Lean, Just-in-Time Recruiting!



Archive for the ‘Candidate types’ Category

Are you recruiting ‘Passive’ Candidates as if they were ‘Active’?

Wednesday, February 10th, 2010

I had a recent conversation with a very frustrated hiring executive: The conversation resurfaced some ‘best practices’ around recruiting quality talent.

He was frustrated with the current recruitment efforts on critical to fill positions in his department. While they had gone through great lengths to deploy a sourcing strategy to drive quality, passive talent into the recruitment process, the vast majority of candidates they were interested in were “bailing” out of the process.

Pondering the situation, I asked a few simple questions to try and identify the root cause of the defects (for those that sat in on our 7-Deadly Sins webinar – - you know what I am talking about :o )).

  1. How are you engaging candidates into the process?
  2. How quickly are you engaging candidates into the process?
  3. Who are they meeting with on their first visit?
  4. Where are they meeting?  
  5. Does the candidate fully understand the next steps after their first meeting?

 The answers I received from the recruiter/hiring manager might not surprise you:

  1. Well we have them go through the normal process.  If they are interested, we ask them to go online to register in our system”.
  2. “Once they hit the system, the recruiter is calling them within 24 hours – - hopefully – - to do a pre-screen with them.”
  3. “We like to have them come into the office and meet with the recruiter first – - then meet with the hiring manager.  Ideally, we like to get a slate of candidates to come in and interview all the same day/afternoon.  It is much more convenient for the hiring managers.”
  4. “Ideally – the office. It makes it easier for us.”
  5. “We let them know that we are interviewing several candidates and will have feedback within 3-5 business days.”

I think you know were I am going with this!

So after listening to his answers, I reflected and responded:

“So your managers are requesting the recruitment team to find the highest quality (often passive) talent possible but . . . you want the passive candidates to engage on your TERMS?

  • Fill out paperwork before I will talk to you
  • Come to my office
  • Sit in lobby with other candidates
  • Wait for a response

I don’t know about you folks, but if the University of Alabama used these technique to ‘recruit’ the most talented football players – - I bet they would not have won the national title last year!

While I don’t want to make light of this situation, I find this dilemma within hundreds of companies throughout the country.  Simply put:

They are trying to recruit quality, ‘Passive’ candidates with their ‘Active’ candidate process.

Organizations that excel in recruiting top talent, take a holistically different approach to the passive candidate recruitment efforts.

Some Best Practices

1.     How are you engaging candidates into the process?

Once the recruiter makes contact with a top prospect and does a preliminary pre-qualification (hopefully on the same call), they immediately seek to set up a “cup of coffee” meeting with a dynamic hiring manager.  No initial paper work. We can take care of that later. No resume? No problem, lets just meet and have an exploratory conversation.

2.     How quickly are you engaging candidates into the process?

Immediately (as outlined above)! I have worked with hiring managers that literally say – - if you get a top notch person on the phone, I will meet anywhere, anytime.

3.     Who are they meeting with on their first visit?

While I am not saying they shouldn’t meet with a recruiter on the first visit, the quicker you get them connected with a dynamic hiring manager the better.  From experience, it is much easier to engage a talented professional to have a “confidential, exploratory discussion over a cup of coffee” if for nothing else – - to network VERSUS – getting them to come for an interview with a recruiter!  

4.     Where are they meeting?

When you are not looking for a job, the last thing you would want is people to THINK you are looking.  Coming to a competitors office for a visit – - in this day and age of LinkedIn, Facebook, etc. – - is very risky at best.  And to ask them to sit in the lobby with other “candidates” is disrespectful in my book.

5. Does the candidate fully understand the next steps after the first meeting?

If you meet someone and like them, you should recruit that person. What is wrong with showing your excitement for taking the next steps – ask them their availability to meet with a key executive – - BEFORE you leave that first meeting?  I am not implying an offer? I am just showing sincere excitement about moving forward and keeping the positive momentum during our courtship!

These are simple best practices I have seen successfully deployed by organizations that don’t fall into the trap of trying to recruit quality, ‘Passive’ candidates with their ‘Active’ candidate process.

