably can do the job. What is also true is they will be efficient and effective only after they learn the process and master the key skills needed to do the job well.
Executive Recruitment is a high paying, fascinating, rewarding profession once one takes the time to approach the position as a professional. Get training before you make your first call or agree to your first assignment and success will shower your efforts with an array of rewards.
We train Recruiters! For more information visit "Top Recruiter Secrets"
(Don't forget to check out current articles from 2013!)
Wednesday, September 3, 2008
Recruiter Training - Is The Recruiting Industry Saturated?
Recently someone asked me if the recruiting industry was saturated with Recruiters or was there just so much turnover because the job was so difficult? His question was prompted by the numerous recruiter training programs now available on line.
My answer: No the recruiting industry is not saturated! In fact did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? That's a staggering number that shows a great need for Recruiters! The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%. There is lots of room for professionals looking to make a career change into recruiting.
There is too much unnecessary turnover in our industry because training still lags behind the demand for good recruiters. If you're a new Recruiter and you're thrown into a position without training (it's done everyday of the week!) your chances of succeeding are limited. On the surface recruiting looks easy. It's not! Recruiting is about process and if you don't know the process and how to execute that process you're likely to watch deal after deal slip away. Ugh!
The answer is simple. If you're a Recruiter get some training! And once you start applying what you've learned you'll be discerning about what additional training you need. Ongoing education will help your income grow and keep growing. A contingency fee Recruiter can easily earn $60,000 - $120,000 a year. With some good organization and thoughtful assistance those numbers can double in a twinkle.
In-house Recruiters who have full cycle recruiting skills earn $65,000. - $95,000. I know in-house Recruiters who make $120,000. Good contract Recruiters make anywhere from $22. per hour to $65. per hour, depending on the industry.
My point is recruiting is a specialized skill. It's an art that uses a process. A Recruiter with good judgment, common sense, good communication and people skills and a desire to help clients, has no limits. Recruiting is a fun and challenging profession when one is armed with the necessary skills. We don't go to the dentist thinking this professional is going to 'wing it' when it comes to our treatment! Once you demonstrate to your clients you know what you're doing as a Recruiter you'll have to do less marketing because your loyal clients will depend on your services and come back again and again.
We train Recruiters. visit us at "Top Recruiter Secrets"
My answer: No the recruiting industry is not saturated! In fact did you know there was an average turnover rate of 23.6% for American companies in 2006, per the US Dept. of Labor Statistics? That's a staggering number that shows a great need for Recruiters! The US Government estimates the recruiting industry will grow by at least 50% by 2014. Corporate estimates put the number closer to 70%. There is lots of room for professionals looking to make a career change into recruiting.
There is too much unnecessary turnover in our industry because training still lags behind the demand for good recruiters. If you're a new Recruiter and you're thrown into a position without training (it's done everyday of the week!) your chances of succeeding are limited. On the surface recruiting looks easy. It's not! Recruiting is about process and if you don't know the process and how to execute that process you're likely to watch deal after deal slip away. Ugh!
The answer is simple. If you're a Recruiter get some training! And once you start applying what you've learned you'll be discerning about what additional training you need. Ongoing education will help your income grow and keep growing. A contingency fee Recruiter can easily earn $60,000 - $120,000 a year. With some good organization and thoughtful assistance those numbers can double in a twinkle.
In-house Recruiters who have full cycle recruiting skills earn $65,000. - $95,000. I know in-house Recruiters who make $120,000. Good contract Recruiters make anywhere from $22. per hour to $65. per hour, depending on the industry.
My point is recruiting is a specialized skill. It's an art that uses a process. A Recruiter with good judgment, common sense, good communication and people skills and a desire to help clients, has no limits. Recruiting is a fun and challenging profession when one is armed with the necessary skills. We don't go to the dentist thinking this professional is going to 'wing it' when it comes to our treatment! Once you demonstrate to your clients you know what you're doing as a Recruiter you'll have to do less marketing because your loyal clients will depend on your services and come back again and again.
We train Recruiters. visit us at "Top Recruiter Secrets"
Friday, August 29, 2008
Nyme - You asked, 'how do you get so many job orders?'
