Comments on: The One Single Thing You Must Do to Become a Better Recruiter in 2008 http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Tue, 14 Feb 2012 01:03:49 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Wayne Wauters http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/comment-page-1/#comment-3333 Wayne Wauters Wed, 26 Dec 2007 02:09:00 +0000 http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/#comment-3333 I do agree with the most of what you say. That being said I work for a first class organization. I find it interesting that all recruiters seem to fault the hiring mangers. If you polled the hiring managers I wonder if they would blame the recruiters. I looked at the survey but did not have time to complete it. The questions and answers seemed a little off or leading.I would like to see how many that took the survey were corporate recruiter and how many were agency. I think that the two perspectives are quite different. I do agree with the most of what you say. That being said I work for a first class organization. I find it interesting that all recruiters seem to fault the hiring mangers. If you polled the hiring managers I wonder if they would blame the recruiters. I looked at the survey but did not have time to complete it. The questions and answers seemed a little off or leading.I would like to see how many that took the survey were corporate recruiter and how many were agency. I think that the two perspectives are quite different.

]]> By: Debbie Schmitz http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/comment-page-1/#comment-3328 Debbie Schmitz Fri, 21 Dec 2007 02:35:00 +0000 http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/#comment-3328 Marc, I am with you and have been for many years. I have always viewed recruiting as a profession, not just a job. As a professional, I act as a consultant and partner to both the client/hiring manager and the candidate. I do my homework and learn about the job before I meet with the hiring manager. If you hit the brick wall in your initial communication, a well-put intelligent question, not one on the surface level, can re-start the flow of information. The respect the hiring manager has of you that you have at least made an attempt to understand the position is the start of building a stronger relationship that will bring better results. I see too many recruiters focus on the numbers or the process, when in fact, each job you recruit for should be a learning process first and foremost. We have some control of how others perceive recruiters, and if you put yourself in the hiring managers shoes, you will see clearly what you should be doing. Marc, I am with you and have been for many years. I have always viewed recruiting as a profession, not just a job. As a professional, I act as a consultant and partner to both the client/hiring manager and the candidate. I do my homework and learn about the job before I meet with the hiring manager. If you hit the brick wall in your initial communication, a well-put intelligent question, not one on the surface level, can re-start the flow of information. The respect the hiring manager has of you that you have at least made an attempt to understand the position is the start of building a stronger relationship that will bring better results. I see too many recruiters focus on the numbers or the process, when in fact, each job you recruit for should be a learning process first and foremost. We have some control of how others perceive recruiters, and if you put yourself in the hiring managers shoes, you will see clearly what you should be doing.

]]> By: Andrew Gaynor http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/comment-page-1/#comment-3323 Andrew Gaynor Tue, 18 Dec 2007 03:00:00 +0000 http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/#comment-3323 Marc, Your points are well taken, although I wouldn't be surprised if they are being received in shock and disagreement in many quarters. No doubt by many of the recruiters who are, if they are really honest, guilty as charged. Personally I think we have a long way to go before these issues will be addressed. HR itself is often only seen as playing a minor, supporting role, there to take care of the immediate and near term needs of the company workforce (do I hear more gasps out there?) Sadly, then, recruitment plays an even more minor part, reporting in to HR. Frankly, I would like to see VPs of Talent Acquisition, Recruitment, whatever title you prefer, not reporting to HR but directly to the CEO. Recruitment is not a function of HR, it is a function of every department with a need for a hire. Both belong at the top table, because both can be huge contributors to a company's success. Recruitment should be fully accountable not simply for filling open reqs, but for the overall perception of the company's reputation/brand as an employer. There's a bottom line, a cost to poor follow up with candidates. Indeed, all applicants should be treated with dignity and respect, even if 200 applicants per opening means you can't have a conversation with all of them. There's an enormous cost to not understanding the role, because until you do how can you possibly fill it? There is a cost to overselling a great candidate (who leaves once reality sets in), and poor interviews that cost good candidates, and unappealing websites that fail to attract the candidates in the first place. Yet how many companies associate value, and cost, with these and many other critical components when they calculate those inevitable 'cost per hire' stats with which they are so preoccupied? Recruitment should be held accountable, yes, fully P&L accountable, and their feet should be held to the fire with every poor showing and disappointing statistic in their performance matrix. Just as they should be recognised (and rewarded) when they create great value. They are vitally and strategically important, but that will never be recognised as long Recruitment reports to HR, and HR is an also ran in the executive sweepstakes. HR will decide what they think is important for Recruitment to know, and information will filter down accordingly. People will still get hired; poor and underqualified recruiters will get away with doing a mediocre job. By the time mistakes are uncovered recruitment will be too far back in the cause and effect chain to be recognised as the culprit. Oh well, Christmas soon ... maybe this year my Christmas wish will be granted :-) Happy holidays everyone. Marc, Your points are well taken, although I wouldn’t be surprised if they are being received in shock and disagreement in many quarters. No doubt by many of the recruiters who are, if they are really honest, guilty as charged.