If you find yourself in this dilemma, please share this with your hiring managers :o )

What every Recruiter Can Learn from Spaghetti Sauce

Wednesday, December 2nd, 2009

I was introduced to this great video clip by Malcolm Gladwell the other day. Malcolm Gladwell is the best-selling author of “The Tipping Point” and “Blink”. In this talk, he explains what every business can learn from spaghetti sauce.

As I watched it, I realized not only what every business can learn from spaghetti sauce but also what recruiters can learn from spaghetti sauce.

A core message (amongst many) in his presentation is the concept of “embracing the diversity of human beings”.

He shares how back in the 70’s, spaghetti manufacturers like Ragu and Presto were all trying to make the “perfect spaghetti sauce”. What they failed to understand is that there is no “perfect spaghetti sauce” because all of us have different tastes, likes, etc.

This core message applies to candidates. I think all too often organizations spend too much time and money trying to come up with a core brand image or theme of why individuals should work for their organization. They are trying to create “the perfect image” which will entice everyone to want to work for their organization which as Malcom illustrates . . . is not possible.

With that said, I find most recruiters spent way too little time embracing the diversity of candidates and identifying and understanding what is truly important to a specific candidate and then communicating how their organization can (or cannot) meet those objectives/needs.

Outlined below are some simple questions you can ask (we embed these in our Candidate Pre-screen/Interview process) to help identify a candidates true motives, needs, wants, concerns, etc.

What is the biggest concern you have in your position right now in relation to your future?

  • On scale of 1 to 10, how satisfied are you in your current position? What would have to change to make it a 10?
  • Have you spoken to your manager about making these changes?
  • What are going to be your 3 most important criteria you will use in your decision to accept or not accept a position?
  • (Depending on the answers above) What would a new position have to offer you that would get you to leave your current one?

The information gathered by asking these questions is critical for:

  • Developing rapport with your candidate
  • Ensuring your organization (as well as the position) is a great match for their needs
  • Gathering the intelligence critical to successfully “closing the candidate”

If you are not spending at least 5-10 minutes understanding “what type of spaghetti sauce they want or like”, your probability of luring top talent to your organization is greatly diminished.

The other point I believe recruiters can take from this video is that people (and in this case, hiring managers) often don’t know exactly what they want. Malcolm made this point by revealing that when interrogated about their spaghetti preferences, no one ever said “Extra Chunky” and yet, what do you think is the most popular type of spaghetti sauce? That’s right – Extra Chunky! Often we, as recruiters and HR Managers, expect the hiring manager to tell us what type of candidate they’re seeking for a certain position. The truth is, most hiring managers don’t know! The better question to ask is, “What needs to get done?”

We all know that people with different sets of skills and different backgrounds can be successful in the same types of jobs, yet we continuously try to narrow the scope of candidates we review to the point that we are certainly passing up people who could be excellent. Too often the discussions between recruiter /HR manager and hiring manager focus on personality traits or soft skills instead of the business problems to be solved with the hiring of this new individual. The hiring manager will spend a lot of time talking about the fact that they want someone who is energetic, driven, dedicated, etc., etc…..sometimes to the point that they say, “I’ll know it when I see it!” While personality traits are certainly part of the hiring process, in the end it’s all about results. Our job as recruiters/hr managers is to guide the hiring manager through their thought process to determine the necessary experience/skills the candidate needs in order to get the job done and then quantify each aspect so that we understand the level of expertise needed for each. Some sample questions we like to ask hiring managers include:

  • What isn’t getting done currently because this position hasn’t been filled? (i.e., what precipitated the need for the position?)
  • How will you know if the candidate has the right level of experience with… (I ask this question regarding every skill or type of experience the hiring manager states as a requirement. They often haven’t thought through this yet and this is a wonderful question to help them start formulating the questions they’ll want to ask in the interview. I also ask them for sample questions I can use in my screening to make sure I’m able to gauge whether or not the candidate has the right level of expertise in each area.) I follow this question with, “And how will the individual be using this skill/experience in the job?”
  • We all know that you can have two candidates with the same number of years of experience and one is very good while the other isn’t. What will the right candidate need to have accomplished in their past position(s) to give you the confidence they can succeed in this position?

