Comments on: 5 Critical Things Recruiters Need to Do to Become Partners With Their Clients http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Tue, 14 Feb 2012 10:32:01 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Doris Kistenmacher http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/comment-page-1/#comment-1947 Doris Kistenmacher Wed, 20 Sep 2006 08:03:00 +0000 http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/#comment-1947 I am so impressed with the ?thinking power? supporting our industry. It is my opinion that developing a partnership one is able to hear what is really happening within the walls of that company. It also helps in placing the right personality with in their organization. Sometimes it is not about skill. Sometimes it is about fitting in immediately. Our candidate has a better survival rate if they share the same philosophy as the companies. Everything has a personality. If you cannot find it on the person, you are talking with about a position, you can call inside the company and listen?just ask for help and listen to how they work with you. Having definitions of ?the who? the company is---- what is their mission---do they practice it daily?is it natural behavior. Knowing this about an organization helps us make a better connection. Our mission becomes easier in presenting candidates to a company, because we know them. We have heard them. I keep hearing it is about numbers, yes it is. I believe it is about people working with people. If they have a commonality of philosophies our coaching and handholding (for both candidate and company) becomes well---- just simple reminders---- just supporting comments used by the company and candidate when they meet. I believe that an interview should be a meeting of the minds. These thoughts are based on my own experience. I have been called a ?hand Holder? during the process of connecting a candidate and a hiring official. It is my opinion that everyone thinks of these questions, but do not take the time to address questions that arise during the interviewing process. Frustrating as it may be, while placing VP?s and Directors, one would think that they know how?how to do everything; after all, they are in charge of millions of dollars and many, many employees. Why should---- a one on one interview----- become an issue. Realize that the concept of, ?I can sell your sofa, not mine? is the real issue. We hear things like, ?Tree and Forest/Forest and Tree? mainly because one is too close to an issue to realize the whole picture. In my opinion, the candidate become self conscious ?when that happens?he hears himself from within and stops thinking about the goal?it become about him. The brain just gets stage fright and everything he planned on saying goes away. This is why the coaching is important between a candidate and the recruiter. The ?gap? exists, but only for a few seconds. It is up to us to close the gap by creating a secure understanding of what that person (hiring official) is going through. To be aware of what the hiring official is up against we could inquire using a sincere tone. I suppose it is called Probing, listening, and reflecting. However, the real key is sincerity. Sincerity, realistic and forthright seems to be the way to gain the hiring official?s support. [Nevertheless, it has to be real?otherwise you lose] It is true that we as recruiters get so involved ourselves in making our numbers we get too focused on making the sale. Each account is different. Partnering requires repeat business, patience, and true grit. I do not know any other way of working. This is crux of my success. I work quietly behind the scene making placements with successful people who call me back to place someone for them. They liked how they were treated. They know that they can depend on the same treatment on the other side of the desk because I am consistent. This allows introductions vs. cold calls. Mr. Adler, another good tribute to us the recruiter in our quest to perfection in the art of placing people with people. Keep in mind there are three wins? 1.) The company 2.) The candidate 3.) The recruiter I am so impressed with the ?thinking power? supporting our industry. It is my opinion that developing a partnership one is able to hear what is really happening within the walls of that company. It also helps in placing the right personality with in their organization. Sometimes it is not about skill. Sometimes it is about fitting in immediately. Our candidate has a better survival rate if they share the same philosophy as the companies.
Everything has a personality. If you cannot find it on the person, you are talking with about a position, you can call inside the company and listen?just ask for help and listen to how they work with you. Having definitions of ?the who? the company is—- what is their mission—do they practice it daily?is it natural behavior. Knowing this about an organization helps us make a better connection. Our mission becomes easier in presenting candidates to a company, because we know them. We have heard them.
I keep hearing it is about numbers, yes it is. I believe it is about people working with people. If they have a commonality of philosophies our coaching and handholding (for both candidate and company) becomes well—- just simple reminders—- just supporting comments used by the company and candidate when they meet.
I believe that an interview should be a meeting of the minds.
These thoughts are based on my own experience.
I have been called a ?hand Holder? during the process of connecting a candidate and a hiring official. It is my opinion that everyone thinks of these questions, but do not take the time to address questions that arise during the interviewing process.
Frustrating as it may be, while placing VP?s and Directors, one would think that they know how?how to do everything; after all, they are in charge of millions of dollars and many, many employees. Why should—- a one on one interview—– become an issue. Realize that the concept of, ?I can sell your sofa, not mine? is the real issue. We hear things like, ?Tree and Forest/Forest and Tree? mainly because one is too close to an issue to realize the whole picture.
In my opinion, the candidate become self conscious ?when that happens?he hears himself from within and stops thinking about the goal?it become about him. The brain just gets stage fright and everything he planned on saying goes away. This is why the coaching is important between a candidate and the recruiter.
The ?gap? exists, but only for a few seconds. It is up to us to close the gap by creating a secure understanding of what that person (hiring official) is going through. To be aware of what the hiring official is up against we could inquire using a sincere tone. I suppose it is called Probing, listening, and reflecting. However, the real key is sincerity. Sincerity, realistic and forthright seems to be the way to gain the hiring official?s support. [Nevertheless, it has to be real?otherwise you lose]
It is true that we as recruiters get so involved ourselves in making our numbers we get too focused on making the sale. Each account is different. Partnering requires repeat business, patience, and true grit. I do not know any other way of working. This is crux of my success. I work quietly behind the scene making placements with successful people who call me back to place someone for them. They liked how they were treated. They know that they can depend on the same treatment on the other side of the desk because I am consistent. This allows introductions vs. cold calls.
Mr. Adler, another good tribute to us the recruiter in our quest to perfection in the art of placing people with people. Keep in mind there are three wins?
1.) The company
2.) The candidate
3.) The recruiter

