Four Lessons We Should Have Learned This Year

by Kevin Wheeler - Dec 9, 2009, 5:07 pm ET

Adversity is a great teacher, and the past year will certainly be one of the most adverse and professionally difficult that we will ever experience.

It has been a year of paradoxes and contradictions: unemployment is soaring, but many organizations cannot find the qualified people they need. Rather than restructure work or rethink how work gets done in order to find people, we continue to seek people to work in traditional ways. More people are looking for part-time, temporary, or contract work, yet only a tiny percentage of companies are looking for these type of people. We know that being discourteous to people creates negative branding and is morally questionable especially when so many are unemployed, but we have perhaps never been as discourteous to applicants are we are now. Energy costs have fluctuated wildly and global warming is a topic on every agenda, yet most organizations and people prefer face-to-face relationships rather than asking people to save energy by working from home.

Here are four lessons we should have learned this year.

Lesson #1: Building and maintaining candidate relationships and generating referrals are keys to survival.

Job descriptions should be dead, but I have no doubt that they will live on for a long time. We should all agree that they are not the best, cheapest, or fastest way to attract good people.

In general, you are not going to find the people you need by posting on job boards. The most successful recruiters use social networks, ask employees (and others) for referrals and focus on building talent communities of potential candidates.

Learn from product and service marketing how to do a better job. Watch how IBM or Deloitte advertise and market their professional services. Go for targeted messaging and quality, not volume. Generate candidates from relationships you form using tools such as LinkedIn, Facebook, and Twitter and by asking for referrals. Make it a rule of thumb that if you are generating hundreds of responses to a job posting, you are doing something terribly wrong.

Lesson #2: Use targeted, bold marketing and branding to appeal to the types of candidates you want.

Don’t try to appeal to everyone. Focus your marketing messages and media on the type of candidate you are most in need of. KPMG and other organizations target college-age candidates with videos and other media designed to appeal to that age group and to the personalities of the type of candidates who usually want to work for them.

They don’t spend any time or money on marketing that is generic or that appeals to older potential candidates.

The best marketing is always targeted to a specific audience and discourages, although subtly, those who don’t fit the target. Partly this is done through words and pictures and partly by placing the information where the people you are targeting are most likely to see it.

For example, Mercedes advertises on television at the times and on programs where their research shows that highly successful and well off people watch. They place print advertisements in magazines that these types of people read. They do not advertise on Super Bowl nor do they advertise in Reader’s Digest. Targeted marketing requires research, focus, carefully thought-out graphics, and tested writing.

Wording is also key; what you say makes all the difference. If you say and imply that you are seeking only those with very specific backgrounds and qualifications, you will reduce the numbers who apply and improve quality. Even your recruiting web site needs to be worded in a way that is attractive to those you are most anxious to have apply. Cisco Systems has a web site that is appealing to technical professionals but less so to others.

Lesson #3: Do not just use, but embrace, emerging technology

Social networks, video, YouTube, candidate relationship management products, Web 3.0 websites, and SecondLife are all tools that can potentially enlarge your candidate pools, screen candidates, and build relationships.

Facebook, Twitter, and YouTube are perhaps the most effective recruiting tools in your arsenal. Video has become king in attracting people, and YouTube is the second-most used search engine after Google itself. If your organization has a recruiting page and/or video, it’s a good start.

Once you start attracting potential candidates, there are many tools to help screen them and communicate with them. CRM tools (Avature is a good example) let you track and communicate with groups of candidates. The most current ATS vendors are also offering this capability and even allow you to link to online profiles in LinkedIn and Facebook. This means candidates do not need a resume.

There are countless email programs, newsletter distribution programs, and other free or inexpensive communication aids that recruiters can use to do a better job letting candidates know where they stand. Even automatic bounce-back responses can be more intelligently written and distributed. A follow-up email could follow the bounce-back and automatically provide the candidate with another touch point.

Lesson #4: Accept change as a way of life

We will not be heading back to the more traditional ways of recruiting, and the contradictions and paradoxes I outlined at the beginning of this article will be with us for a long time. Traditional recruiting skills will be liabilities and will generate little profit.

Everything from face-to-face interviews to onboarding new employees will be more automated and will be done using the Internet. Software applications and mobile technology will dominate the recruiting space. Video interviewing and simulations for selection will become normal within five years.

To be a thriving recruiter you need to focus on building a new mindset that is centered on the acceptance of change as a constant and on taking advantage of technology.

Perhaps the greatest lesson of this year is that we are now at the place where we can use this technology to target our marketing, focus on a smaller number of candidates, allow more direct communication between candidates and hiring managers, and spend more time on raising awareness and marketing key positions using the various technical platforms we have available.

The ability to do this will be seen as strength and will generate returning profit for years to come.

10 Ways to Be Liked in Your Job Interview

by Jonathan Littman and Marc Hershon

No matter your resume and talents, if you mess up a job interview you won't get that position. In today's tough economy you need every possible edge. As authors of the new book, "I Hate People! Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What you Want Out of Your Job," we see it as a simple equation: You want to be liked -- not hated.

Here are 10 simple things to do that will dramatically increase your chances: from wearing the right expression, to knowing what not to say, to never ever breaking a sweat.

1. Don't be a "smiley face."
Excessive smiling in a job interview is seen for what it is -- nervousness and a lack of confidence. A smiley-face person exudes phoniness, which will quickly be picked up by the interviewer. Instead be thoughtful and pleasant. Smile when there's something to smile about. Do a practice run in front of a mirror or friend.

2. Don't be a small-talker.
Your job is to be knowledgeable about the company for which you're interviewing. Random facts about last night's episode of "Dancing with the Stars" or your favorite blog will not get you the job. Never feel you have to fill an interview with small talk. Find ways to talk about serious subjects related to the industry or company. Pockets of silence are better than padding an interview with random babble.

3. Don't sweat.
You can lose a job by wearing an undershirt or simply a little too much clothing. Sweaty palms or beads on your forehead will not impress. You are not applying to be a personal trainer. Sweat will be seen as a sign of weakness and nervousness. Do a practice run with your job interview outfit in front of friends. The job interview is one place you definitely don't want to be hot.

4. Don't be a road block.
Interviewers are seeking candidates eager to take on challenging projects and jobs. Hesitance and a nay-saying mentality will be as visible as a red tie -- and seen as a negative. Practice saying "yes" to questions about your interest in tasks and work that might normally give you pause.

5. Don't be petty.
Asking the location of the lunchroom or meeting room will clue the interviewer into your lack of preparation and initiative. Prepare. Don't ask questions about routine elements or functions of a company: where stuff is, the size of your cube, and company policy on coffee breaks.

