My agency partners have told me countless times that they work hard to locate candidates that are a good cultural fit for my organization. Truthfully, I think agencies tell me this because it’s what they think I want to hear. They don’t actually know what cultural fit means and moreover do not have any meaningful process in place to vet candidates based on my organization’s culture fit. When pressed, most agencies respond with vague, you’ll-know-it when-you-see-it type answers.
Do candidates know you? Do they like you? Do you stay in regular contact with your candidates even if they don’t get the job? Do they come to you as a knowledgeable resource when it comes to employment? If not – congratulations, you are “just like everyone else.”
Finding resumes is easy; finding talent is not. Successful recruiters are doing the things those “like everyone else” do not want to do. They take the time to engage candidates. Employee engagement is a huge focus for companies. They know there isn’t enough talent out there to they want to keep them engaged. To quote Wikipedia:
Each week I listen and speak with recruiting pros who have a language all their own – like most professions – but for me it’s always fun to listen to what each person is really trying to say to you. Here are some of my favorites:
What it means – “I’m going to make an offer to an individual.”
What it really means – “I didn’t pre-close the candidate, so I don’t know if they’ll accept” or “I made them the offer, but they haven’t accepted, but I don’t want you to know that, yet.”
Are you frustrated with the way most of your clients treat you? Frustrated with their process? Fees? Terms? Do you ever wonder why we are treated the same poor way over and over?
We often mistakenly think if we speak to enough prospects and fill enough job orders an ideal client that “gets it” will emerge. Sure, that happens once in a while, but not enough to create a predictable, sustainable business full of companies you LOVE working for.
After years of being a frustrated recruiter myself I began to strategically identify what the key elements of a great client look like for me.
With the evolution of the sourcing role, candidate engagement is no longer left to recruiters. In fact, a recent SourceCon survey discovered that 79% of respondents who have the word “sourcer” in their title are expected to present qualified, interested, and available candidates.
This means that now, more than ever, effective candidate engagement efforts will separate the good from the bad.
Below are five tips to make the engagement process more efficient.
My owner has hired four new employees because he wants our company to set records before the end of this year. I have been with our company for over 15 years, and as a result, the new employees are constantly asking me questions. My owner did the initial training, but I find myself unofficially training and it’s costing me money. I just came off my worst quarter in years. Their constant personal conversations are a major distraction. I don’t want to be rude, but I’m tired of giving them answers all day long and tired of hearing their stories.
My owner is older and hasn’t worked his desk in over a decade. How do I tell him that he needs to train these people and stop them from talking to me? If they are costing me money, they are also costing him money. At this rate we are not going to set production records; we are going to produce less than we did in the first two quarters of this year. How do I approach my boss without appearing like I’m not a team player?
Frustrated in Atlanta
Editor’s note: Cody Voellinger is founder and principal of RockIt Recruiting in San Francisco. The IT specialty firm is developing a reputation for its innovative, engaging, and unconventional candidate marketing. In this post, Cody explains the rationale and the results.
Recruiting in the hyper-competitive Silicon Valley start-up market requires that we are constantly looking for a competitive edge, whether it be new tools, messaging techniques, or throwing parties. In this age of mass online communication, parties and events may seem unnecessary, which is exactly why we do it.
Here are the four questions Terry Petra suggests you ask every candidate. The questions originally appeared in a longer article in the January 2013 issue of The Fordyce Letter subscriber newsletter.
It is imperative for you to quickly identify with the recruit any and all potential motivations they may have for a possible job change. This can best be accomplished by asking certain questions. The answers will quickly establish a realistic frame of reference between the two of you, and serve as a foundation for your relationship.
My owner has me schedule client visits and client lunches to obtain their temp assignments. I almost always leave their office or the restaurant with no orders and feel this is a waste of my time. Do you think face-to-face meetings are important, or do you feel telephone calls can provide you with more results?
Almost every training class, seminar and professional group I’ve attended has warned that human resources departments are the recruiter’s obstacle. They block deals! They cut our fees! I’ve been repeatedly cautioned to avoid HR departments and get access to the hiring managers. But I would like every recruiter to know that I have billed millions of dollars throughout my recruiting career largely due to one department: human resources.
Before you call me crazy, I certainly understand the need to work with hiring managers. I prefer, however, to have human resources introduce me to the hiring managers and then have the HR manager quarterback the deal.
Yes, many of us avoid human resources because working directly with hiring managers can lead to quicker placements. But let’s face it – hiring managers can be sloppy. A “quick” placement has often not been properly screened and can be a potential landmine. Nothing smashes a relationship with a company like a candidate who doesn’t cut it at work or quits six months after starting.