The details on how one gets job orders are in my ebook, "Top Recruiter Secrets". But the key, in my opinion is talking directly with the decision makers who have the authority to make the hiring decision. If there's an HR dept between you, the Recruiter and the decision maker, that tends to slow things down and even kill deals.
The second key to getting job orders is to gain the interest of the decision maker within the first minute of your phone call because that's about all you'll have to establish the initial rapport and see if there is a reason for the conversation to continue. (Again details are covered in the training manual) Obviously different industries and organizations have their own unique ways of doing business. Regardless, once you've chosen an industry your success will rely on your ability to talk with the people who really want to see empty positions filled! They lose money (and have multiple other problems) everyday the position remains open.
Example: A key partner in a law firm is busy for sure, but they will talk with a Recruiter who can solve their problem (fill a need). Let's say that law firm is looking for a new partner...what they typically want is a 'Rainmaker'. Someone who can bring a book of business or a few key clients into the firm so the existing attorneys can do what attorneys do. The HR person in that firm generally won't have the authority to approve your fee (a hefty 5 figure fee) or the insights the managing partner will have about recruiting a key person. If it turns out the managing partner does not want or need a partner at the time of your call, you've still made a valuable contact. If that firm happens to need some paralegals or a specific type of attorney,you'll be referred to whoever is handling that hire. You'll be able to call that person with a little clout."Bob Brown asked me to call you about your open litigation attorney requisition...tell me..." and off you go.
Recruiting is about process not personality. Get the training you need to feel confident your process is helping you make placements. We don't want our auto mechanic, or our doctor, or our dentist to 'wing it'! We want to know that the professionals we use in our life know the correct process to follow to fix our problems! It's the same with recruiting. Our clients want to trust that we know how to solve their problems...and when we demonstrate our ability they return again and again!
visit: http://www.toprecruitersecrets to view all we have to offer.
Kimberly Schenk
The second key to getting job orders is to gain the interest of the decision maker within the first minute of your phone call because that's about all you'll have to establish the initial rapport and see if there is a reason for the conversation to continue. (Again details are covered in the training manual) Obviously different industries and organizations have their own unique ways of doing business. Regardless, once you've chosen an industry your success will rely on your ability to talk with the people who really want to see empty positions filled! They lose money (and have multiple other problems) everyday the position remains open.
Example: A key partner in a law firm is busy for sure, but they will talk with a Recruiter who can solve their problem (fill a need). Let's say that law firm is looking for a new partner...what they typically want is a 'Rainmaker'. Someone who can bring a book of business or a few key clients into the firm so the existing attorneys can do what attorneys do. The HR person in that firm generally won't have the authority to approve your fee (a hefty 5 figure fee) or the insights the managing partner will have about recruiting a key person. If it turns out the managing partner does not want or need a partner at the time of your call, you've still made a valuable contact. If that firm happens to need some paralegals or a specific type of attorney,you'll be referred to whoever is handling that hire. You'll be able to call that person with a little clout."Bob Brown asked me to call you about your open litigation attorney requisition...tell me..." and off you go.
Recruiting is about process not personality. Get the training you need to feel confident your process is helping you make placements. We don't want our auto mechanic, or our doctor, or our dentist to 'wing it'! We want to know that the professionals we use in our life know the correct process to follow to fix our problems! It's the same with recruiting. Our clients want to trust that we know how to solve their problems...and when we demonstrate our ability they return again and again!
visit: http://www.toprecruitersecrets to view all we have to offer.
Kimberly Schenk
Monday, August 11, 2008
Recruiting Skills - Do You Have a Black Belt in Asking Questions? (Part 2)
Recruiters know that managing the placement process by asking questions is critical to their success. Many of the questions can be very personal but once you've established yourself as an expert, both employers and candidates will answer your questions. People are complicated and asking questions helps all parties involved sort out their true feelings and motivations when it comes to making/accepting an offer.
What do we do with all the answers to our questions? Recruiters use the information to keep the placement process on track and grounded. "Mike, there seems to be some hesitation about accepting the offer. What's up?" (An open ended question gives a candidate freedom to express what's on his mind. Closed questions require a simple 'yes' or 'no'.)