6. Don't be a liar.
Studies show that employees lie frequently in the workplace. Lying won't get you a job. In a job interview even a slight exaggeration is lying. Don't. Never stretch your resume or embellish accomplishments. There's a difference between speaking with a measured confidence and engaging in BS. One lie can ruin your entire interview, and the skilled interviewer will spot the lie and show you the door.

7. Don't be a bad comedian.
Humor tends to be very subjective, and while it may be tempting to lead your interview with a joke you've got to be careful about your material. You probably will know nothing about the sensibilities of your interviewer, let alone what makes them laugh. On the other hand, nothing disarms the tension of a job interview like a little laughter, so you can probably score at least a courtesy chuckle mentioning that it's "perfect weather for a job interview"!

8. Don't be high-maintenance.
If you start talking about the ideal office temperature, the perfect chair for your tricky back, and how the water cooler needs to be filled with imported mineral water, chances are you'll be shown a polite smile and the door, regardless of your qualifications. Nobody hiring today is going to be looking for someone who's going to be finicky about their workspace.

9. Don't be a time-waster.
At every job interview, the prospective hire is given the chance to ask questions. Make yours intelligent, to the point, and watch the person across the desk for visual cues whether you've asked enough. Ask too many questions about off-target matters and you'll be thought of as someone destined to waste the company's resources with insignificant and time-wasting matters.

10. Don't be a switchblade.
Normally the switchblade is thought of a backstabber, often taking credit for someone else's work. In an interview setting, the switchblade can't help but "trash talk" his former employer. If you make it seem like your former workplace was hell on Earth, the person interviewing you might be tempted to call them to find out who was the real devil.

Copyright 2009 Jonathan Littman and Marc Hershon, authors of "I Hate People!: Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What You Want Out of Your Job"

Jonathan Littman is the author of "I Hate People!" and numerous works of nonfiction, including "The Fugitive Game," "The Watchman," and "The Beautiful Game." He is a columnist for Yahoo! Sports.

Marc Hershon is the coauthor of "I Hate People!" and a branding expert who helped to create the names for the BlackBerry, Swiffer, and many other influential products.

Celebrating 2-Years of Bringing People Together!

In July 2007 we started Direct Search Alliance to set a new standard in the "Recruiting for Recruiters" segment, which is largely made up of fragmented independent executive recruiters who are former industry professionals working on their own.

Leveraging best-in-class database management and communications technology, as well as the rapid growth of premier business information search engines and businesses-oriented social networking websites, we have built the largest confidential network of Staffing and Human Capital Industry professionals in North America.

How we provide this new standard is centered on making new and sustaining valued relationships with working professionals day after day. We might leverage "information technology" to create a platform from which we work, but what makes our approach truly unique to the industry is in our collective efforts to reach out to top performers directly by phone or with personal correspondence to develop relationships over time with industry talent, both broadly coast-to-coast and deeply within local markets.

We bypass the typical employment sites and find people who aren't looking for a job, but are interested in hearing about new opportunities and welcome a career partner with connections inside the top employers to work for.

In the Staffing & Human Capital Services Industry, we have multidisciplinary depth and breadth across Commercial and Professional Staffing, Place & Search, Outplacement, Human Capital Management Services and Outsourcing segments.

Our organizational mission is to represent, serve and inspire talented individuals in connection with business performance as well as career progression. We believe that it is people who drive business success, and it is our job to bring people together.

Join us in celebrating our anniversary. Cheers to our team: Leslie, Kisa, Craig, Lisa, Carrie, Jen, and Amy! A heartfelt thank you to our clients who have supported our growth with exciting and challenging opportunities, and sincere appreciation to our candidates who have brought us diverse skills and talents, making us proud and more knowledgeable.

Physician, heal thyself

This saying, that dates back to biblical times, means attend to one's own faults, in preference to pointing out the faults of others. The phrase alludes to the readiness and ability of physicians to heal sickness in others while sometimes not being able or willing to heal themselves. This suggests something of 'the cobbler always wears the worst shoes', i.e. cobblers are too poor and busy to attend to their own footwear. It also suggests that physicians, while often being able to help the sick, cannot always do so and, when sick themselves, are no better placed than anyone else.

A pithy saying, a bit dated for these modern times, but spot on with what ills the Staffing Industry.

What the industry sells to business clients is flexibility and access to talent; responsiveness and quality, as well as specialization and depth in any one industry or discipline. With economic times uncertain, the need for flexibility and talent is more acute, a message Staffing Industry companies are quick to point out to customers who have cut back on spending on staffing and talent searches.

Staffing Industry leaders; however, espouse the benefits of industry services staffing firms bring to the economy, while at the same time have cut back or eliminated the use of "in-house" temporary employees and put a freeze on using outside search firms to find them talent specific to their industry segment. Hmm...what is wrong with this picture?

Another proverb says it best...charity begins at home. You should take care of family and people close to you before you worry about helping others. For customers and the industry analysts to have confidence in the industry as a whole, we must set the example to validate what we sell is truly of value to businesses--even in difficult economic times.

As the premier source of top talent to the Staffing and Human Capital Services Industries, I have the pleasure of working with companies who value talent and trust us to be the specialist practice we are to provide talent for sales, recruiting, client services, management and executive positions. We do, however, come across companies that have shut down the use of the very services that they sell.

In my opinion, this is a factor germane to the success or failure of the industry to recover. Be a part of the solution to our fiscal challenges and use Staffing Industry services, benefit from the flexibility and the access to talent that are central to growth and prosperity.

With talent, we can help.

Despite Layoffs and Hiring Freezes, The War for Talent is Not Over

According to a renowned study conducted by McKinsey Co., the most important corporate resource will be talent. It's also the resource in shortest supply, most of all in tough economic times. Are you ready to fight for your fair share?

An underlying fact in the American workplace is the shortage of qualified workers available to fill jobs. The principal business challenge of recruiting, retraining and inspiring talent continues, even in a slumping economy - just like in good times - as employees retire, quit, are terminated, find a new job, enroll in school or move away.

With layoffs the remedy for economic ills, it is often mistakenly thought that hiring is linked to economic growth. Statistically; however, economic growth makes up only about 5% of overall hiring actions in the U.S. Turnover is the overwhelming and primary reason for the majority of a company’s need to hire.

When headcount is monitored closely and managers must “made do” with less people, poorer performers are less tolerated and are “performance managed” out. As such, managers look for top performers from outside the company to ensure their teams are able to perform at high levels in challenging times.

