Recently in Recruiter Strategies Category

Tuesday April 2, 2013

Learn the value of video for HR professionals.

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In a recent HR.com webinar, Kevin Wheeler explained how video can be used throughout the recruiting process, from the initial candidate assessment to onboarding new employees. He even went so far to say "Video is the most significant thing to happen to recruitment in the next 2 to 3 years." Explore this trending topic further by downloading this white paper. You'll learn how to use video to:

  • Brand or showcase your organization
  • Educate candidates about your company
  • Assess candidates
  • Develop more meaningful engagement between interviewers and candidates

 http://net-temps.tradepub.com/c/pubRD.mpl?sr=oc&_t=oc:&pc=w_prem16

 

 

 

 

 


 

Tuesday June 5, 2012

The Three Attributes of All Big Billers

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One of the things I enjoy most about training and consulting to search firms is that I get a chance to meet big billers from all over the country. I have clients from coast to coast in different cities and regions, yet I have found that there are three attributes that all of their big billers have in common. Remember that the secret to becoming a success is duplicating what has caused others to succeed. Duplicate their thoughts, their actions, their strategies, and their habits. If you can duplicate these, then you increase the odds of you becoming a big biller.

These are the three attributes:

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Tuesday March 6, 2012

Settling Split Disputes

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Simple Rules for Candidate Ownership

Every candidate we bring to light or enter into our tracking system is like a little piece of a dream: a new and exciting job for the individual; a problem solved for the employer; and - just maybe - a bigger paycheck for the recruiter.

Unfortunately, whenever placement fees are split, even the most well-meaning staffing firms can get sideways with their recruiters over who gets credit for what. That's not to say there's a conspiracy afoot to short the recruiters or play favorites. It's just that whenever money's on the table, the issue of how it's divvied up can get confusing and emotional.

If you've ever had to fight a fellow recruiter for what you felt was rightfully yours - or played King Solomon with a $25,000 baby - you know firsthand how fleeting the sweetness of victory, compared to the enduring bitterness of defeat.

Property Rights for Recruiters

Luckily, there's a simple way to minimize split-placement disputes - and settle more equitably - those that cross your desk. By setting up rules that are fair and enforceable, you can turn a fractious, suspicious environment into one that's more positive and productive.

The first step is to set up a policy regarding the terms of ownership. For anyone not familiar with the lingo, "ownership" simply refers to which recruiter is tagged to a specific candidate, usually for the purpose of earning a commission when the candidate is placed. Here are three simple guidelines:

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Wednesday December 7, 2011

Do Candidates and Clients All Lie?

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When I first joined the recruiting business ten years ago, there was a veteran recruiter in the office who shared with me his 'secret' for recruiting success. "Scott, when it comes to candidates and clients, remember this: T. A. L." I asked him what 'T. A. L.' stood for and he said, "They all lie. The candidates lie. The clients lie. They ALL lie and they're all a bunch of filthy liars. Welcome to the business, rookie."

Chat.jpg At that point I questioned whether or not I should have joined an industry that seemed to enter business relationships with trepidation about the truth. But I learned that when it comes to this business of recruiting, the candidates and clients probably aren't intentionally lying to us to make our lives miserable. It's more like they're playing poker with us and we have to know how to read them so we can take them to the next step which ultimately benefits them. And if you approach it this way, then learning about human behavior and trying to figure out what is really going on beyond the surface level of facts becomes both intriguing and interesting. And when you get good at it, it gets fun.

Don't think of people as lying because then you'll turn into a washed-up and cranky low-billing cynic and you'll lose all your friends. Instead, learn how to read the 'tells' of candidates and clients to help you learn when they are bluffing and what type of hand they hold. They don't lie. They're just playing poker with you.

Here are eight considerations in determining whether or not you can get to the real truth with a candidate or client:

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Thursday November 17, 2011

Want Respect? Start with Kindness.

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An experienced recruiter, Kenny spotted his client's problem right away.

"The salary you're offering is too low," he told the CFO. "That's why you're not attracting qualified candidates."

