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7 Deadly Sins of Waste in Recruiting: Overproduction/Inventory

Wednesday, February 3rd, 2010

For those of you that missed our recent webinar – 7 Deadly Sins of Waste in Recruiting – -one ‘deadly sin’ always seems to drive a lot of feedback/discussion - Overproduction/Inventory!  In the Lean Six Sigma world, the word “Overproduction” is defined as “Production ahead of demand.”  The word, “Inventory” is defined as all components, work in process and finished product not being processed. 

Arguably these are the biggest offenders to creating waste and . . . the time/cost required to eliminate them.   

Examples of these areas of waste in talent management and solutions: 

  • Overproduction/inventory in postings.   Most organizations, as part of their staffing process, post each and every position to their website and a large job board (like Careerbuilder or Monster).  While this seems to be a quick, cost effective sourcing solution, for those positions that do not require additional applicant flow and/or positions that have a very low probability of being filled by this source – - the cost/time associated with managing the unqualified applicant flow far exceeds the benefits.

Solution(s): When you receive a new position, evaluate the historical source of hire.  If 80% of the time this type of position was filled through internal applicants or referrals, why not exhaust those channels before publishing the position to the masses?  If less than 5% of the time a position is filled by large job boards, investigate more effective sourcing solutions (direct sourcing, niche job boards, etc.) before generating a routine posting on a large job board.  Also remember that job aggregators (simplyhired.com, indeed.com, etc.)  are going to “wrap”  any posting you put on your own site anyway.  

  • Routing multiple candidates to the interview stage.  Historically, managers have requested (and we have provided) a ’slate’ of candidates for each and every position.  Minimally, the rule of thumb has been the magical  ‘3′ candidates per position.  In some cases, we find recruiters routing 5, 10 or worse yet – – – all the candidates that applied for the position.  To the definition, every candidate routed to the hiring manager that does not get hired is WASTE. 

Solution:  While psychologically I can understand that a manager wants to review his/her ”options” before making a critical decision like hiring a new employee, if they trust that the recruiter has exhausted all candidate/sourcing options in order to come up with the best, and they understand the concept of waste, then there is no reason that there should ever be more than 3 candidates routed for consideration unless of course those first three don’t meet the requirements. If this happens, it indicates that not enough time was spent up front understanding the requirements of the position and how each candidate would need to demonstrate that they are able to perform the required tasks. The more time spent up front with the hiring manager and those participating in the interviewing process to ensure all are in alignment and to validate how the candidate will be selected; the less time wasted in sourcing. 

For high volume hiring and/or for managers that have experience hiring for a certain position, evaluating each candidate against previous hires (and more importantly – - the competencies/skills necessary to excel in the position) is a much better predictor of success than evaluating one candidate against another. Challenge the old-school mindset of “3+ candidates routed per position!”

  • Developing a slate of candidates for positions that go on hold.   Ok – – how many times have you developed a slate of candidates for a position that . . . goes on hold!  Now in fairness to hiring managers, there are legitimate reasons that this happens that for the most part are out of their control.  But unfortunately, we know that other managers often post positions ahead of approval that have a high probability of never being approved.  Talk about WASTE!  The time spent sourcing/pre-screening candidates for positions that go on hold for some organizations is astronomical! 

Solution: Consider making approval processes mandatory, or holding off on the sourcing process for 48 hours to double check the position approval status.   For those of you that want to be more progressive – gain approval to implement a “charge back” policy!  Charge back to the manager/line of business for openings that are put on hold and waste the valuable time and effort of the staffing function!

While we will never eliminate all of the overproduction/inventory in our hiring process, taking simple steps to incrementally remove waste will exponentially save you time and money!

Posted in Bradley Savoy, David, David Szary, Deadly Sins of Waste in Recruiting, Elite Recruiters, Just-In-Time hiring, LEAN recruitment, Lean Human Capital, Recruiter, Recruiter Academy, Recruiter Sales, Recruiter Top Gun, Recruiter Training, Relationship Recruiter, Sourcing, Time Management, Transactional Recruiter, Uncategorized | No Comments »

“Seven Deadly Sins of Waste” in Recruiting – Preview

Thursday, December 17th, 2009

I found an excellent report on Lean (Toyota production Systems – TPS) by Wharton and the Boston Consulting Group called, “Rethinking Lean: Beyond the Shop Floor.”

It provides excellent examples of how you can apply the principles of waste elimination and process efficiency within service organizations (including healthcare and financial service industries). 

As I read the report, it became evident why implementing the principles of waste elimination, worker involvement and continuous improvement within the recruitment/hiring process can be so successful.  

While the principles of waste elimination, worker involvement and CI haven’t changed much since TPS was created 50 years ago the results are very impressive.

In January, we will discuss eliminating the “seven deadly sins of waste” in the recruitment process.

If you are interested in how we use the principles of lean, materials release planning, and supply chain optimization to answer the age old question, “What is the acceptable number of requisitions per recruiter?” check out our published white paper on the subject.

I hope you have a great “pre-holiday” week!

