In today’s economic environment everyone is looking for ways to operate more efficiently. Clients often have staffing needs or problems, and direct hire is not always the answer. You can provide alternative staffing solutions that allow clients to save money and enhance flexibility, and you can do so without adding to your staff or increasing costs. Let’s look at these alternative staffing solutions:
Doubters may be questioning the strength of the U.S. jobs recovery after Wednesday’s announcement by ADP that 218,000 private sector jobs were created in July — lower than expected — but the job boards aren’t.
Two of the three publicly held careers publishers have so far reported their 2nd quarter results, and in both cases they’ve wowed Wall Street.
LinkedIn this afternoon announced it grew revenue by 47%, crossing over into billion dollar territory halfway through the year. The company earned 51 cents a share (after adjusting for one-time expenses) versus the 39 cents predicted by analysts.
The single biggest contingency fee collection defense is the so-called “but for” rule. Yet recruiters and their lawyers constantly use it as a legal rationale to get paid. When you start a fee collection with, “But for my referral . . .” it will likely end with, “. . . farewell five figure fee.”
Today, I’m going to explain why you should remove the words “but for” from any collection attempt.
Adding to the gloomy news, the report upped December’s initial job count of 74,000 by a mere 1,000 jobs. A revision to the November numbers did better, adding 33,000 to 241,000 previously reported.
After a decade or so in the recruiting and career services business, you may think you’ve seen it all. Then you get another résumé so bad that you wonder if you are being punked. Is it possible that someone is completely uninformed, or is this a poor attempt at humor? These candidates may be memorable. However, the candidate’s only hope is that the hiring manager is completely inept.
Here are six examples that I have encountered over the years.
1. Accounting Candidate: “Skilled at Wii, PlayStation 3, and Xbox 360.”
As a recruiter, one of the main problems I face with prospective and actual clients is unrealistic expectations of who they can really hire. For a variety of reasons (which have been gone over many times before), there seems to be a sense of entitlement that the facts don’t bear out – “The very best of the best should beat a path to our door and be dying to work for us.”
I can think of one particularly relevant example of this.
You’ve probably heard that it is not a good idea to pick low hanging fruit. My question is:
Why the hell not?
I enjoy picking low hanging fruit. It’s within easy reach and requires minimal effort. I don’t enjoy dealing with rickety ladders and having to stretch just to grab one little apple. I want to fill my basket with as much good stuff as I can, and have time left over to enjoy the fruit of my labor (pun intended).
Is there something inherently suspect about things that come easily?
Having represented executives at every level of seniority in a wide range of industries over the past 17 years, I have witnessed many common mistakes that executives and their recruiters make when negotiating employment agreements, nearly all of which will influence the executive’s experience with a company.
In an effort to help guide executives and their recruiters through the negotiating process, I have compiled a baker’s dozen list of mistakes to avoid:
I worked a desk. So I know the temptation to go above, around or through a human resourcer. I was one of those too, so I know the ways they deal with a recruiter who does.
Almost no effort is required to sabotage a contingency-fee placement when you’re in an HR office. Job requisitions, fee schedules and hiring sources must be approved by someone. Checking references, determining starting salaries and extending offers must be done by someone. These and over 20 other hiring functions (from pre-employment physicals to relocation) invariably end up with the “gatekeepers” that you disregard, resent, and insult. This makes sabotaging a contingency-fee placement so simple that it can be accomplished without doing anything!
This report is devoted to making placements. If that means going above, around or through a personnel manager, so be it.
Just be sure you know how to do it right. Here’s how.