At the same time, in a weak economy, top performers seek out opportunities they perceive as recession-proof causing employers to compete against rival employers.

Under a hiring freeze, overall headcount is targeted to remain at an established number. In these circumstances, when an employee leaves, managers still must make “backfill” hires to cover key positions.

After a period of reactionary cutting and freezing, hiring activity will return to a level of normalcy, business as usual. Then, employers will find that that they are lacking talent in a competitive job market—the market for “employed” top performers.

During times like this, employers will be flooded with candidates from which to choose. A nice change…or not? Hiring managers are well advised to proceed with caution as you contemplate hiring from the pool of available “active” candidates—recently available due to layoffs. Likely, these candidates are “first wavers” who in a robust economy “flew under the radar” and now find themselves “redundant” in an economy that requires top talent to produce results. This doesn’t mean all unemployed or job-seeking candidates are bad or mediocre, but for many, it is indeed the fact.

As the numbers of candidates on the market increases it becomes increasingly difficult to “separate the wheat from the chaffe” and choose the people that are of high quality from a group of mixed quality.

Does it make sense then to continue to employ the services of a search firm to find talent for your organization? Consider that a professional executive search firm is in constant contact with candidates and hiring managers across the segments in which they specialize. This “constant contact” is with “passive” candidates who, when facing economic instability, are more likely to entertain a new opportunity if presented by a known, trusted advisor.

The bottom line…great people are hard to find in even the best “employer's market” circumstances, and only great people are a good investment when resources are dear. An investment in a search fee pays dividends when a new employee not only joins your organization, but contributes with the high level of skill, talent and character commonly found with employed, “passive” candidates who “fly under your radar.”

Direct Search Alliance is exclusively a direct recruiting firm, targeting passive candidates (we do not use ads or postings of any kind; we source top talent directly by researching the market and reaching out to working processionals to develop relationships and share connections). We are the Staffing Industry’s best resource, with multidisciplinary depth and breadth across Commercial and Professional segments, to source a top performer for your organization in 2009.

Season's Greetings

To our Client and Candidate Business Partners and Friends, all of us at Direct Search Alliance extend our sincerest best wishes for a happy Holiday Season.

May the New Year bring optimism, innovation, the coming together of talented people, support from colleagues and leadership, aspiration to overcome difficulties, and the power to make the best of trade and industry in the marketplaces we serve.

Teamwork brings everything together.

2009, a time to hope for peace and think green. A time to step it up in the face of adversity. A time to renew the spirit of service and go to work.

Market Conditions Change - Good Advice Doesn't

SPECIAL REPORT

'Greatest economic challenge'
Obama sets sights on economy - vows to confront global financial crisis
NEW YORK (CNNMoney.com) -- President-elect Barack Obama said Friday that the United States is "facing the greatest economic challenge of our lifetime."

The economy ranked as the top concern among voters. The issue...Jobs.

Layoffs and hiring freezes announced by Companies in the broader economy can ripple throughout the Staffing Industry by causing management to cut back on their costs by "making do" with less staff, and this can make it harder for these companies to maintain market share, fueling the ongoing decline in revenues and profits.

Given the weak labor market, only the most skilled, talented and motivated employees will uncover and leverage opportunities to contribute. The economy may be weak, but it is not without prospects.

Staffing Industry employers might be well served by taking a hard look at the capabilities of their employees and how they are deployed. To preserve a place in the market and prosper for longer term benefit, only the best and brightest should be "on the team," so to speak, in revenue generating assignments.

Tolerating mediocrity is risky. Finding talent is difficult with the unemployment rate increasing. As the numbers of candidates on the market increases it becomes increasingly difficult to “separate the wheat from the chaff” and choose the people that are of high quality from a group of mixed quality.

Does it make sense then to continue to employ the services of a search firm to find talent for your organization? Consider that a professional executive search firm is in constant contact with candidates. This “constant contact” is with “passive” candidates who, when facing economic instability, are more likely to entertain a new opportunity if presented by a known, trusted advisor.

The bottom line, great people are hard to find in even the best “employer's market” circumstances, and only great people are a good investment when resources are dear. An investment in a search fee pays dividends when a new employee not only joins your organization, but contributes with the high level of skill, talent and character commonly found with employed “passive” candidates who “fly under your radar.”

We can help make an investment in finding and hiring talent produce sustaining, material results. Recognizing that in times like these, cost is a factor, we are offering cost-savings options to initiate the search for top talent.

1. Stretch Your Budget with Extended Payment Terms
Have the option to make that critical hire in the near-term and spread payment over time. This "layaway" plan allows you to manage the impact on your budget and begin to realize a return on the investment in talent before making the full investment. Pay in 3-equal payments after the start date: 10-days, 45-days and 90-days.
Extended payment terms do not apply with any other discounts.

2. Take advantage of our Search Sale
Make a hire and receive 25% off the search fee. Even in a challenging economic market, customer-facing, revenue-generating and leadership talent are essential. If you have to make that one great hire, make it at a deep discount.
25% off applies only with standard payment terms of net 10-days.

3. Choose the Best of Both Time & Money
Focus on your core business and let us find you a top performer. Take a 15% discount off the search fee, pay only half the fee 10-days after the start and hold on to the balance for 60-days. Manage your cash and benefit from revenue-producing productivity.

Direct Search Alliance is a Search and Talent Consultancy specializing in the Staffing, Professional Services and Outsourcing Industries. I invite you to visit our website and blog to learn more about our company. Click the links below to download online brochures.

Talent Surplus – Not!

The U.S. Department of Labor reported that year-to-date totals of layoff events (12,542) and related initial claims (1,274,765) in 2008 were the highest January-August totals since 2003. Over the year, jobless rates were up in 47 states and the District of Columbia and down in 3 states. The national unemployment rate rose to 6.1 percent in August, 1.4 percentage points higher than a year earlier.

Does this mean that the scarcity of talent has become less and talent is readily available for the few openings employers have come up in this uncertain economy? To answer this question, first answer these questions:

1. With declining revenues and fewer opportunities on the horizon, is every employee’s contribution even more important to the success of your business and to justifying the role in your organization?

2. If you have made reductions in staff, have you considered performance as one of the deciding factors respecting who to let go, and released the lesser producing employees first?

If you answered yes to either question, take pause as you contemplate hiring from the pool of available “active” candidates. Likely, these candidates are “first wavers” who in a robust economy “flew under the radar” and now find themselves “redundant” in an economy that requires top talent to produce results. This doesn’t mean all unemployed or job-seeking candidates are bad or mediocre, but for many it is indeed the fact.