]]> By: Jeff Rogers http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/comment-page-1/#comment-1942 Jeff Rogers Sun, 17 Sep 2006 03:04:00 +0000 http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/#comment-1942 Wow, another great article from Lou Adler. It's interesting to note that the survey conducted by The Adler Group found over 50% of hiring managers struggle with core candidate assessment and interviewing processes. Not surprising is the finding that few hiring managers are trained to interview candidates and none are trained to recruit candidates. While it may seem logical that hiring managers look to recruiters to tackle these responsibilities, it is also indicative of a disconnect in accomplishing their mutual goals; that is to hire the best possible person for the job. While it is a worthy goal to elevate the recruiting and interviewing skills of hiring managers, it is unlikely we'll ever see those skills at a level we'd like to see. After all, their primary role is management of their department, etc. Day-to-day management challenges often distance them from problems that can ultimately be traced to sub-optimal hires. As recruiters and placement professionals, we must use all tools at our disposal to help narrow this gap. Our task is to support and manage the recruiter/hiring manager partnership. We must do this throughout the sourcing and placement continuum. As the survey suggests, need to be more than vendors in the hiring process; we must be partners. I also think Mr. Adler is right on when he said, 'Defend your candidates from dumb decisions.' How many times have we seen otherwise qualified candidates fail because they lack job interview skills, or for other issues that have nothing to do with their ability to perform the requirements of the job? We need to coach our candidates, and we need to coach our hiring managers. We can't just throw candidates at a wall and hope they stick. We have to be proactive and give truly qualified candidates every opportunity to succeed. Tools such as virtual candidate coaching can help on the candidate side of the equation. As for coaching hiring managers, it is a more challenging endeavor. It usually entails one-on-one discussions that are both educational and relationship building in nature. A discernable link between good hiring practices and managerial success must be demonstrated. The reality is that most people think about 'WIIFM' ('What?s In It For Me') when considering behavior modifications. If recruiters can get hiring managers to see the value of changing their recruiting and interviewing behavior, the chances for a true recruiter/hiring manager partnership will be greatly enhanced. As Mr. Adler suggests in the first of his five critical steps, you need to start by getting the attention of the hiring manager. From there, you can start building a viable and lasting partnership based upon a win/win proposition. Wow, another great article from Lou Adler. It’s interesting to note that the survey conducted by The Adler Group found over 50% of hiring managers struggle with core candidate assessment and interviewing processes.