"Money isn't everything," replied the CFO. "Besides, our own salary survey puts us in the middle of the range."

"Well, your survey is wrong," said Kenny. "It's either out of date or it doesn't adjust for what other companies are paying."

"Hey, we spent a lot of time working on that survey," snapped the CFO. "Are you saying our HR team doesn't know what they're doing?"

"No comment," said Kenny, rolling his eyes.

"You know what?" said the CFO. "I don't like your attitude. Maybe you're not the right recruiter for our company."

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Friday October 21, 2011

The Minimum Effective Dose

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In many of my recent private coaching sessions, I've been discussing the concept of the "minimum effective dose". This refers to the idea that it's important to know the least amount of effort that is required in order to produce a specific result. It's not about cutting corners, it's about understanding a problem or goal and prescribing the right solution.

So for example, let's say that you were a man and wanted to increase the size of your chest from 41" to 44" through a strength training program. If the minimum effective dose for creating a 44" chest was that you'd need to do 250 pushups per day, then it would be a waste of time to do 500 pushups per day. The "trigger" for getting you the result you wanted would be 250 pushups per day.

So in terms of recruiting and owning a business, we want to think in terms of the same simple prescriptions. Things do not generally translate into crystal clear dosages for our business but we can come up with general guidelines that make the process of recruiting less complex and more repeatable. In my work with owners and recruiters I find that they are generally feeling overworked, overwhelmed and scattered between competing demands. They are craving simplicity and systems that they can rely on.

With that in mind, I thought I'd share with you what I consider to be the simplest and most important goal that any recruiter can set for himself in terms of affecting production. This goal is simple to understand but not always easy to achieve. However, if it's achieved even seventy percent of the time, it would put you in the top five percent of all recruiters in terms of billings.

Read On

Tuesday May 17, 2011

Why Recruiting Fees are Non-Refundable

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A toaster oven, I can understand.

If it breaks, you simply return it to whoever sold it to you and get a full refund. The same is true with a flat-screen TV or a weed whacker. Satisfaction guaranteed or your money back.

So why should the placement of a candidate be any different? If the person doesn't live up to expectations after being hired, shouldn't the employer be able to return the candidate to the recruiter and get his placement fee back?

The answer is no--for three very good reasons.

First of all, a candidate is a person, not a piece of merchandise. And the last time I checked, it was illegal to buy and sell other human beings. You can own a weed whacker. You can't own a person.

When an employer agrees to hire a qualified candidate as a result of my referral, it's not as though the candidate is changing hands from one owner to another. The candidate and the employer are simply agreeing to work together, exchanging the employer's money for the candidate's time and services.

Besides, the two principals have had the opportunity to interview each other and engage in due diligence prior to making a decision of their own free will. To compare a candidate to a weed whacker is like comparing an apple to an orange.

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Wednesday April 6, 2011

Recruiters: How You Can STILL Make Money When Deals Fall Apart

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Opportunities abound in your setbacks.

Marketing Strategies.jpg Did you know that you can still make money when your deals fall apart? I learned this about eight or nine years ago when the recruiters in my office went through a series of one counteroffer after another. Instead of getting upset with those darn selfish candidates, I thought, "Hey, it happened. Let's see if we can still make money out of this." So I designed a formula of analyzing deals and transforming these catastrophes into learning moments. As a management consultant to the industry and as a professional trainer, I think my mind is wired this way. I just can't help it. I'm always looking for new and fun ways to explain why things work and translate that into specific step-by-step action steps, a workable system that is replicable across all levels of tenure and skill in the profession.

So the next time something really, really bad happens with one of your deals, say, "Wow, look at this big pile of manure on my desk. I'll bet there's a pony around here somewhere." Train your mind to immediately respond this way to setbacks. Your first question should be, "How can I make money off of this catastrophe?" It'll help quell your emotions and bring you to a place of resilience.

Here's the exercise you can use. Even if you are the owner or manager, give your consultants a chance at facilitating these discussions. Follow this line of questioning to make sure you can turn this tragedy into a triumph.

