Nobody wants a selfish lover or a selfish recruiter, so take a lesson from Barry White and warm up your talent prospect before popping the question.
The business of recruiting is a unique one, but in many ways there are parallels to the dating game. Finding an appealing talent prospect is like spotting someone across a crowded bar: you have to be aware that any candidate you’re talking to is also being looked at/assessed by a at least a half-dozen other thirsty companies.
With what is probably a bombardment of attention, the prospect most certainly has his/her shields up — and rightly so. To establish that relationship you have to get around those shields and bring something to the table that makes you stand out from the crowd.
And that begs the question: what if Barry White were a recruiter? How would he approach talent?
Immediate Gratification vs. Performance keep reading…
According to the U.S. Bureau of Labor Statistics, unemployment in the United States has continually dropped over the past year. As of November the number dropped to 7 percent, down from 7.3 percent. We must ask ourselves how the improved economy affects employer recruiting initiatives.
While organizations should maintain the same overall headhunting strategies as in any other economy, some adjustments are necessary.
Take a look at the challenges hiring managers ought to expect when bringing on employees. Only when we define these hurdles is it possible to formulate and implement strategic solutions to over-leap them.
The 2009 romantic comedy-drama film He’s Just Not That Into You portrays the lives of individuals who repeatedly misinterpret the behaviors of their romantic partners. Human behavior is complicated, unpredictable, and easy to misread.
In sales — as in recruiting — success depends on the ability to influence the behavior and decisions of others.
How sure are you that you can correctly read and understand your prospects or clients? Human behavior is not always logical or predictable.
Wonder how you can tell that a prospect may just not be that into you? keep reading…
You’ve got to understand what your employees want.
Your employees too have desires and needs, of course. And these aren’t all the same. Your key hires and top management and team leaders have got to be getting what drives them out of the employment contract. Especially in sectors like technology, where there is low unemployment and an improving economy, the competition for top talent is acute.
Hiring managers need to understand that in this market to be competitive in acquiring top talent it might take some personalized creativity in the offer. All the competitive technology companies are offering the gamut of cool bennies: free lunches, complimentary gym memberships, flexible/virtual work opportunities, etc. And of course competitive compensation is always at the forefront of landing candidates. But these days some creative extras go a long way.
Tailor your employment offer. keep reading…
There you are — ready to pitch your rock star candidate to your hiring manager or client. You are excited about your ability to snag this great prospect in record time, and you are proud of the fact that your candidate is well-qualified for the position. You left a brief message, letting your client or hiring manager know you have found a great prospect. A call is scheduled. You pick up the phone to dial.
As the phone rings, you gather your notes and are feeling confident and prepared; your pitch is bulletproof. As you announce yourself and prepare to share your great news, you hear, “Sorry, but I only have a couple of minutes. All I need to know is if the person you referred to is experienced and will be negotiable on salary.”
You are speechless. Actually, your rock star does not have the exact experience and might not be open to a lot of salary negotiating. Nonetheless, you push forward — trying to recover quickly by reciting the list of the other great things you learned about your prospect, confident these factors will win over your hiring manager or client. But you can’t shake off feeling weak, frustrated, and doomed.
Not the way you envisioned the call going? How’s your confidence now? And what about that bullet-proof pitch? In 29 words — 143 characters — (about a Tweet), you became the victim of the will of your hiring manager or client.
What just happened? More importantly, can you recover? Let’s look at both of these questions and use some basic sales skills to provide some help. keep reading…
Recruiting great employees is very difficult and, often is more complex than people perceive it to be. After running a headhunting firm for the past 10 years, I’ve learned that it is the little things which separate your ability to recruit the right job applicants.
Below, I’ve listed 5 of these secrets. keep reading…
If you are sitting here reading this, you are probably a top performer — the best seek out challenges, look to expand their knowledge bank, and have a strong desire for excellence. What most top performers aren’t looking for is to be sold on something they haven’t had the chance to fully investigate for themselves. After all, most of us are a bit standoffish around salespeople or when facing offers that seem too good to be true.
I recently saw a top-caliber financial analyst leave a company because a headhunter recruited him, offering a 20 percent increase in pay. This offer got the analyst through the door, but the prize at the end of the road blinded his vision of the dust storm ahead. keep reading…
The theory that recruiting great employees is highly difficult is true, but what if your firm was making the recruitment process more complex than it had to be?