Some snippets that I found particularly interesting from the report are outlined below:

  • “Do you understand your customer segments?” Can you serve the most valued customer more effectively?
  • Companies should always begin their lean efforts by asking, “What are you trying to achieve?” “It doesn’t begin with a rule. And it’s not about isolating one piece of the business and deciding its fate.  It’s about rethinking every business process.” “It’s not about cost cutting across the board,” he says. “It’s about judicious investing. It’s not about starving. It’s about building muscle, trimming fat.”
  • Many companies struggle to align lead times, inventory and other data to financial measures, even with performance metrics in place.  This is probably because they are not measuring the right things. Instead of coming to a better understanding of your organization and how to improve it, “Many die a death of a thousand metrics.”
  • “When people think about lean, they often associate it with reducing the workforce,” Faber says, “But the cost is not in the line labor; it’s in the overhead.”
  • A key part of Lean involves looking at the business differently. You need to have metrics on moving applicants through the staffing supply chain. That requires sourcers, recruiters, coordinators, HR business partners, and hiring managers engage in a collective dialogue around ensuring efficiency.
  • In manufacturing no one sees how things get made. They probably don’t care. But in staffing/hiring – customers see the process and it is extremely personal.  So if your service doesn’t track customer dissatisfaction you might never know what people thing about your organization.
  • Lean initiatives begin with identifying and standardizing a process. “Try to think of your business as repetitive. Once you have that identified – think of how long someone stays in that process, the waste being created, the dissatisfaction occurring, and the impact of that person staying in that process. Next, measure performance.
  • TPS is a way of life. A continuous improvement process that never stops. TPS wasn’t implemented just once. Its constant improvement, constant innovation and constant elimination of extra steps. The most important principle is that this is not a four-month project. You will see benefits, but you must do it continually.
  • Key principles of lean ask the following questions, “What is important? What matters to the customer? What delivers value?”
  • Lean is not new or rocket science. It’s like your diet. You know what to eat and how much to eat but old habits are hard to break. That is why behavior modification, measurement, accountability, training is so important.
  • “Lean works best as a balanced top-down and bottom-up effort.” Christian Terwiesch, a Wharton professor, remembers trying to talk with hospitals about lean initiatives several years ago. “They thought I was evil. They said ‘We’re doctors. We help people.’ Now these same institutions have chief medical officers saying, ‘We want to run this place like Toyota!’”

Posted in Bradley Savoy, David, David Szary, Elite Recruiters, Just-In-Time hiring, LEAN recruitment, Lean Human Capital, Recruiter, Recruiter Academy, Recruiter Training, Strategic Business Partner, Talent Aquisition, Time Management, Transactional Recruiter, Uncategorized | No Comments »

Best Practices in Moving to a Management by Fact Culture

Wednesday, December 9th, 2009

McKinsey recently released results of a study of practices of 230 companies across the globe.

The firm’s primary goal was simple – what makes companies perform well?  For the sake of this post, I’ll hone in on one key point:

“Executives, in their search for ways to make organizations function more successfully, frequently adopt simplistic solutions.   A new analysis of more than 230 global businesses shows that combinations of carefully selected actions can be far more effective than one-dimensional interventions.”

McKinsey makes an interesting point here.  In some cases adopting the simple – or easy – solution is not always the best approach.  Unfortunately in many instances the decisions are made through a high degree of subjectivity and then tempered with a small depth of objective criteria (data).

Over the last 20 years, management concepts such as the balanced scorecard, process management, key performance indicators (KPI’s) and strategy deployment have prompted many executives to revisit their measurement systems.   Practices such as Management by Objective (MBO) and Management by Fact (MBF) have become increasingly popular. 

Successful companies strive to combine real world management experience with the objectivity of data.  This is not to negate the subjective experience of a tenured executive, but to aid in their arsenal of decision making tools. 

As a result, many companies are adopting objective based measurement systems.   These systems ensure objective data measurement is added to uncover the missing elements, or facts, needed to make key decisions.

So if you’re aiming to launch a new measurement system to shift your culture to one of Management by Fact, here are my top three best practices to consider:

  1. Tie your measurement criteria to the goals of the business.   Each business unit or department of your company must provide input related to their specific business goals, and the needs of their customers.  During this exercise the synergies of various departments will come to light.  For example, customer loyalty could exist across multiple departments, and the overall company strategy.  If that is the case, customer loyalty then becomes a key indicator of performance across the various departmental stakeholders.  In this example, an overarching measurement criterion may be customer retention or customer satisfaction. 
  2. Ensure adoption and accountability at the right levels.  Those parties responsible for this new way of thinking must have the knowledge and authority to manage the performance of new processes.  Establishment of a core team of metrics and process owners representing critical functions of the organization is critical to ensure the mind shift is successful. 
  3. Communication is key.  Development of a comprehensive communication strategy is critical to ensure broad understanding and acceptance.  All employees need to understand the importance of the new philosophy and their roles within this process.  Care should be taken to ensure that each employee is able to answer the question, “What’s in it for me?”  Each employee needs a clear understanding of how they, as an individual, can impact key metrics.  Creating communication aids such as learning maps and utilizing executives to act as personal communication channels can increase acceptance of the strategies as the goals of the organization are achieved.