Working through these questions with the hiring manager helps all involved to get away from envisioning just one type of candidate (spaghetti sauce!) that can fill the position and be open to the fact that there may be several candidates from a variety of backgrounds who can get the job done (and maybe even bring some new perspective to the company!)

While the video of Malcolm is a little lengthy (18 minutes), I think it is a great one to watch!

I hope you had a nice holiday weekend!

EMBRACE THE DIVERSITY OF HUMAN BEINGS!

Developing an Effective Recruiter Training Program

Wednesday, November 18th, 2009

Perhaps one of the most neglected functions for on-going development is the recruiting function. Most organizations hire recruiters based on previous experience and then expect them to apply that experience into their culture and hiring processes with minimal instruction.

The majority of training for recruiters is focused on technology training, whether it’s the applicant tracking system, the candidate database, performance management, or HRIS system. These are just the technology elements of the job.

A career recruiter will bring a strong foundation of skills in sourcing, screening, creation, and closing of candidate offers, etc. Those coupled with technology understanding are the fundamental skills any recruiter will need to be successful.

However, there are a few things that a company will need to provide in order to make the recruiter successful in your company environment:

  • What is the detailed employment value proposition that makes your company more attractive than your competition?
  • Within the department or group of jobs that the recruiter is aligned to, what are the aspects of that department or job that makes it more attractive? What are the pitfalls?
  • What are the opportunities the recruiter can “sell” that differentiates your company from another?

Here are some best practices in developing an effective recruiter training program:

Design your program to address gaps in the competencies of your recruiters.

First, you need to gain an understanding of the fundamental competencies that are most important for your recruiters. If you looked at your most successful recruiters, which competencies or behaviors set them apart from the others? Do they know the business for which they recruit better than their peers? Are they better “closers”, securing more hires per offer than their peers? If you don’t have a sense of this, then consider creating a Success Profile.

Conducting a series of focus groups or interviews with your recruiters, and the subsequent analysis, creates a tool that acts as a roadmap to management and all recruiters demonstrating the traits and competencies of your best recruiters. Once this is complete, you can then analyze the gaps within the rest of your department. Once you have this gap analysis completed, you can then design the elements of your program. These program elements would address gaps that exist in your current staff, not teaching them something they already know.

Use an external party to train.

The biggest mistake a company can make is to have their staffing or HR executives act as coaches to the people they manage everyday. The executives are to act as everyday coaches and developers of the talent, but in a forum such as this, the executive’s supervisory capacity can conflict with his or her role as a trainer.

In addition, the external party can bring best practices outside of the company’s environment that have worked across multiple organizations. Finally, an external party creates a more open environment, in which dissenting opinions, everyday issues, and other frustrations can be voiced in a “safe” environment.

Have a plan to evaluate success.

It can be as simple as a training evaluation form that is completed by attendees at the end of the course, or a focus group conducted after the session. The key is to gain a sense from the attendees that the content mapped to the competencies you planned to address in the training. This will entail setup on the front end and analysis of the results of the evaluation forms/focus groups, but this is a key step.

Commit to on-going training & effectiveness.

Establish a focus group with recruiting leaders 3 months after the training program to determine the effectiveness of the program and address any remaining areas for improvement. Commit to providing the same training program as on-boarding for ALL new recruiters that enter your organization. Finally, plan to update your training every 6 months and launch the program once a year for all recruiters.

The backlash is back!

Wednesday, September 16th, 2009

It seems like déjà vu. About 10 years ago the art of crafting Boolean search string commands, “peeling back URL’s” took the recruitment industry by storm.  Much like the Job boards did in the mid to late 90′s .   These new sourcing techniques were claimed to be the next ‘silver bullet’ with respect to finding that elusive passive, high quality candidate.  Recruiters raced out to learn more about these techniques and if . . .they executed the techniques properly. . . on certain types of positions . . . they found success. 

Fast forward and 10 years later and the same phenomenon is occurring again. We have a new set of technology based sourcing tools to find candidates.