Personally I think we have a long way to go before these issues will be addressed. HR itself is often only seen as playing a minor, supporting role, there to take care of the immediate and near term needs of the company workforce (do I hear more gasps out there?) Sadly, then, recruitment plays an even more minor part, reporting in to HR.

Frankly, I would like to see VPs of Talent Acquisition, Recruitment, whatever title you prefer, not reporting to HR but directly to the CEO. Recruitment is not a function of HR, it is a function of every department with a need for a hire. Both belong at the top table, because both can be huge contributors to a company’s success. Recruitment should be fully accountable not simply for filling open reqs, but for the overall perception of the company’s reputation/brand as an employer.

There’s a bottom line, a cost to poor follow up with candidates. Indeed, all applicants should be treated with dignity and respect, even if 200 applicants per opening means you can’t have a conversation with all of them. There’s an enormous cost to not understanding the role, because until you do how can you possibly fill it? There is a cost to overselling a great candidate (who leaves once reality sets in), and poor interviews that cost good candidates, and unappealing websites that fail to attract the candidates in the first place. Yet how many companies associate value, and cost, with these and many other critical components when they calculate those inevitable ‘cost per hire’ stats with which they are so preoccupied?

Recruitment should be held accountable, yes, fully P&L accountable, and their feet should be held to the fire with every poor showing and disappointing statistic in their performance matrix. Just as they should be recognised (and rewarded) when they create great value. They are vitally and strategically important, but that will never be recognised as long Recruitment reports to HR, and HR is an also ran in the executive sweepstakes. HR will decide what they think is important for Recruitment to know, and information will filter down accordingly. People will still get hired; poor and underqualified recruiters will get away with doing a mediocre job. By the time mistakes are uncovered recruitment will be too far back in the cause and effect chain to be recognised as the culprit.

Oh well, Christmas soon … maybe this year my Christmas wish will be granted :-) Happy holidays everyone.

]]> By: Marc Nolan http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/comment-page-1/#comment-3322 Marc Nolan Sat, 15 Dec 2007 05:22:00 +0000 http://www.ere.net/2007/12/14/the-one-single-thing-you-must-do-to-become-a-better-recruiter-in-2008/#comment-3322 Good Afternoon, As always another great article by one of the thought leaders in our industry,and most of the points are spot on. I won't bore everyone with my credentials because most of you who have been around this industry for more then 30 days knows that we all bring some valid points to the table- and there is no better way to help us all out, by providing timely and serious points that just could help us all become better. I bring a different view- and that is one from coming full circle in our business on the technology side (I started out as a mainfram programmer- then became a hiring manager- then got into sales/recruiting (and wrote what many believed to have been the first book about the IT staffing 'world' back in 1995)and now run a professional services firm. From my standpoint- I do find it interesting that some of the repondents seem to look at pointing the finger at the hiring manager- and that may be true in some cases- but in the world I live in (Technology) every day that goes by where we are losing revenue and where we run a P&L NOT having people on board hurts our business, our bonuses and our team. So unless you (as a recruiter/HR department) are running a true P&L and are not a 'cost center' you cannot appreciate the role of the 'hiring manager'. It might be an interesting survey to have someone ask the HR and recruiting departments if they run a true P&L. The 'deficiencies in hiring managers' may be an issue- but truly IMHO the deficiency in the recruiters is even MORE apparent. Many of them have no understanding of how to talk to candidates and take them downstream and the lack of follow-up from many recruiters is just amazing to see. How do I know this? Because every year (since 1999) I conduct a survey within a well defined group of 200 IT consultants and line managers (who many of you may even recruit for)I have worked with (and yes placed-several times) do you know what has been consistent with all of them-when I send them my survey? 93% say The true lack of kowing what these consultants do and have no 'functional knowledge' of the application the consultants are working in-continues to bother them. They are amazed that with all the technology out there to assist them (and yes books as well) the recruiters of today (in their opinion-not mine)lack a real understanding of the tasks associated with what the consultants do on a daily basis- which many times shows in the 'you are really a great fit- and I want to put you in front of the hiring manager' then nothing happens. They state that the recruiters have no idea (in the IT world) what a 'Functional person does over a 'Technical' person (and even less what a techno/functional person does). The hiring managers get frustrated with receiving resumes from TPR's and the HR department that have less then 50% of the required skills (and yes- they sometimes do put a large 'laundry list' together- there is a secret behind this- and if you ask them they will tell you why)which leads to the second highest response (89%) that recruiters have a horrible 'hit rate' in following up with candidates. The third highest response was 86%- and the question is 'when you don't receive feedback from the recruiter- how many of you tell your network of friends and fellow consultants/managers about the recruiter/company in question?' They view themselves as part of a 'club' who are looking out for one another- and I can tell you from my personal experience when I was on an implementation this happens a lot (good and bad). Lastly, back in 1998 I sponsored a panel discussion between local members of the NACCB and ICCA to see how to bridge some of these issues. One of the panelists (who was a consultant) stated 'I view HR as an Albatross around my neck' and another called HR 'The Business Interruption Unit' and am sure many TPR's would rather deal directly with the hiring manager and NOT HR/inside personnel. I won't bore you with the rest of the questions- but anyone who would like to view these questions please feel free to e-mail me and I will send them to you. I would encourage you to have a meaningful conversation with the candidates you have placed and moreso with those who you did not place and truly start to build a knowledge garden around these areas. This will allow each of you to have a true 360 degree of your organization and even a better way to see how each of you can improve upon yoursleves from one year to the next. That to me is the real measurement of a person in any profession. Good Afternoon,