If an offer is yet to be extended, "Mike, you said you wanted a position with more responsibility related to project management...this position will definitely stretch your responsibilities from day one, yet I hear some hesitancy as you talk about the position. Under what circumstances, if any, would you accept the position, if offered?" Again, an open ended question calls for a candidate to elaborate.
This is a good pre-close after the first interview with the employer. As Recruiters we must allow the candidate to voice their thoughts and help them feel it's safe and necessary to do so. Voicing concerns is not easy for many people. Concerns left untended cause deals to fall apart unnecessarily.
It's common for employers and candidates to say things to you, the Recruiter, as a confidant and middle man, that they wouldn't say with the other party present. Sometimes there's an atmosphere of 'it's gotta be this way or no deal'. Don't believe everything you hear because you'll hear a lot of venting. When two parties keep inching closer, they both have a vested interest in getting to an outcome that meets the needs of both parties.
As a Consultant, help each party honestly evaluate the different aspects of their decision and keep asking questions. As a Recruiter you add value to the process by being a sounding board and advisor. It's miraculous how problems can be solved best by the two people who want the deal to happen most.
Trust the process. Don't force a bad deal just to make a placement. By not 'pushing' the process and by asking questions both sides will feel they are chosing what's best for them. That's a perfect outcome and part of why it's worth the effort to get you 'black belt' in asking questions. It's also part of the reason why you deserve the big bucks!
By: Kimberly Schenk
visit: http://www.toprecruitersecrets.com
What do we do with all the answers to our questions? Recruiters use the information to keep the placement process on track and grounded. "Mike, there seems to be some hesitation about accepting the offer. What's up?" (An open ended question gives a candidate freedom to express what's on his mind. Closed questions require a simple 'yes' or 'no'.)
If an offer is yet to be extended, "Mike, you said you wanted a position with more responsibility related to project management...this position will definitely stretch your responsibilities from day one, yet I hear some hesitancy as you talk about the position. Under what circumstances, if any, would you accept the position, if offered?" Again, an open ended question calls for a candidate to elaborate.
This is a good pre-close after the first interview with the employer. As Recruiters we must allow the candidate to voice their thoughts and help them feel it's safe and necessary to do so. Voicing concerns is not easy for many people. Concerns left untended cause deals to fall apart unnecessarily.
It's common for employers and candidates to say things to you, the Recruiter, as a confidant and middle man, that they wouldn't say with the other party present. Sometimes there's an atmosphere of 'it's gotta be this way or no deal'. Don't believe everything you hear because you'll hear a lot of venting. When two parties keep inching closer, they both have a vested interest in getting to an outcome that meets the needs of both parties.
As a Consultant, help each party honestly evaluate the different aspects of their decision and keep asking questions. As a Recruiter you add value to the process by being a sounding board and advisor. It's miraculous how problems can be solved best by the two people who want the deal to happen most.
Trust the process. Don't force a bad deal just to make a placement. By not 'pushing' the process and by asking questions both sides will feel they are chosing what's best for them. That's a perfect outcome and part of why it's worth the effort to get you 'black belt' in asking questions. It's also part of the reason why you deserve the big bucks!
By: Kimberly Schenk
visit: http://www.toprecruitersecrets.com
Recruiting Skills - Do You Have a Black Belt in Asking Questions? (Part 1)
Recruiting is about making placements. Matching a qualified candidate to an employer with a specific need sounds simple. What makes recruiting fascinating is the complexity of people and how we communicate.
We are able to understand the mindset of our clients and candidates through asking questions and listening carefully to the answers voiced. Asking intelligent questions and listening are the two most important skills a Recruiter can develop because they're needed in every phase of the process.
Asking good questions also is the best way to establish the fact you know what you're doing. Your questions prove you're credible (or not). Asking questions establishes trust and rapport. Questions show you're interested in your client and your candidates. When people feel heard, they also feel understood to a certain degree. When trust is established, appreciation develops as well as respect. Ideas, concerns, truthfulness, and objections remain open for discussion as questions are used properly.
The first answer out of someone's mouth may not be the truest answer. Recruiters must be able to see the whole picture from an employer's and the candidate's perspective. Almost without exception it's necessary to ask the toughest, most important questions two, three, and four times. Why? Because the answer will keep changing. More accurately, the answer evolves and we are able to hear the complexity of the 'whole picture' and the 'whole person'.