  • Blogs have replaced internet “chat rooms” (isn’t a blog what we used to call a “chat room”?)
  • Searching the Internet via powerful browsers and Boolean search string logic has become even more advanced and powerful
  • Huge databases of people have emerged in social networks

Web 2.0 is what we are calling it this time around and again . . . like 10 years ago . . . on certain types of positions . . . these are powerful tools that work!

But just like last time, the pendulum that probably “swung to far to the right” is coming back.

Over the past six months, many discussions have been focusing back on the fundamentals of recruiting. While technology-based tools and methodologies can assist in finding candidates and even developing relationships . . . we know that this is only one piece of the pie.

What about – -

  • Engaging hiring managers, identifying the skills and competencies that are required of a new employee
  • Setting Service Level agreements
  • Developing and communicating a value proposition to attract quality top talent
  • Skillful Assessment techniques
  • Candidate Interview Preparation
  • Effective Salary negotiation tactics
  • Having the discipline to manage priorities, daily time management, and goal setting, etc.

The Pareto principle (80/20 rule) probably applies somewhere in this conversation. Just like 10 years ago, with all these cool new gadgets – - it is hard not to focus 80% of your time, effort and energy trying to master them. But the reality is there is no silver bullet with respect to recruiting.  Recruiting is a balance between technology, “Boolean searches”, networking groups, and the bullets above!

These thoughts of mine were further validated at the ERE conference last week. While there certainly were some really cool technology-based sourcing and selection tools – - many of the sessions were focused more on the fundamentals, managing client relationships, and measuring success/ROI, etc.

Tony Blake from DaVita, in his excellent presentation, quoted a person stating – - “The next killer app. in recruiting is the recruiter!” (I love this quote!)

Mike Grennier from Wal-Mart in his presentation titled “What I have Learned” . . . stated – - “Don’t forget about the phone as a core fundamental recruiting tool!”

So just like 10 years ago, the pendulum is starting to swing back to the right…

“Mastering the fundamentals, while maybe not that sexy, is back in style!”

Richard Newsom from Fifth Third Bank stated the following during his sesession “Managing your recruitment department on a single metric”: “There is nothing more powerful in recruiting than a skillful recruiter managing the process artfully from “end-to-end” to achieve exemplary customer satisfaction ratings from your internal/external customers. ”

To this point, over the coming weeks we will be discussing 10 fundamental “game changers” that Elite recruiters execute flawlessly 95% of the time!

A lesson I learned from golf!

Wednesday, April 15th, 2009


After playing some of the worst golf of my life during a recent spring break trip, I finally had enough!

While I have never been a strong golfer, I could at least keep the ball in play and finish the round with a little pride. But over the last year, it seems I get worse each time I play.

For years, friends have been telling me . . . “You won’t get better until you get some instruction.”

Not willing to dedicate the time required for the lessons (and practice); I continued to flounder playing the game. Well after that last pitiful round, that was it… the other week I took my very first lesson!

WOW – have I been missing out!

In the first few minutes of the lesson, the instructor had me hit a few balls as I normally do. Once “warmed up” (like it really makes a difference when I golf?) . . . He proceeded to have me hit a few more balls while recording my swing.

As he replayed the video, he compared my stance/posture when addressing the ball to a professional. AMAZING! I would never have believed how awkward my stance/posture was – - especially compared to “best practices.”

Immediately, I could see what I was doing wrong and started taking the necessary steps to correct it. All this info – 30 minutes into my golf lesson. If only I would have done this 20 years ago!

What does this have to do with recruiting?

I continue to work with recruiters that, self-admittedly (or from discussions with their hiring managers), have hit plateaus with respect to their recruiting performance.

Some days, they are on their “A” game and flourish. Other days, they are not “dialed in” and make unnecessary mistakes.

I ask what they are doing to improve, and many will say, “Attend some training, read material online, etc.”

I ask when was the last time they taped themselves and sat down with a mentor/coach and reviewed the tape and most say . . . I have NEVER done that!


