Barb Bruno, CPC/CTS
“There are several things you can do to shorten the hiring process with clients. These include obtaining three interview times when you write an order; obtaining the name of someone else you can call to confirm the interviews; obtaining a specific date to hire, not “ASAP”, “yesterday,” or “immediately”; understanding what problem exists as a result of this job being left open; finding out if there are specific individuals they would like to attract; and providing them with a list of expectations up front (i.e., what they can expect from you and what you expect from them.)
(The above information appeared previously in the Networking News newsletter, a publication of Top Echelon Network, the leading split placement network of recruiters.)
(Note: This is the fourth in a series of blogs that shares the thoughts of industry trainers regarding how to stop time from killing deals. Below are the insights of Doug Beabout of The Douglas Howard Group.)
Doug Beabout, CPC
“A recruiter has to understand far beyond knowing what the client wants. They also have to know why the client has to have it. That gives the recruiter the leverage of influence to keep the client in motion to decide to hire the candidate.
“The recruiter also has to know how to become an extension of the company in today’s talent pool. They have to know not only the job, but also why it’s an opportunity for the candidate; the company, but also how they’re going to attract and retain top talent; and the manager, but also what about them is going to compel a person to want to work for them.
“This whole issue is also related to client control. Control is not taken, it’s granted. It can’t be seized; it can only be given. If they [company officials] are not granting you the control, either you’ve failed to become trustworthy enough or they’re not in enough pain. Who gives a doctor a scalpel until they’ve taken all the pills they can take?”
(The above information appeared previously in the Networking News newsletter, a publication of Top Echelon Network, the leading split placement network of recruiters.)
“Recruiters have to get to the bottom line reason of why the process is being slowed or halted, and the way to do that is to ask questions. You have to go three levels deep in your questioning. That way, you have ammunition to overcome their objection. Once you get that information, you can attack the objection.
“After you understand what the problem is, you can reset expectations. Initially, you identify the process as being ‘this and this.’ Once you know what’s changed in the process, you can re-define it based upon what will work from that point forward and then you can stick to it.
“Even if the hiring manager gives you an objection, there still may be a reason to hire your candidate. It’s up to the recruiter to discover what that reason is and to convince the hiring manager that the reason is compelling enough to hire their candidate.”
(The above information appeared previously in the Networking News newsletter, a publication of Top Echelon Network, the leading split placement network of recruiters.)
(Note: This is the fourth in a series of blogs that shares the thoughts of industry trainers regarding what recruiters should be doing to prepare for the economic recovery. Below are the insights of Greg Doersching of The Griffin Group.)
“Recruiters should be thinking about areas and the types of positions where the demand is still going to be high, regardless of a recession, and I’m talking mainly about math and the sciences. You still have to look at the degrees that clients are requiring, especially the demand for degrees that exceeds the number of graduates. There’s IT, Engineering, Research and Development . . . anything in the sciences.
“Recruiters also have to realize that even if times change, you can’t play the ‘one-hit wonder game.’ You have to develop legitimate clients, ones that might not use you as often, but if they have a need, they’ll call you first and give you exclusive rights to fill something. It’s all about follow-up and relationship building. Recruiters need to start building relationships now, even if they know they’re going to hear, ‘We don’t have a need right now.’ You have to say, ‘I understand that, but you’re going to have needs in the future, and I want to explain why we’ll provide a better value when you do.’
“Recruiters also need to upgrade the level of their deliverables. You can’t continue to just send a resume and think that clients are going to write a check for $14,000. You need to screen the candidates, tell the clients you’ve screened them, give them the interview notes and the reference checks, and let them know that the work has been done. If you don’t have a process in place for putting high-end deliverables in front of the clients you do get, you’re not going to retain them for very long.”
(The above information appeared previously in the Networking News newsletter, a publication of Top Echelon Network, the leading split placement network of recruiters.)