Do you see other recruiters who seem to make timely placements for their internal customers or external clients? Do you feel you have taken numerous courses and read articles but still can’t seem to achieve the placement goals that you work so hard to meet?
Lisa Frame-Jacobson, President and Founder of Feature Talent Builders, LLC, (@FeatureTalent14) a national HR consulting, staffing, placement, coaching and training firm, shares that the following approaches that are employed by her team on each and every search, dramatically increasing their success rate in making not only the right skill match, but also the right cultural fit for her clients.
Frame’s tips and advice focus on your candidate search with proven strategies that will result in placements and highly satisfied customers and clients. This holistic approach applies whether you are looking for talent for your own company or working on behalf of companies to build their human capital.
Whether you are an internal corporate recruiter or a staffing firm recruiter, these same strategies apply.
1. Discover with natural curiosity:
If you can’t talk with the hiring manager, think hard before you agree to work on the search. The hiring manager knows what they want and what style they seek in their next hire. A job description is one part of the people equation and is often dated. Building the relationship with the hiring manager enables you to understand their leadership style and what requirements are the true “must haves” versus the “nice to haves.” This will equip you to write the most effective job ad to attract the right individuals for the position and create custom interviewing questions to assess fit. In addition, know the company and do the needed research to do so. Your candidates will be impressed with your knowledge of the organization and of the team composition.
Gather the key performance indicators and expectations for the position. This will aid you in developing interview questions that ascertain a candidate’s ability to perform the position well and with past experience to support success.
Ask the hiring manager if there are specific questions and/or skill sets that they want to know as they determine who they would like to interview. Add high value to this relationship by meeting any upfront needs. Inquire about target organizations and competitors and find out if the hiring manager will entertain candidates from them.
2. Initiate both an active and passive candidate search
Post the role and spend time sourcing and working your referral network to find outstanding talent that may not be entertaining a career change until they hear about your opportunity.
Create the sourcing strategy to include Boolean search terms that include skill keywords to find talent that possess them.
3. Be an advocate for candidates and an extension of leadership
Trying to convince either one about the other with falsehoods is the best way to damage your personal brand as a recruiter and you will not succeed in the long run. Be open and transparent and your reputation will flourish with both of these key constituent groups
4. Hang out where candidates of interest hang out.
This includes in-person networking groups and LinkedIn Groups in specific areas of specialty. Keep abreast of local groups and their focus and build your brand as a recruiter that is trusted and accessible.
5. Let everyone in your network know what you are seeking in candidates – you don’t know who they know.
6. Hot candidates are just that – and they won’t be on the market for long.
Once you find them, get them presented to your customer or client ASAP. Keep them moving in the process
7. Foster and nurture mutual accountability between you and your client throughout this process. Set Service Level Agreements/SLA’s to ensure that your candidate presentations are reviewed within 24 hours and feedback is given on whether or not the candidate will receive an interview. Be relentless in getting it schedule. Add the expectation that feedback from an interview will be provided within 48 hours following the interview, to keep the position moving. Solicit deep feedback on candidates that are turned down, to refine your search criteria
8. Communicate realities to your internal customer or external client to allow for search criteria modifications.
If the ideal candidate is not available, what can be modified in the requirements to get the right person hired? What can be trained versus what needs to be present?
9. Operate as a true consultant
Educate your customer or client on what the market and competitive landscape shows…that is what they expect. Educate your candidate on realities and help guide their decision with information
Once the candidate is placed, hold a debrief with your internal customer or external client, sharing how long you worked on the role, what challenges came up and what was done to overcome them. This will carry forward for the next role and helps you build your credibility if you can articulate how you overcame challenges through a focused, consultative approach.
As you take on your next role, review these practical tips and incorporate to your search. If you run in to any challenges using them, Lisa welcomes your feedback and she will respond to it with suggestions. Simply contact her at: firstname.lastname@example.org