If you can invest 6 hours this quarter (April/May/June)to improving your recruitment game, I would encourage you to tape yourself:

  • Leaving voice mail messages for candidates
  • Catching candidates live on the phone
  • On a phone screen with a candidate
  • Making an offer

Then sit down with someone that you respect as a “pro” at each one of the processes outlined above to provide review/constructive feedback/mentoring/coaching!

Like I found out from my first golf lesson, the time spent is invaluable!

If you have never done this before, this activity will arguably be the best investment you will ever make in your recruitment career!

Those that have done this before will attest to that fact.
Good luck!

Do you have 20 minutes, pen, paper and your calendar handy?

Wednesday, April 8th, 2009

Three steps to a successful offer presentation

  1. Schedule 20 minutes to deliver the offer – Don’t just call up a candidate and deliver a verbal offer during the middle of their busy day. Remember, this is a formal offer of employment from your firm (or your client’s firm). Schedule a time to present the offer to them. Make sure they are at a location where they can listen and talk freely, as well as take notes. Ideally, if they are local, I would recommend scheduling a meeting in person to deliver the offer! But minimally, schedule a 20-minute block of time that is 100% dedicated to learning about a life changing offer from your firm.
  2. Make sure they have a pen and paper to take notes – Before you start discussing the offer, confirm they have a pen and paper handy to take notes. You want to make sure they completely understand the offer from your discussion. If you’re like most firms, once a verbal offer is presented, you will send the hard copy in the mail. Again, if you can meet in person – even better. Discuss the offer, have them take notes and then present the written offer in person.
  3. Discuss Non-Monetary Selling points of the offer FIRST. When presenting offers, most recruiters only discuss the monetary components of the offer. In a recent blog post, “Don’t forget the reason we are here in the first place,” we discuss the significance of reconfirming the non-monetary selling points of the position (chance to work with new technology, large scope of responsibility, promotion, less travel, etc.) BEFORE you discuss the monetary components (salary, bonus, vacation, benefits, etc.). The majority of people change jobs for non-monetary reasons. But instinctively, they will try and NEGOTIATE the monetary parts of the offer. If you get them excited about the non-monetary components of the offer, you can control the offer/negotiation.
  4. Make sure they have their calendar handy: Once you have presented the offer, you have the opportunity to pre-close by discussing the following dates:
  • Set a time to answer any questions once they receive the written offer
  • Date they will put in their notice
  • Start Date
  • Set up any appointments between resignation and start date (fill out benefits, background check, meet with hiring manager for lunch, etc.)

Make sure you put these dates in your calendar, as well to continue to follow up and support them during the process.

Changing jobs is one of the top 4 most stressful things a person can do! It is also a big commitment we are making on behalf of our company (or client). It is your job to manage this part of the recruitment process with the respect and attention it deserves.

Your candidates will appreciate the formal nature by which you conduct this step and most importantly – - you will be less susceptible to a counteroffer.

If you know your candidates Motives, no need to sell – - they will buy!

Wednesday, April 1st, 2009

I’m at the ERE conference in San Diego! Honestly, given the economy, I am actually surprised at how many people have attended the event. I think it illustrates that organizations want to improve their Human Capital functions by investing in learning new methodologies, tools and techniques.

On Monday I facilitated a pre-conference workshop with the renowned Shally Steckerl (www.jobmachine.net) on Sourcing Candidates with LEAN budgets. We had a great session and a ton of fun with those in attendance.

As always, the group interaction provided insight and inspiration on how I can improve my recruiting skills!

Probably the biggest “ah-ha” moment, or “take away” for me was reconfirming the importance of controlling the initial conversation with a quality, passive candidate you “cold called,” and then identifying their true “Motives to Move.”

Without this information, how can you possibly understand if you have a position within your organization that will clearly be better the one they have currently?

As Jeffery Gitomer says, “No one wants to be sold but everyone likes to buy.”

Hence, before you SELL anyone on an opportunity, it is probably better to understand exactly what they are looking for in a new opportunity, and if you have that answer, they will most likely want to BUY it!

Oh, by the way, if you approach the call with this attitude . . . it becomes a much more enjoyable conversation!