As the numbers of candidates on the market increases it becomes increasingly difficult to “separate the wheat from the chaffe” and choose the people that are of high quality from a group of mixed quality.

Does it make sense then to continue to employ the services of a search firm to find talent for your organization? Consider that a professional executive search firm is in constant contact with candidates and hiring managers across the segments in which they specialize. This “constant contact” is with “passive” candidates who, when facing economic instability, are more likely to entertain a new opportunity if presented by a known, trusted advisor.

The bottom line…great people are hard to find in even the best “employer's market” circumstances, and only great people are a good investment when resources are dear. An investment in a search fee pays dividends when a new employee not only joins your organization, but contributes with the high level of skill, talent and character commonly found with employed “passive” candidates who “fly under your radar.”

Passive Job Seeker Recruitment

Guess what? All the good candidates are working. Luckily though, you’re not limited to just the 4-5 percent of Americans who are currently unemployed. Which is good, since only 20 percent of the unemployed are actively seeking jobs. The rest of the unemployed are truly unemployable. So where do you turn? Passive candidates.

Passive candidates are those individuals gainfully employed by your competitors. They are likely loyal, happy experienced employees that are not necessarily looking to change companies and would need a solid reason to leave. And if you get their attention, you’ll have to work fast. They’re not willing to spend much time in the interview and hiring process (though they may take their sweet time making a decision).

Why specifically target passive candidates in the first place? Why not keep with your traditional recruiting through mediums such as classified listings and job postings, and assume it will reach the best candidates? First of all, 80 percent of any company’s recruiting budget is spent on traditional activities – meaning there are a lot of companies reaching out to candidates in the same fashion. Each minute of every day there are about 294,000 recruiters logged into online job boards grabbing active candidates and battling for the ever shrinking labor pool. Those who are in the market for a job may or may not notice those ads and apply with your company.

Those who aren’t in the market – passive candidates – aren’t looking and are thus completely unaware of your presence in these traditional outlets. It’s similar to being in the market for a new car. All of a sudden you start looking and noticing cars on the road. If you are not in the market for a new car, you’re not “aware” of advertising. The same goes with job hunting. If you’re in the market for a new job – you’re aware. Reaching passive candidates takes a different approach.

The first step is having a quality recruiter who will be able to make a positive and lasting impression. You need someone who not only understands your industry and what competitors are offering, but also has a keen understanding of what the passive candidate wants. A good recruiter for passive candidates needs to have the ability to sell the position, and outsell their current employer. Part of this is the ability to build strong relationships so the candidate not only remembers you and your company, but also trusts you and will refer others to you in the future.

Speaking of referrals, this is one of the best sources for passive candidates. Who do your internal associates know? What about your vendors and customers? Chances are someone you know has a business or personal relationship with the ideal candidate for your company. Establish an incentive program for referrals and see your candidate pool expand.

Another great recruiting method is encouraging your employees to attend networking events and association meetings. While picking up sales leads, have them keep their eyes open for potential associates for your open roles. This builds direct contacts in your industry or one very closely related, and breaks the ice of unfamiliarity. Remember that even event speakers and experts are not off limits for recruitment. While you’re at it, don’t be afraid to go after the employees of your competitors. Fact is, they’re doing the very same thing. Finally, utilize online networking sources such as LinkedIn or Pulse.

You know who to target and where to find them, but how do you reach them? Approach it with the knowledge that they’re not looking to move. Be sure to avoid asking why they’re interested in working for your company – they’re not. Do discovery first. What would potentially motivate them to move? What professional needs do they have that are not being met? What are their future goals? Then sell the opportunity based on how your position and the company culture fulfill those initiatives.

Next, be flexible. You want this person but he or she does not have to give you the time of day. Lose the tailored process, avoid assessments and applications, and bend over backwards to schedule convenient interview times. Now is not the time for reference checks either. Confidentiality is of utmost importance if you want a chance at securing this candidate.

Once you decide you want them, make an offer quickly. Encourage their potential manager and peers to make follow-up calls. The decision to change jobs when they’re not unhappy is a difficult one. Help make their decision to leave easier. Follow these practices, and the quality of your new hires will improve.

The source of this article is Pro Staff - Special Advertising Supplement to Workƒorce MANAGEMENT

Don't be Slow, be Strategic in Hiring Talent

Why is it taking longer than ever to find, and land, revenue-generating professionals with the skills and talents to drive results? In a recent hiring survey, more than two-thirds of the respondents said they expect their companies to be bringing on new revenue-generating staff additions within the next 12 months, and 88% said their employers were experiencing a skills shortage.

The demand is there, but where are the candidates? Only 9% of revenue-generating workers polled said that they’re actively looking for a job, and 63% reported feeling secure or very secure in their current position.

Even when candidates are available, a lack of preparation by hiring managers or a disconnect between business drivers and internal processes can compromise company performance.

For any industry which is currently facing talent shortages in revenue-generating positions, the pertinent question remains: does the time-to-hire make a difference to the quality of talent being inducted into an organization?

Recruitment experts agree that the hiring time is critical for finding the right candidate. The reason is obvious. Often because of undue time lags between identification of candidates and making the selection, a good candidate may lose interest in that specific role and take up another opportunity.

SPEED (or the lack thereof) is a strategic factor in the competition for talent. When talent acquisition is an organizational strength, you start by overwhelming candidates with responsiveness.

Here are the spots in the recruiting process where the need to manage speed is critical:

1. Solicit candidates only when you have the time to and interest in screening them. For prospects that fit your general position requirements, set the initial step within 48-hours of submission.

2. Organize process steps to fast-track internal bottlenecks. Once the initial screen is completed and you decide to move the candidate to the next stage—momentum is on your side! Plot steps to the final interview and schedule these all at once, within 24-hours of the initial step.

Example: if the initial step is a telephone screen, and the final step is an interview with the senior manager; but in-between there is an interview with 1) the hiring manager, 2) a peer, and 3) a next-level manager—book set times for all of the 3 “middle steps” in this example, within 2-days of each other. You can always cancel if the candidate proves to be less than anticipated, but you cannot regain lost time between steps tying to schedule “on the fly” as the process unfolds.

3. Manage expectations as you move to the offer stage. Give timely and honest feedback to, or about, candidates following each step. Ideally, you want to do a blitz round of interviews and get to the final stage shortly thereafter. If there is any holdup in the process, you have to sell the candidate on the company and the fact that you still love them as the right fit for the job in question.

