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Bill Boczany

Bill Boczany is a principal at Virginia Technology Partners in the Washington, D.C. metro area (McLean, Virginia). His firm specializes in assisting government contractors especially in the defense and intelligence community in the areas of targeted search, rapid response recruitment, and recruitment process improvement. He can be contacted via email at wjb@virginiatechnologypartners.com" or at his website www.virginiatechnologypartners.com

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This Advice Will Help Your Recruiting Calls Get a Response

by Apr 9, 2013, 12:56 am ET

Screen Shot 2013-04-01 at 1.48.44 PMPlan your flight and fly your plan. That is the adage that aviators use before setting foot into an aircraft. The same should apply to a recruiter making a call to either a client or a candidate. So many of us filled with the urgency to get our message out and connect with clients/candidates just pick up the phone and start gabbing when a real, live person answers. Similarly, and more often than not, when we get an answering machine we stumble and stagger in terms of what to say. It doesn’t make us appear to be or sound professional.

Recruiting is a profession, and recruiters serious about their profession are always seeking ways to improve their skills, message delivery, and overall success in the business. Success not only translates into income but overall job satisfaction.

When calling a candidate or potential candidate, lay out in your mind what you would like to accomplish with the call and your desired outcome. For example, we generally want to know three things: keep reading…

Planning an Efficient and Effective Corporate Recruiting Function

by Apr 4, 2013, 12:50 am ET

Building a house, a building, or a department all starts out with a plan. Many of us, however, don’t heed those textbook ideas of how we should start. Rather, we jump in and try to steer the ship while it is moving and frankly don’t know where it is going. As many have heard the adage, “If you don’t know where you are going, any road will get you there.”

A recruitment plan starts out with an agreed-upon strategic vision of what a corporate recruiting department is to accomplish. This must be a consensus of the immediate management chain as well as the people on the top floor. It has to start out with both a forecast of intended hires in a given time frame (a people budget) as well as an overall concept of operations … also known as just how are we going to accomplish our people budget and ultimately drive the operational budget which supports the execution of the concept of operations.

A “people budget” is just that: a budget. We all know that budgets are guidelines that become fluid depending on changes in the business. After all, all business is dynamic and things do change. Development of a “people budget” should be an ongoing activity of the recruitment department, perhaps polling divisions, departments, etc. to provide you with not only an anticipated number of potential new hires in the next three to six months but also a general breakdown of skill sets that you envision hiring.

Your departments will resist this exercise. keep reading…