In upcoming blog posts, I will discuss some tried and proven techniques to “cold calling” passively-looking top talent, overcoming the initial awkwardness of the call, and capturing their “Motives to Move!”

I am looking forward to Day II of the ERE expo!

Hope you have a great week!

Creative Ways For Recruiters to Add Value

Wednesday, March 25th, 2009

While this economic downturn has jumped our nation’s unemployment rate to its highest level since 1982 (9+ %), many experts also point out that the unemployment rate of recruiters (corporate, third party, staffing) is closer to 50%!

Unfortunately, many organizations still perceive recruiters to be “overhead.” And, if your organization is not hiring a ton of folks, “overhead,” is an easy target for them to cut headcount/costs.

What can you (recruiters) do to show value to your organization and stay (or get) employed?

Bonita Martin from P|Form asked this question to the folks in her network. While some of the ideas presented seem like natural fits, I thought some were very creative.

If you feel your job situation is uncertain, and/or you actually do have some extra time on your hands… I recommend you do some of the things listed which will add value to your organization (as well as improve your skills).

Hope you are having a great week!

I have worked with our sales team to help them identify contact names and contact info at target companies where calling through the main line has not worked. I’ve also streamlined our EPA reporting because of my experience with metrics and Excel. Like Frank, I have been “upgrading” because there is so much talent available. I am pipelining and referring candidates to other people in my network because these candidates may also be clients one day (and in fact, two have referred business our way.) And, most importantly, I am responsible for the retention of key employees. I know why they joined the company and am in constant communication with the President about what we can do to retain them.

  • Bonita Martin, Director of Human Resources, P|FORM


I think being a part of the outplacement process is a natural fit that recruiters don’t think of. They have lists of competitors, can help with resumes, directories of headhunters, interview tips.

  • John Cressy, Executive Recruiter, Supply Chain Consulting Search


Recruiters can help writing/editing company newsletter articles, assisting the Sales team with more leads, revising the internal resume template format, helping our services team plan activities for spring and summer company events. And, of course, building your pipeline and maintaining those relationships for future hiring needs.

  • Mike Brogan, Sr. Recruiter, Systems Evolution SEI


I would suggest that instead of recruiters asking “do you have any positions I could work on”, they try a different angle; “with all the turmoil, top shelf candidates that wouldn’t even talk to me before will now entertain opportunities–with the talent available, this is the perfect time to top-grade your staff. If you have any marginal performers, let me show you a couple of alternatives–if they’re better, great, if not, you haven’t lost anything….” Second idea–I’ve always felt that good recruiters are salespeople wearing an HR hat, I’d suggest assisting with sales.

  • Frank Steele, Director of Recruiting, FirstGroup America


We are establishing a structured process that can be used at all of our locations in hiring and on-boarding. We are also looking to go to an on-line application system to ensure better hires coming in.

  • Steve Browne, Director of HR, LaRosa’s


Recruiters can help with lay offs – inform employees about resources (government, non-profit) available, research and provide training on employment or other new laws, turn into mini generalists with the people they’ve recruited-ask if they need help with benefits, etc, and work on retention, make sure other groups in the organization know what’s going on in the organization.
Always be as positive as possible.

  • Tom Pellegrino, HR Manager, Fecon


We’re using this time to finally get around to projects that have been on the back burner for far too long. For example, we’re currently working on updating (actually, OVERHAULING) our careers site. We’ll determine the content and format and then work with our internal Marketing and IT people to make the changes. We’re also building our pipeline of candidates for roles we know we generally hire into very often.

  • Laura Hennel Albert, Recruiter, Siemens PLM Software


It is not glamorous work, but vital to any organization is cash flow. There are many companies right now feeling the credit crunch and are Account Receivable is becoming an issue. I have volunteered to make ‘collection calls’. Recruiters are not afraid of the phone and if you have a significant amount of receivables outstanding there’s a great place to made an immediate impact on the bottom line.