4. Anticipate administrative and/or organizational requirements to get to the offer stage. Don’t wait until after the final interview to initiate administrivia like reference checks, pre-employment screenings, approval forms, offer letter/new hire paperwork turnaround, etc. At the same time you schedule the final interview, start the organizational wheels turning to ensure a minimal lag time before you can make a firm offer.

Interested candidates are a perishable resource – start the process too soon or have a delay after a phone interview or a face-to-face meeting, and you have problems. Candidates start having confidence issues in you as an employer of choice, and even if you eventually hire them, the delays can cost you negotiation leverage as you go through the offer stage.

Learn how to juggle the timing needs of the company and the candidate in the hiring process, and you'll get better talent than you deserve.

It's January 2, 2008 - Where is Your Sales Talent?

With reports of workers losing faith in the economy and employers forecasting flat or reduced hiring in the New Year, it is that time of year when we ask the question..."What is the economic forecast for the Staffing industry next year"?

Considering the Staffing industry market is near to $90B, I ask..."Isn't it really about how we approach the marketplace"? When an industry is growing it is easy to increase your business, just jump on the economic escalator and focus on delivery. When the market is retreating it is not so easy, but with a multi-billion market at hand, it should be with the right strategy and tactics.

Many staffing firms leveraged the "escalator effect" to boost profits by leaving revenue-generating field positions open for extended periods or not investing in sales talent in all territories to reduce the cost base against market-driven revenue increases. This works in the economy that is now in our rear view mirror; however, in 2008 the pleasant escalator ride will fast become more like an unpleasant battleground for the firms caught with gaping revenue-generating vacancies.

The battle will be over market "share" and the strategy for 2008 will center on influencing hiring managers, human resources and procurement to change providers - in other words, the growth leaders of 2008 will take away business from their competitors.

The tactics are simple, yet difficult for most companies to execute. To win, the participants must have on the field a well-trained, prepared, and talented sales force before their competitors. To do so, companies must step back from cost management at the expense of deploying a business development workforce. With demand declining, cost containment on the personnel expense line will neither offset the revenue downturns, nor spur increases that have vaporized in the changing economy.

Investment in revenue-generating people is risky in an organization where headcount management, productivity per headcount metrics, compliance and delivery solutions has dominated profit-making strategies. But, as I will explore further in the New Year, there are some leverage points to mitigating the risk of playing to win in 2008:

Reduce "time to hire" for open revenue-generating positions- If you measure the total number of days selling branch management and/or sales representative, executive recruiting, blended-desk positions remained unfilled in 2007, you will likely be quite shocked. Count the markets that you have poor, limited or no sales representation and you will likely become frightened at your prospects for the New Year.

Consider additional sales representation in hot segments/markets- Deployment does not have to be uniform, focusing resources in "hot spots" proves to be cost-effective. You can plan for hiring sales talent in waves to spread out costs against results, but don’t wait too long—the economy changes quickly for the leading-edge Staffing industry—you are already “behind the 8-Ball” so to speak.

Make people the metric- Start holding field managers accountable for filling revenue-generating positions with a sense of urgency by measuring days open, averaging-in open slots with current productivity measures to detect lost opportunities, and recognize the tactical leaders who field a team in play early on in 2008.

Reduce on-boarding time- Revamp your hiring process in terms of steps and priority to cut by half the time it takes to recruit, assess background/fit and make an offer. Use internal, corporate and external resources to grab up talent before your competitors acquire the best of a limited pool of top-performers.

Accelerate training time- Compress training for revenue-generating roles to a boot-camp, immersion-style of delivery to reduce by two-thirds the time it takes to make a new hire ready and competent to face customers persuasively.

Create networks for sales talent- Promote a sales culture with newsletters, chat rooms, blogs, meetings, conference calls, webinars, contests, rankings, and recognitions to bring together the sales team for motivation, further development and peer mentoring.

The greatest challenge to overcome in a retreating economy is not whether a company can grow against prior-year economic-driven benchmarks (which it can). The greater challenge is can industry leaders operationally turnaround their laissez-faire attitude regarding fielding sales talent and make the necessary shifts to strengthen their company’s sales culture, sales-support platform and scope of sales “coverage” across their market footprint before it is too late for cost reductions to protect earnings and shareholder value.

The Secrets of Recruiting and Motivating Talent

Do employees want fun, work-life balance, a pleasant office environment, or a boss with an iron will? The exact formula for a truly motivated team remains elusive, but new research out yesterday from consulting firm Watson Wyatt suggests managers add another ingredient: clarity.

The survey of over 14,000 employees across Europe found that the most important factor for employee motivation was a clear sense of the company’s strategic direction. Andrew Cocks, a senior consultant at the firm, explains: “Business leaders who articulate the business strategy give employees a clear ‘line of sight’ to how they can best contribute to the performance of their company, but the benefit goes beyond this. It helps to build trust in the company and its management and creates a positive environment where all employees have well understood shared goals.”

If clarity is key for engaging and motivating employees, your company’s brand may be the biggest factor in recruiting them in the first place. Irish branding strategist, Krishna De, uses recent research from Jobs.as.uk as a jumping off point for a blog post on the topic. The research found that 86 percent of job seekers rate the strength of a potential employer’s brand as an important factor when considering whether to apply.

Krishna De comments: Think about it - can you remember a time when an executive search firm or recruitment consultant contacted you about what sounded like a great opportunity, but your heart sank when you heard what the company was?… You already had a mental and emotional picture of what that company stood for - both in terms of their reputation and their employer brand. It doesn’t matter how you came to your conclusion or if it was correct - you came to a conclusion.

She goes on to suggest that companies who are facing difficulties recruiting, start by doing a little research as to what potential candidates think of their employer brand. Listen carefully, even if you hear some less than positive things. What can we conclude if we put the two studies together? Employer brand is key for attracting talent. Clarity of vision is necessary to keep them engaged. By Jessica Stillman

How to Work With Contingency Recruiters

Assuming you’ve spoken to a few recruiters or agencies you feel are best suited to meet your needs, the most important piece is keeping their interest in filling your open jobs. The top-tier of recruiters isn’t struggling to find job orders or clients with whom they’ll work. Instead, they tend to focus their recruiting efforts on clients they enjoy working with and where they have the highest likelihood of success. How can you make your positions a top priority? Here are some tips on how you can ensure that your openings are a priority to the contingency recruiters you'd most like to work with:

Sell it; don’t just tell it: When you are discussing your hiring needs with a good recruiter, don’t forget that you need to sell them on you, your company, and your hiring process. Be sure to stress your urgency level, the speed and efficiency of your hiring process, and the selling points as to why candidates they present will want to work at your company. Provide recruiters with electronic copies of internal job descriptions, incentive program documents and benefits summaries--these are selling tools for recruiters.