As always another great article by one of the thought leaders in our industry,and most of the points are spot on.

I won’t bore everyone with my credentials because most of you who have been around this industry for more then 30 days knows that we all bring some valid points to the table- and there is no better way to help us all out, by providing timely and serious points that just could help us all become better.

I bring a different view- and that is one from coming full circle in our business on the technology side (I started out as a mainfram programmer- then became a hiring manager- then got into sales/recruiting (and wrote what many believed to have been the first book about the IT staffing ‘world’ back in 1995)and now run a professional services firm.

From my standpoint- I do find it interesting that some of the repondents seem to look at pointing the finger at the hiring manager- and that may be true in some cases- but in the world I live in (Technology) every day that goes by where we are losing revenue and where we run a P&L NOT having people on board hurts our business, our bonuses and our team.

So unless you (as a recruiter/HR department) are running a true P&L and are not a ‘cost center’ you cannot appreciate the role of the ‘hiring manager’. It might be an interesting survey to have someone ask the HR and recruiting departments if they run a true P&L.

The ‘deficiencies in hiring managers’ may be an issue- but truly IMHO the deficiency in the recruiters is even MORE apparent. Many of them have no understanding of how to talk to candidates and take them downstream and the lack of follow-up from many recruiters is just amazing to see.

How do I know this? Because every year (since 1999) I conduct a survey within a well defined group of 200 IT consultants and line managers (who many of you may even recruit for)I have worked with (and yes placed-several times) do you know what has been consistent with all of them-when I send them my survey?

93% say The true lack of kowing what these consultants do and have no ‘functional knowledge’ of the application the consultants are working in-continues to bother them.

They are amazed that with all the technology out there to assist them (and yes books as well) the recruiters of today (in their opinion-not mine)lack a real understanding of the tasks associated with what the consultants do on a daily basis- which many times shows in the ‘you are really a great fit- and I want to put you in front of the hiring manager’ then nothing happens. They state that the recruiters have no idea (in the IT world) what a ‘Functional person does over a ‘Technical’ person (and even less what a techno/functional person does).

The hiring managers get frustrated with receiving resumes from TPR’s and the HR department that have less then 50% of the required skills (and yes- they sometimes do put a large ‘laundry list’ together- there is a secret behind this- and if you ask them they will tell you why)which leads to the second highest response (89%) that recruiters have a horrible ‘hit rate’ in following up with candidates.

The third highest response was 86%- and the question is ‘when you don’t receive feedback from the recruiter- how many of you tell your network of friends and fellow consultants/managers about the recruiter/company in question?’

They view themselves as part of a ‘club’ who are looking out for one another- and I can tell you from my personal experience when I was on an implementation this happens a lot (good and bad).

Lastly, back in 1998 I sponsored a panel discussion between local members of the NACCB and ICCA to see how to bridge some of these issues.

One of the panelists (who was a consultant) stated ‘I view HR as an Albatross around my neck’ and another called HR ‘The Business Interruption Unit’ and am sure many TPR’s would rather deal directly with the hiring manager and NOT HR/inside personnel.

I won’t bore you with the rest of the questions- but anyone who would like to view these questions please feel free to e-mail me and I will send them to you.

I would encourage you to have a meaningful conversation with the candidates you have placed and moreso with those who you did not place and truly start to build a knowledge garden around these areas.

This will allow each of you to have a true 360 degree of your organization and even a better way to see how each of you can improve upon yoursleves from one year to the next. That to me is the real measurement of a person in any profession.

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