  • Gregg Fitzgerald, Recruiter, Burke & Schindler

  1. Be prompt and accessible. Return calls and emails promptly. If a candidate or client takes time to seek me out, I value that by being prompt. No waiting for weeks to get a response.
  2. Be honest and trustworthy. In our uncertainty in society, I can guarantee with certainty that I will not misrepresent an opportunity or candidate. Building relationships is important in stable times, and is even more vital right now.
  3. Be resourceful – go the extra mile. Is my candidate thinking of relocating? If so, get them in touch with relo experts who can inform them about their new location. With my clients, following up after the placement, even long after the guarantee period has elapsed, can give us both feedback as to what we can do next time to improve the process.
  • Diana Heath, Recruiter, Wright Health Care Consultants


We are focusing our team on four initiatives:
On boarding – improving the new hire experience resulting in engaged, productive and informed employees
Pre-hire assessment tool – evaluating the value-add and effectiveness of a tool to better assess sales skills for retail hires
Redesign of Career section on website
Building candidate pipeline and implementing CRM tool
Refining Talent Acquisition Scorecard

  • Fran Gordon, SVP/Director of Talent Acquisition, Rabobank


Grow the business with new marketing techniques with social media and internet marketing techniques.

  • Amanda Blazo, Recruiter and Business Analyst, Sente Global


  1. Release our contract recruiters. I would deploy researchers/sourcers on business development activities. We gained access to our Sales Dept’s CRM, and then scanned those prospects that had weak or limited knowledge recorded in the database. We entered a full Company Profile – sort of like a D & B Plus workup, and at no cost to the organization.
  2. Researchers/Sourcers, working with the Senior Admin staff, can get a “heads up” on all planned executive travel that would be visiting customers or prospects. Once we know who they were meeting with, we create a “Personal Dossier” on each of the individuals, (including home addresses, photos, personal data, etc,), on each of them, put it in a packet, and give it to the traveling Exec. the day before departure, as “airplane reading”
  3. For the regular Recruiters, we created a Getronics Career University —- in essence a full outplacement program modeled after those offered by external vendors (at ridiculous prices). The recruiting staff would run workshops, on and off-site, such as Resume Writing, Interviewing Skills, Campaign Management, Negotiating Offers, Use of the internet, etc. Sometimes these were even run for employees before their release date. We also purchased the inexpensive services of a virtual Outplacement program that would stay active for the employees up to 3 mos after departure.
  • Dan Kilgore, Principal, Riviera Advisors Inc.(formerly of Gentronics)


Providing training classes for our Team Leaders, Directors or and staff member. One of these classes included the basics of interviewing which included a section on legalities. Basically questions that you can and cannot ask. In another class we focused more on “drilling down” with candidates when interviewing. In this class we included a section on Behavioral Interviewing.

Turn our knowledge around and provide outsourcing services. We could help people write resumes, provide interviewing training form a candidate standpoint, and help people research information on the Internet and so on.

We have provided help with students that will be graduating in June with resume writing, interviewing, etc. as well.

  • Chris Seidel, Human Resources/Recruiter, Hancock Regional Hospital


Recruiters can transfer skills to sales and customer service positions. Strong sourcers can assist in market/competitive intelligence. Recruiters can help sales organizations identify selling opportunities, key industry contacts, etc. Recruiters can also act as internal outplacement services for companies letting folks go and/or recruitment firms as a service.

  • David Szary, President, Recruiter Academy

Thoughts from "The Changing Role of the Recruiter"

Wednesday, March 4th, 2009

We interviewed numerous industry leaders to gather information for our presentation – “The Changing Role of the Recruiter.” I thought I would share some of their insight/comments that were not covered during the webinar (due to time)!

As always, we appreciate your comments, thoughts, opinions, perspectives! (email David Szary).