Choose recruiters based on ability and experience rather than solely on cost: Otherwise, you may end up working with a lower echelon recruiter. Recruiters who charge rock-bottom fees may be good for some job orders, but if you are highly selective or have difficult positions to fill, you might have to ‘sweeten the pot’ to make it more appealing. Top performing recruiters don’t work for bargain basement fees and they have little incentive to work on a job order when the payment terms are not advantageous or adhered to.

Responsiveness and feedback are essential: The ‘A’ list recruiters require feedback from you for candidates that are off the mark, and not just for the candidates that are the right fit. Failure to give feedback on submittals is the number one reason that top contingency recruiters stop working on behalf of any given client. These recruiters need to know how far off target they are in order to better hone their aim. Be sure your feedback is detailed and specific. If you’ve given this level of feedback repeatedly and you still aren’t getting candidates that are a fit, it’s time to evaluate whether you are truly working with an ‘A’ list recruiter, or if there is some other problem or issue in your expectations or hiring process.

Follow-up with your best recruiters on a regular basis: You need not wait until they send you a candidate for you to contact them. In fact, a proactive call from you to your top recruiters asking what you can do to help them is one of your strongest tools to keep outside recruiters motivated to work for you, even if they aren’t making placements yet. Your call to them shows that you have a sense of urgency and that you value their time and effort. In this call, you can give examples of candidates you’ve interviewed, or any other information that will help them hone-in on the ideal candidate.

The most important lesson is that there are great recruiters in the market. Your goal is to proactively locate them through any means necessary, sell them on why they should work for you, and continue to engage with them. And, throughout your candidate search, make sure to keep them in the loop on any changes and updates, as well as to subtly ‘sell’ them on working your job orders.

Hiring in all niche markets is getting tougher in this tightening candidate market. Make sure your company has the reputation of being good to work with in the outside recruiter community so you can attract and retain the best third-party, or contingency recruiters, to help you meet all your hiring needs with the best talent in the market.

Recruiting Tidbits from Recruiting Veterans

Great recruiters have proven techniques and processes they consistently use because they work. These include where they source, how they begin every conversation, how they listen, gather information, close, etc. If you have special ways of taking candidates and clients through the recruiting process and they work, congratulations — use them. But it does help sometimes to compare notes, and maybe even more so in today's changing market and economic climate.

Read on, it might be interesting. Remember, I'm not telling you how to recruit — just sharing a few ideas that work.

It's in the Numbers
And whether you're an internal, external, or contract recruiter, knowing the activity metrics it takes to be successful and measuring daily is very important.

Number of daily candidate sourcing calls

Call results

Number of position interviews

Daily interview feedback by position

Number of client interface meetings, by phone or in person

Number of new requisitions to be filled

Time to fill

Daily measurement of quality performance metrics leads to knowledge and success. Whether recruiting for a company or agency, understanding your activity will help you understand your business in sophisticated and strategic ways. Agree on activity to be measured and then put a process in place to understand daily performance. It works.

I Need Your Help
If you have not asked a source, prospect, candidate or client for help recently, get back to it. If you're stuck, or you're not working at the pace you're accustomed to, try asking for help. A door to an incredible and successful adventure may be opened.

It's All About Relationships
Great relationships can be built inside companies or out. It depends on you and your desire to do it. Think about your market, your internal hiring customers. Do they like your results? Do they like you? Have you gone out of your way to help them recently? Don't forget--get results, but be a friend.

What About You?
There are more than just these few recruiting tidbits that ensure one's success. When you ask the best how they characterize their success, common themes emerge:

Passion

Confidence

Listening skills

Hands-on Recruiting

Recruiting technology skills

Business knowledge

All of these are important. I believe we all agree that if you measure your activity, ask questions, show no fear, and work to build relationships, you will create a foundation of recruitment success. It's important we understand, remember, and practice these recruitment skills, especially as we take the convergence of recruitment process and technology to the next level.

Thanks for selected excerpts from Some Recruiting Tidbits from Recruiting Veterans by Hank Stringer

Negotiating a Better Package When You Start Work

© A & C Black Publishers Ltd 2006

GETTING STARTED

When you start a new job, you have a unique opportunity to position yourself as a valuable asset in the organization and to set your level of compensation accordingly. To achieve this you need to establish an appropriate asking price. On one hand, you don’t want to oversell yourself and price yourself out of the market. On the other, you need to avoid selling yourself short, for it is likely that your compensation upon hiring won’t change significantly for a while, unless you are quite assertive and work your way upward with early promotions.

There are no hard and fast rules about how or when to conduct your negotiation. Every situation is different and each employer has a different set of thresholds. Understanding the context in which your negotiation is going to take place and being sensitive to the culture of the organization is therefore essential.

Having said that, there are some practical steps you can take to position yourself sensibly.

FAQS

I am in the process of applying for a new job. How should I prepare for the negotiation on the package?
You need to do your homework before entering the negotiation so you’re supported by accurate, current information. This means familiarizing yourself with the company itself, as well as the range of salary and benefit options that are being offered. You may be able to tinker with the combination of benefits, if not the salary itself. Don’t assume you’ll be offered more than your former salary, especially if you’re competing with someone who is equally qualified but willing to work for less. If the salary offered is less than you had hoped for, you can discuss the benefits package and request an early salary review.

I feel extremely uncomfortable talking about how much I’m worth. What can I do to make this easier?
Many people dislike the negotiation phase of finding a new job. Here are some simple steps to make this easier.
~Try and avoid discussing your package until you have been offered the position.
~Prepare in advance to advocate in a convincing way for the package you want; it’s important that you believe you are worth the price you’re asking and can demonstrate your assertions with facts.
~When you start negotiating, make sure you have in mind the minimum salary you are prepared to accept. (Don’t reveal this figure, though!)
~Try and elicit the salary information first. If you are offered a range, go high or even slightly above the top end. If you’re offered a specific figure, assume it falls in mid-range and try to push it up.
~If you are asked to name a figure, don’t lie, but offer a range within which you would be prepared to negotiate.
~If your negotiation is successful, ask for the agreed terms and conditions to be confirmed in writing—before you resign from your current position.

I’m applying for a job that is a dream come true, and I don’t want to put off my prospective employer by asking for too much. How can I safely position my worth?
You can put off a prospective employer by pitching too high or too low, so it’s important to get your level right. Study the want ads to get a feel for the market rate, and draw information from your professional network. Some listings on the Web will help you, too; some of these are indicated below.

