I read everything you send out because although I am a senior recruiter, I still find myself learning. I have a question pertaining to candidate control and I am looking for a "Danny-ism". I am having an inordinate number of candidates simply vanish and it is happening at each phase of the process. Part of it I can blame on the geography, the rest of the responsibility is mine for not establishing the ground rules up front. I am certain, the candidate is passing on the opportunity, or they would be calling me. I need to control my candidates better to provide appropriate feedback to my clients. What soon-to-be-famous Danny-ism would you use to reduce the number of AWOL candidates?
People do things for their own reasons. Candidates vanish because they feel:
They see no reason to keep you in the loop.
So when they go out on the...
I hate salesmen. I don’t want to be a “salesman”. Yet I got into sales because when I believe in something, I can sell it easily. And for years people told me I would be a good salesman. I’m not bad. I can close. But I’m not great. I want to be great! Right now I’m 3 months into my new career in recruiting. I have closed 3 deals in 2.5 months. I have no recruiting experience prior to 3mo ago. I want to last. I’m working a niche in senior care recruiting medical executives.
My goal is to be billing at least 200k my 1st year. My question(s) to you is:
For someone who has never recruited but has the personality to headhunt, what are some daily habits that will bring me up to par with top billers?
Should I learn their medical jargon?
Should I learn every aspect I can of their industry (because I don’t know much)?
Should I be making more than 100 calls a day?
Have you had rookies, who have never recruited, bill more than 200k their...
It’s a phone business! I have heard that so many times in my first 2 years as a recruiter.
My boss is an old school recruiter. He isn't a dinosaur or anything. We email people, text them, use LinkedIn, cyber hack the internet to download resumes etc. However his advice to me always centers around getting on the phone.
I've got the job orders and plenty to work on. I feel increasing my volume of communication to potential candidates is the key to my desk taking off to the next level.
Don't get me wrong, I agree to a certain degree about the need to get on the phone. When I need candidates I call my bird dogs, call candidates I know and leverage my network. The thought of cold calling resumes or cold calling a company phone directory scares me. I have tried it and gotten little to no results. Does anyone return a cold voicemail anymore or pick up the phone when they don't recognize the caller ID?
2011 was my best year yet and after doing this for 2 years I am ready to...
I found the answer to "What does the position pay?" but what about after a candidate that has been through the interview process. He and I have spoken about compensation a few times (of course, he said $$ is not the motivator). He then decides to look on the internet and give me the average $$ for the "title" of the position. Example - he said - I just looked on salary.com and it says the median for this position is ........ thanks!
You need to get used to this mantra: The difference between online salary surveys and the salaries companies pay is same as difference between Blogs and Journalism.
Within a few moments, I can set up a blog, and I am a blogger equal to all other bloggers. If I decide to start a rumor or want to air an opinion that is wholly based on fantasy or supposition I am free to do so. There are no standards, no checks and balances, no "proofreaders". Journalists must have multiple sources and credible evidence. Their editors will ask...
We are one of your clients and your material is the best I've ever seen. I have been in the IT recruiting business for 6 years and last year I generated 1MM in GM. Usually I am the one who answers the "rookie" questions in my office, but this time I'm stumped. I want to know what to do when a client (one of the IT managers who hires software developers from us) tells me that he wants to leave and he wants me to help him find a new job. This particular manager works for one of my biggest clients...we have several dozen managers at this client that hire people from us, so I don't want to ruin my relationship with my client, but at the same time, this manager is going to leave anyway. Also, I don't want to tell the manager that I can't help him, especially since he hates his job and I have another client that is 5 minutes from this guy's house who would probably love to hire him!
I'm stumped - what would you do?
Man, is this ever delicate? I've been in the...
We are having issues across the board with clients not wanting to pay our candidates the going rate. Our clients haven't felt the shift in the market like we have. They still feel like they can pay pennies on the dollar!
How are you having your recruiters educate your clients on the shifting market?
This is best done in the taking of the job order. Late in the job order. Give the client the sense this call is over, the heavy lifting done, all the relevant info has been shared, the requisite parrying over the fee and bonding between your personalities complete, “Okay, thanks for your time, I know you’re busy, I’ll let you go…”
“Uh, just one more thing.” Pause. Then, just to set the mood. “And if we can’t agree on this and you want to use another firm, I will totally understand, but I just can’t chance this after all the recent nightmares.”
Then shut up. Let them ask you what the...
I am trying to break into a large fortune 500 company. Whenever I contact them, I receive the “we are all set, but if we have a need we will call you.” You know the phone has not rung. Today I tried the MPC approach based on a current opening. Here is the response I received. “We appreciate you reaching out however, we do not accept blind submittals from third parties. If we need additional support filling the role, we will be sure to reach out to you at that time.” Just in case the phone doesn't ring tomorrow what would you recommend?
Rest assured the phone won’t be ringing today. Or any day soon…
What do I recommend? Take a breather from chasing this Trojan Horse and reflect with me. According to the SBA, small business is “the heart of the American Economy.” (small defined as employees from 0-500 and sales from 2.5 to 20 million ish) They account for 64% of all the new jobs. They create 46%...
I want to have you walk me through something here. On the last couple of deals I have been working on, I have been finding I am not getting sufficient candidate commitment. Of course, in my defense, I am working with strictly passive candidates. Now I have another situation where I am not sensing I have good control on the situation. Working with a client - Great company, great benefits (401K + Pension matching at 11% fully vested in 2 years) then there's the job... WOW - this is an amazing job! It's all new technical development in the latest technology. A very well funded project - great political capital to boot! Dream job! Except- Location, Location, Location. This client is located in the middle of nowhere. The Chief Technology Leader knows this. He's done a good job getting a very well planned out project and he's seeking my help to find him talent.
I have found a candidate who is an excellent match and is in a degree of career pain. He's also very interested in the...
Ever heard of the term "After Action Report"? And have you ever created one for Job Orders (closed as well as lost)? Would be a great tool.
Yesterday I heard a speaker say "co-create" four times in two minutes. It's clearly the new buzzword so he's in love with it, but after the fourth time, I went to the cafe to co create some coffee and Advil. Everyone calls the same things something different to escape the ennui.
I'm not exactly sure what you mean by "After Action", though it sounds vaguely like the Spectravision menus on the TV hotels, but we have always had Post Mortem meetings, where we go over deals that we won and more importantly deals that we lost, so we could glean patterns and issues. How did we get the candidate? What were their motivations for leaving and did they stay consistent? Was there a counter offer and how did we cover it? What was the negotiating like and how did we frame the close? It's a great way for other recruiters to live...
When should a decision to present a candidate turn on second-hand information?
I was arranging a candidate interview for my favorite client. Knowing that the candidate is as strong-willed as the woman he would be working alongside, I suggested that my client get her input before his sit-down with the candidate. The word came back that “he’s arrogant and a sexual harassment case waiting to happen.” Alrighty then. I give the candidate a plausible excuse for not going forward and I back away.
Today I get a call from an employer whose position is a great match for this candidate. “Arrogant” is a) in the eye of the beholder, and b) not such a bad thing for this particular employer. “Sexual harassment case waiting to happen” is something else. I have met the candidate briefly, and never in any situation that would let me judge this fairly. It’s second-hand, though from someone I know and respect (and placed in her current...
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