Almost one out of every four decisions that a small to mid-size company will make during a recruitment process will hinder their chances at staffing competitive talent. The consequences of these actions can result in a myriad of ill-fated outcomes, ranging from higher salary costs and wasted time to losing competitive applicants altogether.
Firms that are unable to streamline the staffing process on a regular basis are probably prone to committing one or more of the following seven deadly sins of recruiting: keep reading…
You know the old saying “the early bird catches the worm,” right? In the case of job recruiting, this phrase is particularly relevant. Any experienced recruiter knows that a highly qualified candidate who has multiple offers on the table needs to be targeted as quickly as possible.
But how exactly can a recruiter decide when it’s the right time to engage a candidate? How can recruiters monitor for indicators that a high-profile candidate may be open to a new opportunity, even before the candidate starts looking? Social media sites, because of their real-time nature, can be an incredibly helpful tool for not only building regular rapport with talent, but also helping recruiters find the right moment to engage with candidates for a new opportunity.
In this post I’m going to talk about a few ways I have used social media in the past to find real-time indicators for recruiting talent with the right timing. For the sake of brevity, I’ll be focusing on Twitter and Facebook (though this could easily be used for other social networks, too).
Opportunity Indicators on Twitter keep reading…
For today’s recruiters, there’s no shortage of new. New ideas on how to become better recruiters. New systems. New conferences. New tools. New techniques. New tips. New “best practices.” New processes. New blog posts. New communities of practice. New social media sites. New articles (dare I say, like this one!). New thought leaders. You get the idea.
Savvy marketers know how seductive new can be. Companies count on hooking buyers with that “new and improved” label on an otherwise very familiar product. Just for fun, I did a Google search using the words “new and improved” and found 57,500,000 matches! Notice the subtlety here — the implication that new implies better.
I am not arguing against the importance of “newness” for today’s serious professionals. I, too, love “new.” New ideas and new technology can be powerful game changers. But lately I have been wondering: if we want to continue to grow in our professions, is it simply “all about new”? And does new necessarily imply better?
Do “all things new” guarantee you a first-class seat on the non-stop flight to recruiting excellence? Stated another way, is the right question, “How well do I take advantage of ‘all things new’ in the recruiting profession?” Or is there another, perhaps better, question? I think there is. And you may be surprised to see it’s a question that is hidden in plain sight. But first a brief story. keep reading…
You’ve just locked down the perfect candidate. You sourced and screened him; your client interviewed and loved him; you extended him an offer and he accepted — time to run a victory lap!
Not so fast. keep reading…
How does a team of technical co-founders recruit a top notch designer?
Maybe they realized it; maybe not. But whoever posted that question to Quora asked what every recruiter on the planet has wondered at one time or another: How can I recruit the best candidate for my job?
It’s a simple question, yet one to which there is neither a simple answer nor even consensus about just what combination of characteristics, background, skills, experience, personal traits, and so on make someone “the best candidate” or even a “top notch” candidate.
Yet right there on Quora, amidst the predictable suggestions about searching GitHub and hitting the networking circuits, is a blueprint for building a recruiting program to attract not only a coder-designer. but an entire team of tech talent. keep reading…
The War for new-grad talent has never been fiercer. More and more companies are turning to universities as their main pipeline to build up their workforce of amazing engineers, designers, and quants. However, many companies who haven’t been active in campus recruiting for the past few years may be surprised to find that the game has dramatically changed.
Remember when you thought pizza and soda at an information session was enough? Now, it’s pizza and soda delivered to your dorm room during finals week with a personalized “good luck” note and invitation to interview. More than ever, companies are adapting to, and even embracing gen Y values in their recruiting processes to sign the best students from top-tier schools.
Jane Graybeal wrote a great piece titled “Valuing the So-Called Me Me Me Generation”, summarizing three key ideas around gen Y. While some companies may work against these “me me me” values, a handful have worked with them to get some of their best hires. Let’s take the three concepts that Graybeal summarized and apply them on a more practical level — specifically on how university recruiting programs are staying competitive on campus: keep reading…
Enough years in the recruiting business and enough missed placement opportunities by mishandling the offer scenario has taught me to be patient making job offers.
In a tight market for talent, companies want to move top candidates through the hiring process quickly and try to lock the candidate down before competitors do. But first in this race is often times a losing position, as candidates use a hybrid practical/emotional decision-making process when selecting a new job opportunity.
Psychology plays a major factor when it comes to choosing a job, and we as recruiters need to first be aware of it, understand it, then master it to achieve high closing rates on the most promising candidates. We can start down this path by exploring the different job seeker profiles we as recruiters come across.