MAKING IT HAPPEN

Position Yourself
In applying for a job, you’re effectively a salesperson promoting a product, and it’s up to you to demonstrate that the product is valuable, high-quality, and superior to anything a competitor can offer. Potential employers, or buyers, are looking for the best value for their money, so will be driving the deal in the opposite direction. If you’ve positioned yourself well, they won’t want to risk losing you, however, and might well be prepared to settle at the top of the market rather than the bottom.

Leave the Salary Discussions As Late As Possible
It is preferable to leave salary discussions until you are offered the job, but this is not always possible. Many recruiters ask for salary expectations and details of current salary early in the process. Some even screen people out on this basis. If this is the case, you may need to spend some time researching the question of salary at the application stage or before the first interview. Think carefully about your aspirations and be absolutely sure of the career step you envision for yourself, the experience you would like to gain, and the context in which you would like to work.

If you are forced to answer a question about your salary expectations at the beginning of your interaction, have a figure in mind at the higher end of the scale. You can always supplement this with a request for a particular package of benefits.

Consult the Right Sources
In deciding on an appropriate salary level here are a number of pointers that can help you settle on a figure.
~ Look at the range of packages offered for similar positions in ads.
~ Ask for advice from people in your professional and personal network.
~ Ask your mentor, if you have one, to advise you—or use his or her own network to access the information.
~ Professional and executive "headhunter" companies will have ideas and figures for you.
~ Go to some of the Web-based salary information services.

Consider the Package, Not Just the Salary
Some employers have fixed-scale salaries, in which case there is little room for negotiation. You may find, however, that the total package of pay and benefits raises the value of the salary to an acceptable level. For instance, you may be offered excellent medical coverage, an unusually good pension plan, a company car, and significant bonus potential. You may be able to negotiate a cash equivalent in place of a benefit, particularly in a smaller organization that has some flexibility. When bonuses are mentioned ask how the bonus is paid so you’re absolutely clear on the terms and conditions attached to it. Some companies spread the payments over several years as an incentive to stay with the business. Get the details of the way the company delivers on promised benefits, and decide on balance whether the package is attractive or not.

It is worth remembering that all benefits are subject to federal and, in some cases, state income tax, even a company car. See what the company may be able to offer as a way to reduce your exposure to taxation. For example, a company that has a "fleet" of cars may be able to offer you a car without it being considered a taxable benefit. Likewise, through careful planning, you can reduce your taxable income through bigger tax deferred contributions to your individual retirement plan (IRP) or through a "deferred compensation" plan. Doing so, however, means learning to live with less cash now in exchange for more being put into savings, where tax is deferred until you withdraw the money, presumably when you are in a much lower tax bracket.

Explore the Boundaries
Job ads commonly list salary ranges to give applicants an idea of the boundaries of the negotiation. You can be sure, however, that the negotiation will start at base level. If you find that the company isn’t responding to your sales pitch, consider negotiating an early pay review instead: for instance, if you meet or exceed certain performance, sales, or other criteria during your first six months of employment, you’ll get a specified raise. Make sure that the criteria are clearly established and are included in your contract of employment.

Some employers state that the salary is negotiable. The onus is then on you to move in with an offer. Again, try and defer discussion until the end of the recruitment process, and be sure that you’re up to date on the going rate for equivalent jobs in your industry.

Stay Calm
Project a calm and assertive demeanor during pay negotiations; your goal is to be professional and self-confident. You don’t want to appear to be arrogant, overeager, or, conversely, too timid. Giving any such impression can diminish your opportunities.

COMMON MISTAKES

Not Doing Your Research
Just asking for a lot of money will not be enough to convince your prospective employer of your premium value. You will have to supply the company with ample reasons to support your demands. If you don’t have a rational argument, you look ill-prepared and unprofessional. Time spent on research is always well spent. It allows you to argue your case logically and professionally.

Bluffing
Don’t bluff in your negotiation and try to play off fictitious job offers against the real one you’re hoping to get. Employers generally don’t respond to this kind of pressure, and instead of receiving a speedy offer you’re likely to be left with nothing.

Being Too Interested in the Package
Behaving as if you’re more interested in your package than in the job is a mistake. Every employer knows that you want a fair package, but you need to demonstrate that your financial concerns are balanced with a genuine desire for the job.

Top Ten Tips for Job Seekers to Ace Phone Interviews

Many job seekers have a misconception that phone interviews are easy. There
isn’t the added anxiety of choosing the right shoes or tie, getting stuck in traffic, or
having enough copies of your resume handy. But just because there aren’t these
worries to deal with, phone interviews shouldn’t be taken lightly—they are often
challenging in their own way. In fact, bombing on the phone often means there
will be no chance to stress about pinstripes. Job candidates won’t get to the next
step unless they effectively prepare for and conquer the phone interview.

Because there are more jobs available—and many qualified candidates hoping to
take the spot—HR professionals and hiring managers are still inundated with
resumes. Phone interviews are becoming more and more prevalent because they
give employers the opportunity to screen prospects to see if candidates sound as
good as they look on paper—before committing to a face-to-face meeting.

What can job seekers do to help ensure that they succeed in making a great first
impression over the phone? The following are ten tips to acing your next phone
interview:

1. Be old fashioned and find a land line.
Unless it is absolutely unavoidable, do not conduct phone interviews from a cell
phone. Wireless service is too unreliable and can result in dropped calls, echoing,
interference, and background noise. Regardless of your choice of phone, you
should make sure the interviewer can hear you clearly. You don’t want a good
interview spoiled by a bad connection.
2. Think “free.”
You want to take the call in an area where you can speak freely, away from
distractions. If you call from work, make sure you are able to speak without
restraint. You don’t want to give shortened or code answers because you’re afraid
your boss or coworkers might overhear. If you’re at home, be sure to avoid
disruptions. Turn off the TV, send the kids to the neighbors and deactivate the
call-waiting feature on your phone.
3. Be prepared.
Have your resume and the job description at the ready. It’s easier to recall and
access information when it is in front of you.
4. Do your homework.
Research the company the same as if you were preparing for a face-to-face
interview. Search the web for information about the organization, its founders,
products and services. Read what the industry press is saying. Find out what the
company does, what stage of growth it’s in, and what kind of buzz it’s getting.
5. Stand up and smile!
By standing, you are literally and figuratively “on your feet.” Standing and smiling
mentally prepare you for interview mode. You will speak more clearly and be more
attentive. It puts you in the right frame of mind and increases your energy level.
6. Let the interviewer lead.
While it is important to remain an active participant in the conversation, don’t
dominate the dialogue. The hiring manager most likely has only 20 or 30 minutes
set aside to assess your competencies and compare you to other candidates. Don’t
be passive, but let the interviewer guide you through the process.
7. Ask thoughtful questions.
It makes sense to prepare some targeted questions ahead of time to ask during
the interview. The questions should be about the position, your assignments or
about the company’s culture or structure—information that can’t be found via a
web search.
8. Demonstrate your passion.
How do you feel about your career, your industry or this job? If you love it, let
them know! Convey your energy and enthusiasm. Don’t get stuck in a monotone
diatribe.
9. Don’t bore the gatekeeper.
Most phone interviews are conducted by a member of HR who doesn’t want to hear
the technical intricacies of the software you developed or the minor details of the
M&A you helped push through. The phone interviewer wants to know if you
communicate well and if you’ll fit within the company culture. These initial
interviews provide a chance to let your interpersonal skills—not your technical
skills—shine.
10. Nix the tics.
Speech tics and stallers, such as “um,” “er,” “like” and “ya know” are even more
glaring during phone interviews when there isn’t anything else on which the
interviewer can concentrate. Remind yourself to speak slowly, concisely and
carefully to avoid these conversation faux pas.