Not surprising is the finding that few hiring managers are trained to interview candidates and none are trained to recruit candidates. While it may seem logical that hiring managers look to recruiters to tackle these responsibilities, it is also indicative of a disconnect in accomplishing their mutual goals; that is to hire the best possible person for the job.

While it is a worthy goal to elevate the recruiting and interviewing skills of hiring managers, it is unlikely we’ll ever see those skills at a level we’d like to see. After all, their primary role is management of their department, etc. Day-to-day management challenges often distance them from problems that can ultimately be traced to sub-optimal hires.

As recruiters and placement professionals, we must use all tools at our disposal to help narrow this gap. Our task is to support and manage the recruiter/hiring manager partnership. We must do this throughout the sourcing and placement continuum. As the survey suggests, need to be more than vendors in the hiring process; we must be partners.

I also think Mr. Adler is right on when he said, ‘Defend your candidates from dumb decisions.’ How many times have we seen otherwise qualified candidates fail because they lack job interview skills, or for other issues that have nothing to do with their ability to perform the requirements of the job?

We need to coach our candidates, and we need to coach our hiring managers. We can’t just throw candidates at a wall and hope they stick. We have to be proactive and give truly qualified candidates every opportunity to succeed.

Tools such as virtual candidate coaching can help on the candidate side of the equation. As for coaching hiring managers, it is a more challenging endeavor. It usually entails one-on-one discussions that are both educational and relationship building in nature. A discernable link between good hiring practices and managerial success must be demonstrated.

The reality is that most people think about ‘WIIFM’ (‘What?s In It For Me’) when considering behavior modifications. If recruiters can get hiring managers to see the value of changing their recruiting and interviewing behavior, the chances for a true recruiter/hiring manager partnership will be greatly enhanced.

As Mr. Adler suggests in the first of his five critical steps, you need to start by getting the attention of the hiring manager. From there, you can start building a viable and lasting partnership based upon a win/win proposition.

]]> By: Tim Trevathan http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/comment-page-1/#comment-1941 Tim Trevathan Sat, 16 Sep 2006 04:31:00 +0000 http://www.ere.net/2006/09/15/5-critical-things-recruiters-need-to-do-to-become-partners-with-their-clients/#comment-1941 Lou, Like usual, you hit it on the head. No time to communicate and refine the search. No Results. More overhead, less satisfaction on both sides. Maybe if they gave a test for the positions that enabled both sides to see if the other side had the expertise to really enter the recruiting process, then they could match up recruiter skills with manager skills and get a good understanding of what is desired. But alas, this doesn't occur, often because of the transient nature of recruiters (straight commission) on the outside and the change of managers on the inside and the learning curve that entails in working with internal HR. No one is happy and it is a miracle anything gets done at all! The amount of variables overcome to pass the hurdle of a hire makes me wonder that it gets done at all. Lou,
Like usual, you hit it on the head. No time to communicate and refine the search. No Results. More overhead, less satisfaction on both sides. Maybe if they gave a test for the positions that enabled both sides to see if the other side had the expertise to really enter the recruiting process, then they could match up recruiter skills with manager skills and get a good understanding of what is desired. But alas, this doesn’t occur, often because of the transient nature of recruiters (straight commission) on the outside and the change of managers on the inside and the learning curve that entails in working with internal HR. No one is happy and it is a miracle anything gets done at all! The amount of variables overcome to pass the hurdle of a hire makes me wonder that it gets done at all.

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