Here are the seven steps and ten investigative questions to follow when conducting this 'Deal Autopsy'

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Thursday March 10, 2011

Negotiating a Higher Fee

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As a recruiter, how can you command a higher fee?

Well, here's one idea that sounds almost too good to be true--you simply ask for it. Savvy recruiters know that at any given point in time, there are companies out there with staffing needs so urgent, they'll do whatever it takes to get the position filled.

Salary.jpg Like stranded airline passengers who are sick and tired of hanging around the terminal, they're more than willing to open their wallets, just to get going.

Besides, the fee component isn't so critical to every client that it always trumps everything else. In fact, I've known hiring managers--and HR managers--who have learned that giving an incentive to recruiters can actually yield higher quality results than beating them up on price.

Being penny-wise and pound-foolish is a pretty common phenomenon--in all aspects of life. For example, I have a friend who takes pride in haggling with home improvement contractors until he gets the absolute lowest price. As a result, the winning contractor feels slighted and does shoddy work, and my friend ends up with a job that has to be done all over again. I keep telling him that sometimes it's actually SMART to pay retail price--but he's not ready accept such a radical concept.

The point is, if you're patient and you can sidestep the demons, you'll find better angels with whom to do business.

The Fee You Deserve

But what if you keep asking for a higher fee, and you never get it? If that's the case, you'll need to counter the fee objection with a compelling reason why you're worth the extra money.

The phrase "Differentiate or Die" isn't just the title of a book by advertising legend Jack Trout. It's a concept that directly applies to premium pricing, and how to sell it. Consider this. If you're not more:

  • well-connected in your field;
  • knowledgeable about your market;
  • capable of saving your client time;
  • willing to work hard and commit all your resources to succeed; or
  • better able to apply creative or innovative methods than your competition,

then you haven't found a way to differentiate yourself. And if that's the case, you probably don't deserve a higher fee anyway.

Negotiating a higher fee generally requires the willing participation of what I call an affluent or a self-actualized buyer. Rarely is price the issue with this type of customer, who more than anything else is looking for results--or a pleasurable buying experience.

If you find that you're focusing mainly on price, the perceived value of what you're offering will almost always get lost in the shuffle. It's only when value takes center stage that price ends up in the back row where it belongs.

So, whether your strategy is to wait in the weeds for the right type of customer to come along, or to build up your value relative to other recruiters, a stronger fee will make life a whole lot more enjoyable--not only for you, but for everyone else, too.

-Bill Radin

Bill Radin is one of the most popular and highly regarded trainers in the recruiting industry, and has trained many of the largest independent and franchised recruiting organizations, including Management Recruiters, Dunhill, Sanford Rose, Snelling and Fortune Personnel. His speaking engagements include the NAPS national conference, the annual Kennedy Conference, and dozens of state association meetings and network conventions, including Top Echelon and Splits.org. The Radin Report is published monthly.

www.billradin.com

Friday February 18, 2011

Recruiters - The 5 Step Systems Creation Process

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Gary Stauble's 2 Minute Coaching

This monthly article gives you quick, easy-to-implement ideas on various subjects. This month's topics have to do with creating systems, the "10% rule" and getting paid in a timely manner.

Topic #1:

The 5 Step Systems Creation Process

We've all heard the grim statistics regarding how many businesses fail to survive and prosper. Fifty seven percent of all small businesses fail within first year. At the five year mark, whopping eighty percent fail. Here's a stat you may not be aware of; eighty percent of those who survive the first five years end up failing in the second five years. Those are staggering statistics.

One of the main reasons for these failures is that most businesses operate without systems. Often they operate on adrenaline with the owner running around with his or her hair perpetually on fire. In essence, they lack a clear system of operation.

The beauty of systems is that if you take the time to document them once, you never have to re-create them from scratch again. Below, I'll outline a 5 step system creation process that I learned from Michael Gerber. Before I do that, here are a couple of helpful definitions:

System: a documented way of performing a task that solves a problem and ensures that the task is performed properly and consistently.

Frustration: a frustration in your business is an undesirable pattern of events that can be eliminated by installing a system.

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