After years of unsuccessfully courting two of the world’s preeminent neuroscientists with offers of more money, bigger and better facilities, a larger budget, and almost anything else they wanted, the University of Southern California finally closed the deal last month when its top recruiters sold them on lifestyle.
Poaching Arthur Toga and Paul Thompson and practically the entire staff of their Laboratory of Neuro Imaging from crosstown rival University of California/Los Angeles came down to things as hard to predict as a senior school official greeting janitors and doctors alike, and as hard to control as a commute.
How USC finally lured Toga and Thompson is a case study in recruiting world-class talent, showing the importance of every part of the process; from building and maintaining a relationship, to encouraging employee networking, involving the most senior people, and creating a culture where deans know janitors as well as they know their medical school faculty. keep reading…
The fastest way to succeed is to look as if you’re playing by somebody else’s rules, while quietly playing by your own. –Michael Korda
Losing a great candidate is a painful and disheartening experience. I for one, beat myself and wonder what I could have done differently as I do a cerebral post mortem. Sadly, it is the occupational hazard with which we live daily and it is a part of the game of recruiting. With that in mind, we all need to learn from our mistakes and do our best not to repeat them.
Losing great candidates will never go away completely. But we can look to some ideas and insights that will help that event to become less frequent. Please consider the following points and know that if you do lose a candidate, you played the game as well as possible. keep reading…
Who is the best recruiter in the world? Would you believe it’s Joshua Brady, a 26-year-old Virginia man, who lives with his mom, grandmother, and young brother, and used to play a whole lot of EverQuest until he got caught stealing virtual money.
No way, you say. Yeah, well, before you shoot that down, hear this. Brady, posing as a CIA operative, recruited not one but two ordinary, otherwise law-abiding folks to rob banks.
Brady, or Theo as he identified himself, never met the two 20-somethings. All his recruiting was done over the phone, yet he managed to get the man and woman to rob, or attempt to rob, several banks, even convincing friends and relatives of the two that this was indeed all in the interests of national security.
They all got caught, though it looks like everyone except Brady is getting off, and he’ll probably only get probation.
Granted, the robberies were all botched. But you know how hard it is to find skilled talent these days. Read the entire, amazing story here on Businessweek. keep reading…
Recruiting, as many of us know it, has undergone a transformation in the last few years. In fact, there are recruiters coming in to the workforce now who only source within LinkedIn Recruiter, or who’ve never had to keep a physical (read: paper) file on a candidate. Some of the changes that have rocked our industry over the last six to eight years have been great ones. Some could use a keener eye, but I’m not here to criticize.
What I want to do is point to the things that haven’t changed; I want to talk about getting back to recruiting basics. Because not everyone can afford the fancy social recruiting suites and very few can veto the boss when he says no to a perks program. These are the skills that every recruiter should know and all recruiters used to know. These things obviously work with the new tools and platforms … but they’re effective without them. So let’s get back to the basics.
Here are five things not to forget in the social recruiting fervor. keep reading…
The top 30 boldest actions for recruiting individual innovators
I just returned from the always-powerful CoDev conference, where a prime focus was on the difficulty of hiring and retaining innovators. Almost everyone agrees on the value of innovators, but unfortunately, because of their design and their lack of boldness, most corporate recruiting processes simply cannot successfully hire a highly desirable innovator.
In case you have been unable to get innovators to complete your interview process or to accept your offers, I’ve put together a list of bold but effective approaches that can make it possible to sell and land even the most fought-over innovators. keep reading…
One of the most frustrating elements of recruiting occurs when after weeks of hard work, you have found an excellent candidate who is excited but you can’t get past the last sticking point: the appropriate starting salary. The candidate naturally wants more, but the company is often reluctant to offer more money because they are uncertain whether the new hire will produce at a level high enough to justify their higher salary request. Rather than losing the candidate, consider offering them a “salary reopener clause.”
The salary reopener gives the new hire a chance to get that added money within a short period of time, provided that their actual performance for the first few months has been worthy of the higher salary. No candidate wants to wait, but if they are confident in their ability, they may be willing to wait a short few months to show you that you are wrong. All you are really doing with the reopener clause is postponing the final salary determination until the new hire has a chance to prove their worth. Salary reopener clauses are quite common in union contracts but they are unfortunately underused by recruiters.
A Hiring Manager’s Uncertainty About Future Performance May Lead to a Low Offer keep reading…