I accepted a search assignment from a CEO who had over 60 employees. She insisted that what she required in an Office Manager/Personal Assistant was a woman in her mid-forties. She wanted someone mature, who could keep confidential information confidential, etc. She also believed younger candidates didn't have the kind of work ethic her organization needed.
Long story short, the candidate who was most qualified and had the integrity, judgment, etc. her organization needed (I listened for the big picture) turned out to be a 24 year old male who wanted to become a professional photographer! Yes, you're going to come across employers who show discrimination practices still exist! How I handled this was in my presentation.
"Mary, you told me you required a candidate have these technical skills...a,b, and c. The candidate I want you to interview has a,b, and c, just as you described. You also mentioned you wanted a woman in her forties...etc. The candidate I want you to meet is a 24 year old male. Your organization needs a person who can make decisions, act independently, has sound judgment, a cool demeanor and the presence to remain calm during a crisis. This candidate helped run his father's medical office all through high school. He knows how to handle emergencies and life and death situations. If you still want to talk to a second candidate; if you believe he's not perfect for your office, after your interview, I'll make the arrangements. You hired me to get you the best candidate for the job and your whole organization. This will be time well spent, I promise."
On the surface, it looks like I completely disregarded what my customer wanted. In fact, I listened to the essence of what she told me about her company, their issues, weaknesses, etc. As a Consultant, I solved her problem, ignoring her prejudices. Not only did she hire this candidate but he's become a key person in her company assuming greater responsibilities every year for the past three years!
Nine months after the hire I asked this CEO specifically about the 'work ethic' of her hire. She stated, "Rarely have I come across anyone who can match my work ethic, however there are days when his actually surpasses mine. I'm so grateful you did what was best for my company and discounted my inappropriate comments."
How nice is that?
In your role of Recruiter, you have the ability to keep both parties focused on what matters to each individual most. Keeping everyone focused on the true hiring goals is where you contribute added value as a Recruiter. (This is part 1 of a 2 part article.)
(Don't forget tho check out current articles from 2013!)
We are able to understand the mindset of our clients and candidates through asking questions and listening carefully to the answers voiced. Asking intelligent questions and listening are the two most important skills a Recruiter can develop because they're needed in every phase of the process.
Asking good questions also is the best way to establish the fact you know what you're doing. Your questions prove you're credible (or not). Asking questions establishes trust and rapport. Questions show you're interested in your client and your candidates. When people feel heard, they also feel understood to a certain degree. When trust is established, appreciation develops as well as respect. Ideas, concerns, truthfulness, and objections remain open for discussion as questions are used properly.
The first answer out of someone's mouth may not be the truest answer. Recruiters must be able to see the whole picture from an employer's and the candidate's perspective. Almost without exception it's necessary to ask the toughest, most important questions two, three, and four times. Why? Because the answer will keep changing. More accurately, the answer evolves and we are able to hear the complexity of the 'whole picture' and the 'whole person'.
I accepted a search assignment from a CEO who had over 60 employees. She insisted that what she required in an Office Manager/Personal Assistant was a woman in her mid-forties. She wanted someone mature, who could keep confidential information confidential, etc. She also believed younger candidates didn't have the kind of work ethic her organization needed.
Long story short, the candidate who was most qualified and had the integrity, judgment, etc. her organization needed (I listened for the big picture) turned out to be a 24 year old male who wanted to become a professional photographer! Yes, you're going to come across employers who show discrimination practices still exist! How I handled this was in my presentation.
"Mary, you told me you required a candidate have these technical skills...a,b, and c. The candidate I want you to interview has a,b, and c, just as you described. You also mentioned you wanted a woman in her forties...etc. The candidate I want you to meet is a 24 year old male. Your organization needs a person who can make decisions, act independently, has sound judgment, a cool demeanor and the presence to remain calm during a crisis. This candidate helped run his father's medical office all through high school. He knows how to handle emergencies and life and death situations. If you still want to talk to a second candidate; if you believe he's not perfect for your office, after your interview, I'll make the arrangements. You hired me to get you the best candidate for the job and your whole organization. This will be time well spent, I promise."
