| These three common recruiting mistakes take big | | | | in-depth interview. If the candidate truly qualifies, |
| money out of the pockets of Recruiters. These | | | | complete at least one reference check, confirm the |
| common mistakesslow down a Recruiter's productivity. | | | | most relevant facts and prepare to call the hiring |
| Mistake #3 takes control out of a Recruiters' hands. | | | | manager. |
| Mistakes: | | | | When calling the hiring manager, it's best to present the |
| #1. Recruiters who depend on Job Boards as their | | | | candidate by citing facts that relate directly to the |
| primary source to find candidates are losing out | | | | requirements of the position. |
| big-time. | | | | "Hi Sally, I've located a great candidate for you. He is |
| #2. Recruiters who focus on finding the 'perfect | | | | currently employed but can come in for an interview in |
| resume' in their system are wasting valuable time. | | | | the next 48 hours. Do you have a pen?" (Present the |
| #3. Sending resumes to a hiring manager is probably | | | | facts). |
| the least efficient and best way to kill the chance of a | | | | "You said you 'required' a candidate have at least |
| placement. It diminishes your power as a Head Hunter. | | | | three years of experience. This candidate has 6 years |
| (Give my way a try and watch your production | | | | experience in mortgage banking as a Loan Originator. |
| increase and your effort decrease!) | | | | You also stated you needed a person who could |
| The common theme here is misuse of resumes in | | | | close 2 - 3 million dollars a month. This person exceeds |
| general. | | | | that requirement. He closes between 5 & 7 million |
| Really successful Recruiters don't let pieces of paper, | | | | dollars in loans a month. He has solid relationships with |
| with words and partial information rule their life. | | | | about 18 - 20 realtors and is comfortable with VA, |
| Recruiters are not paper pushers! They are Experts | | | | FHA, and conventional loans as well as Jumbo and |
| and Consultants who bring together employers and | | | | self-employed scenarios. About 10% of his business is |
| candidates for mutual benefit. How well the job is | | | | re-fi's. He also has a four year degree in business from |
| down depends on the Recruiter's skill. | | | | CU." "As you can see, he's exactly what you asked |
| So what should a Head Hunter do instead? Glad you | | | | for and more. Would you have time to see him |
| asked. | | | | tomorrow afternoon at 3pm?" |
| First. Recruiters need to understand their 'Executive | | | | The Recruiter should be in control of the process as |
| Recruiter Power', which is considerable, and their role | | | | that's the most efficient way to fill positions and make |
| as the central force and manager of making | | | | the most money if you're paid on commission. |
| placements happen. | | | | Presenting a candidate, facts first, creates excitement |
| Second. They must understand the 2 - 4 absolute | | | | in the hiring manager. They start thinkin, "My problem is |
| "requirements" a hiring manager must see in a | | | | solved!". |
| candidate in order to make that person a job offer. | | | | Occasionally, a manager will ask to see the resume. |
| Recruiters must also understand the difference | | | | Your answer: "This candidate is working at what she |
| between what is 'required' and what is 'preferred' in a | | | | does best. She was not looking for a job when I |
| candidate. At that point the hunt can begin. | | | | contacted her and doesn't have a resume prepared. I |
| Third. Successful Recruiters spend more time talking | | | | have verified key facts about her background and |
| directly to candidates. This is the fastest way to find | | | | checked one (or two) of her references. In fact, here's |
| the most qualified candidate. Some employers and | | | | a summary of what her reference said....If you want to |
| agencies are all about bringing 'bodies' in the front door. | | | | proceed with making an offer after you two meet, we |
| What they're doing is wasting the time (a whole day in | | | | can always put together a resume first, if you feel it's |
| some cases) of many people, and making candidates | | | | necessary." |
| mad. An angry candidate is not likely to trust you, the | | | | Making successful placements is about focusing on |
| Recruiter, respect you, or cooperate with you when | | | | activities that will result in a qualified candidate talking to |
| you want it most. The archaic practice of, "throw | | | | a hiring manager with a desperate need to fill an open |
| everything against the wall and see what sticks" | | | | position. It's that simple. In the above example I've |
| should be banned, in my opinion. | | | | skipped a few steps and summarized in generalities. It |
| If you approach potential candidates directly, you have | | | | should be emphasized that Recruiters need to learn |
| a great competitive advantage over other Recruiters. | | | | the process and the basic skills related to managing |
| This crucial skill follows a defined method and series of | | | | that process smoothly. |
| small goals embedded into every conversation. If the | | | | When the Recruiter takes charge, the others involved |
| first person you call does not qualify, ask them for | | | | follow their lead because the Recruiter is doing what |
| names of someone, "Who may be interested in taking | | | | THEY do best. Credibility, trust, and respect are |
| a step up in their career". | | | | created with the right questions, careful listening, and |
| Use the resumes from job boards as a spring board | | | | knowledgeable guidance. |
| to contact people in the industry. Generally, a solid | | | | Avoid making the common mistakes related to the |
| candidate can be found in 13 - 20 phone calls. Often it | | | | handling of resumes by seeking out the training and |
| takes fewer calls to locate a qualified candidate. | | | | skills that will propel your career forward. |
| Schedule the second call with your candidate for an | | | | |