  • “50% of “outside” recruiters and 60% of “inside” recruiters will leave the industry during this economic downturn.”
  • “Everyone is focused on the 8% not employed versus the 92% that are employed!”
  • “Given the economic situation, the ‘perception’ is that it will be simple to ‘put the right person in the right chair.’”
  • “With requisition loads down, recruiters will be asked to do “more with less” while the # of applicants per position will increase dramatically.”
  • “We are connected more than ever but isolated (work remote/home) with less human interaction (more email, txt, etc.).”
  • “If 50-70% of positions are filled through referrals/networking (and 70% of job seekers claim they find employment through networking), how dominant can social networking sites be as recruitment tools?”
  • “We feel guilty when we actually find and hire a great candidate from a job posting! It is not in vogue!”
  • “The ‘Public at Large’ contain more information (uncontrolled – blogs, social network sites, internet) about your firm than your organization does.”
  • “Companies are thinking twice about ‘outsourcing’ recruiting!”
  • “Technology has enabled us to find/connect with people easier but doesn’t enable us to hire them any easier!”
  • “No ‘silver bullet’ in/to sourcing. Recruiting is like an 8-cylinder engine – firing on 4 or 5 just won’t cut it!”
  • “Don’t forget your ATS as a sourcing tool!”
  • “You don’t win the Super Bowl with ‘trick plays’ – sourcing ‘basics’ fill 80-90% of positions, Web 1.0 to fill 5-10%, Web 2.0 to fill 5-10% today.
  • “Unbundling of sourcing/recruitment services (name generation, candidate development) continues.”
  • “Most organizations are still building sourcing teams by “what is left in the budget” and/or ‘let’s crawl before we walk.’”
  • “Corporate recruiters are learning to become more like Project Managers.”
  • “Further specialization among recruiters.”
  • “Deeper sourcing strategy alignment between departments, sharing and creating economies of scale.”
  • “Next-generation CRM solutions with true ‘Contact Management’ features seamless integration with ATS and HRIS.”
  • “Building corporate ‘career portals’ directing candidates into ‘best fit roles’ instead of open requisitions.”
  • “One-on-one ‘niche based’ targeted marketing, viral marketing.”

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Relocation Rollercoaster

Wednesday, February 25th, 2009

Our wonderful economy has created stressful times for many folks. In order for some people to secure employment, relocation is necessary (providing they can sell their homes).

In a recent conversation I had with 2 individuals over lunch, I was reminded how stressful relocation can be even in positive career move situations (both of these folks were relocating for promotional opportunities with their respective firms).

Here are a few comments they made over a casual lunch.

  • “I’ve been traveling back and forth since June. Heavy since Oct. (every week).”
  • “I’m not going back home this weekend since my husband is home with the flu, and I have a weekends worth of work to do anyways!”
  • “I figured I would spend some time looking for temporary housing; a place I can store some items during the move.”
  • “Next Friday I have to put the house on the market; paint and clean out garage, etc. I would rather be working!”
  • “My husband needs to update his resume and start looking for a new job.”
  • “I got a call on Thursday afternoon; the Realtor locked the door after showing our house! My wife was locked out with our 6 year old and 8 month old! She was stuck at the neighbors until the Realtor made it back (2 hours later) to unlock the door. My wife told me I’d better be well rested because I would have kid duty all weekend; I’ve got to prepare for the new job…” “…I’ve been working 12 hour days just to prepare!”
  • “Next week I will be moving Monday-Wed; staying at my folk’s house in Florida from Thursday to Saturday; getting into rented condo on Monday with some of our stuff and storing the rest until we find a house. The house we wanted to buy we missed by 4 hours. I will be back in office for meetings on Thursday.”

A peer of mine shared the following story with me: She ran into a person she had recruited to her organization 10 months earlier. She had been hearing great things about this gentleman from his boss. His boss said he was assimilating well into the culture, doing a great job, etc.

When she mentioned to him how well she heard things were going . . . He commented:

“The job and company are great! It’s when I get home that is tough. We still haven’t sold our house. My daughter just started talking to me again last month. My wife is having a tough time adjusting including being home sick. The personal side of this move has been really, really tough.”

Changing jobs is one of the top 5 most stressful things humans do in their lifetime. Changing jobs and relocating in a difficult economy…? …WOW; much easier said than done!

With that said, if you and/or your organization recruit candidates that must relocate are you doing everything possible to make the process less stressful? Are you reaching out and asking how you can assist with the “personal side of the move”?

Doing any/everything you can to make the transition as smooth as possible makes all the difference in the world!