On the surface, it looks like I completely disregarded what my customer wanted. In fact, I listened to the essence of what she told me about her company, their issues, weaknesses, etc. As a Consultant, I solved her problem, ignoring her prejudices. Not only did she hire this candidate but he's become a key person in her company assuming greater responsibilities every year for the past three years!
Nine months after the hire I asked this CEO specifically about the 'work ethic' of her hire. She stated, "Rarely have I come across anyone who can match my work ethic, however there are days when his actually surpasses mine. I'm so grateful you did what was best for my company and discounted my inappropriate comments."
How nice is that?
In your role of Recruiter, you have the ability to keep both parties focused on what matters to each individual most. Keeping everyone focused on the true hiring goals is where you contribute added value as a Recruiter. (This is part 1 of a 2 part article.)
(Don't forget tho check out current articles from 2013!)
Friday, July 18, 2008
Recruiter Career - Great Options for Recruiters!
Recruiting is a wide open industry offering a variety of niches for anyone interested in this exciting field. I suggest new Recruiters learn about the entire process of recruiting before deciding where they fit best. Understanding how full cycle recruiting works will always provide an advantage even if you end up in a position that handles only one facet of the process, like interviewing candidates.
The rewards for mastering the skills needed to perform all the steps in the recruiting process are without limit. After learning all the steps in recruiting, if you find you really excell at sourcing or obtaining searches, or some other aspect, you can specialize in your strength without damaging your income potential. It's a beautiful world.
Here are some options for working as a Recruiter.
Contingency fee Recruiters, Executive Recruiters, and Head Hunters are all names for the same type of Recruiter. These Recruiters are paid a fee when their client (the employer) hires their candidate. These Recruiters get paid after their candidate starts work.
Contingency fee Recruiters are known for their ability to access 100% of the candidate marketplace (vs. the 20% reached by ads). They have the skills to approach the 'happily employed' pool of candidates. Utilizing 100% of the marketplace elevates their ability to make great matches. 85% of employers responding to surveys rate “Head Hunters” as providing the best caliber of candidates. Executive recruiting fees traditionally are 15% - 30% of a candidates’ first years salary. These Recruiters most often work on commission only.
Contract Recruiters work directly for an employer with multiple positions to fill. Assignments can last several weeks to over a year. Contract positions can turn into permanent positions. This segment of the recruiting industry is growing rapidly. It's a perfect alternative for good recruiters who don’t want their own business. The Contract Recruiter doesn't have to worry about overhead, advertising, technical difficulties, office supplies, etc. The average compensation rate is $25.00 to $75.00 per hour. Some positions pay more, a few pay less. It’s a great value for employers. The lower cost per hire justifies the healthy hourly rates.
Staffing agencies attract candidates by offering to find them jobs. They tend to focus on numbers. If 20 people respond to an ad they try and bring all 20 in for an interview. Staffing temp jobs often leads to permanent hires. They're all about activity; high volumes of candidates, job orders, interviews and placements. Their recruiters are used to a fast pace, high volume, high energy atmosphere.
While some staffing companies specialize in high level professionals, like computer programmers, the majority of staffing firms' bread and butter' accounts are support staff positions. While there are many payment options it's typical for staffing Recruiters to receive a salary (or hourly rate) with bonus incentives for performance.
It's worth noting 98% of companies have used staffing agencies. They have a reputation for turnover rates of 50% to 90% for Recruiters with less than one year experience. Lack of training and unrealistic expectations contribute to the turnover. As candidates become more sophisticated, they resist old fashioned “control” tactics many of these agencies use.
Corporate Recruiters work for a specific employer and are often part of the HR Department. They are paid a salary, usually. For many, the security of having a regular, dependable paycheck is of greater value than the higher annual earnings Executive Recruiters enjoy. I know of Corporate Recruiters who are nothing more than clerical slaves and make 24k to 35k a year. They have had no real training as a Recruiter. I also know of Corporate Recruiters who make between 75k and 115k. It's all about skill level and ability, in my opinion.
Retained Search Firm Recruiters are known for getting their fee up front. They're paid whether or not they deliver a perfect match candidate. They tend to charge the highest recruiting fees. There has been a steady decline in the companies who use these firms because of the internet and the high caliber candidates contingency fee Recruiters provide.