During a phone interview, you have a chance to make an impact quickly. People
don’t often realize the power of their voice. But on a phone interview, that is all
the interviewer has to go by. If you are unprepared you won’t get your foot in the
door for that next interview. Following these ten tips will help you ace your next
phone interview and be well on your way to securing your next position.

Compliments of Winter, Wyman

The Candidate-Centric Business Model Concept

Changes in economic conditions influence business operating models as we adapt to the drivers of supply and demand. The number of candidates available correlated with the number of open jobs influences, without question, the selling approach for the Staffing Industry. When the job market is depressed, unemployment is high and candidates are plentiful; sales are intensely focused on winning new customers to come across few and far between hiring needs. Conversely, when, jobs are abundant and candidates are scarce, the sales process follows the acquisition of a candidate, and the focus narrows to identifying the hiring manager with an open job that matches the background and experience of the candidate. This is concept is based upon demand forecasting and inventory management—best practices in product-based industries for decades.

The idea that a branch can “be all” to all customers is a myth. You cannot represent every candidate effectively and work every job order successfully. What you can do is develop a core-competency of identified job categories/titles for your branch and build a database of hiring managers who have interest in the job categories that you represent. The ideal core-competency skill sets for your branch should be representative of occupations that are desirable for Temp/Contract and Direct Hire. The reason for that is most candidates are best attracted and come to you for Direct Hire opportunities. Should they be “available” presently, they can be assigned to Temp/Contract engagements until which time a “regular” job is identified. Job categories/titles that fit these criteria are generally aligned with health margins, high pay rates and superior markups. These are the people likely to be sought after by hiring managers and department-level company representatives to fill critical open positions. These may differ market-to-market and should be reflective of your market; including hot industries and jobs as well as job categories with candidate shortages. These are the candidates that you should recruit day-in and day-out instead of wasting precious time trying to fill random job orders that sales efforts are generating.

Candidate-centric selling is simple as doing what you do now and adding one degree of strategy to generate job orders that you can fill with candidates you already have. Most Staffing Industry branches have a selling strategy that is made up of a target list or a zone approach—this remains the platform upon which you build your Candidate-centric business. You enhance this process by adding to your “contact names” associated with the companies that you are pursuing. The key is to add hiring manager, department manager, office manager, executive office contact names that are likely to have a direct need for the job category/title within your established core-competency. At the same time develop a way to track for the company (or hiring-manager level) record, AND the candidate profile the following important values that will superpower your searching and marketing activities: industry, job title, software and any other key need/experience that will match a candidate and a company perfectly. You then can do candidate-based reverse searches to identify companies to which to market them and search your database of available candidates to market specific companies.

You can develop additional sources to market your candidates by reviewing job board postings for core-competency positions—who needs your candidates? You can automate this by acting as a job-seeker (it is free to do so) and set up Saved Searches/Search Agents (employer searches, keyword searches) to automatically notify you of new core-competency positions as they are posted. Additionally review thoroughly the application/profile submitted by your candidates. Their job history, job search activity, and references are abundant with hiring manager names that have, and will again; hire the kind of person sitting across the interview table from you. Save copies of these leads to have ready when you are making sales telephone calls to qualify new leads and market candidates.

You bring these practices together by making candidates marketing calls the center of sales activity. Make it a practice to have a daily meeting to ensure all selling members of the branch are well-versed regarding core-competency candidates available—their background, experience and reason for being in the job market—these are the candidates that are highlighted for marketing efforts. Come together as a team to strategize how to place every qualified candidate with a company and make marketing calls until you do so. In other words, all sales calls are candidate marketing calls. When you make enough of these calls, you will receive job orders…job orders that you can fill with available candidates.

What is a Passive Candidate?

"Passive candidate" is not in the dictionary...yet. A passive candidate is an individual, presently employed and not actively pursuing a new position. What then makes a passive job-seeker is that rare and increasingly important phenomenon of a recruiter reaching out effectively and piquing the interest of a working professional.

Now "woo" is in the dictionary...to seek and bring about.

http://www.wordsmyth.net/live/home.php?script=search&matchent=woo&matchtype=exact

I believe that the future performance of organizations and progress in careers are dependent upon the quality of our conversations with one another.

The challenge to finding and sustaining meaningful relationships between superstars and employers in need of critical talent is twofold. Typically working professionals are too busy performing well to think about making a career change and are quick to say “no” when on the receiving end of even a targeted, well-researched and compelling recruiting call. At the same time, most companies’ hiring managers are heavily leveraged in core job responsibilities and have little time to go beyond traditional “reactive” recruitment methods.

To reach a working professional not in the job market requires a search that is a departure from the job boards. Not only does in require in-depth knowledge of competitors and similar industries that employ like top performers and an action plan for who to target, but it demands a high-level of interest and consideration to uncover what indeed may capture the heart and mind of an individual high-performer.

For the best employers to seek out working professionals, they must recognize that the tools and techniques required to hire passive candidates are considerably different than those required to hire active job-seekers. And equally important for people already successful in their industry, enhancing career progression requires openness to genuinely interested recruiters in order to build networks that advance professional growth

This is the purpose of my work life. We explore those shared characteristics among our client and candidate business partners to keep in touch with information and offers relevant to their needs. We maintain regular contact over time to develop relationships, share connections and introduce job seekers and employers. We believe that it is people who drive business success—it is our job to bring people together.