Once one acquires the necessary recruiting skills, there are further options. Work from home, or independently, with other Recruiters in an executive suite setting. Or work with a boutique type firm of co-workers who wish to make multiple placements at a high rate of speed because of their shared skills and the synergy such a group offers.
Whatever option suits you best is the best path to follow. There is no substitute, however, for understanding the basic principles of the recruiting process. I urge you to invest in your career as a Recruiter and obtain the training needed to jump start your success.
We train Recruiters. Visit us at www.TopRecruiterSecrets.com
Take a look at the Top Recruiter Secrets eBook
The rewards for mastering the skills needed to perform all the steps in the recruiting process are without limit. After learning all the steps in recruiting, if you find you really excell at sourcing or obtaining searches, or some other aspect, you can specialize in your strength without damaging your income potential. It's a beautiful world.
Here are some options for working as a Recruiter.
Contingency fee Recruiters, Executive Recruiters, and Head Hunters are all names for the same type of Recruiter. These Recruiters are paid a fee when their client (the employer) hires their candidate. These Recruiters get paid after their candidate starts work.
Contingency fee Recruiters are known for their ability to access 100% of the candidate marketplace (vs. the 20% reached by ads). They have the skills to approach the 'happily employed' pool of candidates. Utilizing 100% of the marketplace elevates their ability to make great matches. 85% of employers responding to surveys rate “Head Hunters” as providing the best caliber of candidates. Executive recruiting fees traditionally are 15% - 30% of a candidates’ first years salary. These Recruiters most often work on commission only.
Contract Recruiters work directly for an employer with multiple positions to fill. Assignments can last several weeks to over a year. Contract positions can turn into permanent positions. This segment of the recruiting industry is growing rapidly. It's a perfect alternative for good recruiters who don’t want their own business. The Contract Recruiter doesn't have to worry about overhead, advertising, technical difficulties, office supplies, etc. The average compensation rate is $25.00 to $75.00 per hour. Some positions pay more, a few pay less. It’s a great value for employers. The lower cost per hire justifies the healthy hourly rates.
Staffing agencies attract candidates by offering to find them jobs. They tend to focus on numbers. If 20 people respond to an ad they try and bring all 20 in for an interview. Staffing temp jobs often leads to permanent hires. They're all about activity; high volumes of candidates, job orders, interviews and placements. Their recruiters are used to a fast pace, high volume, high energy atmosphere.
While some staffing companies specialize in high level professionals, like computer programmers, the majority of staffing firms' bread and butter' accounts are support staff positions. While there are many payment options it's typical for staffing Recruiters to receive a salary (or hourly rate) with bonus incentives for performance.
It's worth noting 98% of companies have used staffing agencies. They have a reputation for turnover rates of 50% to 90% for Recruiters with less than one year experience. Lack of training and unrealistic expectations contribute to the turnover. As candidates become more sophisticated, they resist old fashioned “control” tactics many of these agencies use.
Corporate Recruiters work for a specific employer and are often part of the HR Department. They are paid a salary, usually. For many, the security of having a regular, dependable paycheck is of greater value than the higher annual earnings Executive Recruiters enjoy. I know of Corporate Recruiters who are nothing more than clerical slaves and make 24k to 35k a year. They have had no real training as a Recruiter. I also know of Corporate Recruiters who make between 75k and 115k. It's all about skill level and ability, in my opinion.
Retained Search Firm Recruiters are known for getting their fee up front. They're paid whether or not they deliver a perfect match candidate. They tend to charge the highest recruiting fees. There has been a steady decline in the companies who use these firms because of the internet and the high caliber candidates contingency fee Recruiters provide.
Once one acquires the necessary recruiting skills, there are further options. Work from home, or independently, with other Recruiters in an executive suite setting. Or work with a boutique type firm of co-workers who wish to make multiple placements at a high rate of speed because of their shared skills and the synergy such a group offers.
Whatever option suits you best is the best path to follow. There is no substitute, however, for understanding the basic principles of the recruiting process. I urge you to invest in your career as a Recruiter and obtain the training needed to jump start your success.
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