If you’d like to lean more and see a great example of utilizing the Management by Fact approach, check out David’s article on why requisitions per recruiter is not a great method for resource planning.

Companies will achieve success by ensuring that the management measurement solutions they create tie to core business objectives and are accepted, adopted, and communicated effectively by all stakeholders of the process.

Posted in Bradley Savoy, Changing Role of the Recruiter, David, David Szary, Elite Recruiters, Just-In-Time hiring, LEAN recruitment, Recruiter, Recruiter Academy, Recruiter Top Gun, Recruiter Training, Recruiting Buzz, Relationship Recruiter, Strategic Business Partner, Talent Aquisition, Time Management, Uncategorized | No Comments »

Veteran’s Day Challenge

Tuesday, November 10th, 2009

This year it seems like Veteran’s Day is getting more well deserved publicity. Regardless of your political views and thoughts of what is going on in the world today, I think everyone is unanimous in the importance of supporting our military personnel and their families.

One small way we can help our veterans is assisting them as they matriculate back into civilian life. Assisting them in understanding the labor market, career opportunities and how to find a job opportunity seems to be the least we can do.

Lets face it. While there are some organizations that do a fantastic job employing former military personnel, most organizations struggle with it.

Why?

The simple answer is the age old problem recruiters/hiring managers have always struggled with.

How do you make an assessment decision based on an individual’s skills/experience and how do the individual’s skills/experience align with those required for a particular position?

Since 95% of military personnel are NOT doing the exact same jobs we are hiring for, they routinely get passed over in favor of someone that is currently doing the exact job and has the skills we’re looking for on their resume. Rather than focus on what they currently do (or did when they were in the military), shouldn’t we be assessing their personal characteristics/competencies and how they align with positions we are hiring for? Even though their skill set might look different on paper, their skills are very transferable and employers have the added bonus of hiring someone with the discipline to get the job done!

Ok – I know what some of you are thinking right now – “I am all for it, but I can’t get my managers to think this way . . . ”

Well as recruitment business partners, shouldn’t we be challenging the status quo and educating our managers on competency-based assessment?

So my challenge for you today is simple.

As we honor our veterans, I challenge you to spend some time this week to:

  • Review all your current open requisitions, identify positions that might be an entry point into your organization for military veterans, and discuss these positions with your hiring managers.
  • Review all candidates that have recently applied to current open positions that were/are in the military (do some key word searches). Look at what might be the best opportunities for them within your organization.
  • Have an open house for military veterans. Give them an opportunity to meet with hiring managers. Offer workshops on interviewing, writing resumes, and discussing how their military work experiences transfer into civilian positions. We have been doing this for diversity candidates for years!

It is difficult today for anyone to find a job, let alone someone that has been working 5,000 miles away in a foriegn country doing something that for most of us – - is unimaginable! We truly have the opportunity each and every day to “change people’s lives“.

I challenge you today to do just that!

Posted in Bradley Savoy, David, David Szary, Elite Recruiters, LEAN recruitment, Lean Human Capital, Recruiter, Recruiter Academy, Recruiter Boot Camp, Recruiter Top Gun, Recruiter Training, Sourcing, Strategic Business Partner, Time Management, Uncategorized | No Comments »

What motivates you to maintain intensity and passion day in and day out to achieve the perfect day, week, or year?

Wednesday, October 14th, 2009

In continuing our theme of “game changing” tactics of elite recruiters…It’s something we all struggle with, the balance of consistently maintaining the passion for what we do each day as recruiters.  For folks like me that have been doing this for years, it’s a constant struggle.  I have been in the game long enough to know what to do and how to do it, but I’m human, and we’re prone to make mistakes.  It’s honestly probably every day that each of us struggles with keeping the passion alive.  We need to maintain our passion for the profession in dealing with candidates, hiring managers, internal business partners, etc.  Everyone has different needs and wants and personalities to manage.   
 
I’ll share here a few techniques that have helped me over the years.   
 
1. Planning and time management  - David has written some great articles on this, from managing your time for sourcing  to managing your CIE’s (calls, interruptions and emails).  We also spend a great deal of time in your educational programs talking about the Perfect week and Perfect Day.  If you’d like to learn more about what we teach here, just contact me.  

To me, the key to time management is not the systems I use (Outlook, CRM tools, ATS, etc.) or the processes, but the discipline that needs to be applied.   I have always prided myself on completing my task list each day before I end the workday.  I allow myself exceptions to this, but only once per week.  So if I have 5 to-do’s on Tuesday and I only get 3 of them done, then I have to make up the remaining 2 to-do’s in the next couple of days.

2. Become focused and single minded – When I plan my days, either the day before, or the morning of, I know I must maintain a single minded focus on the task.  For example, I learned long ago to close, literally close, my email box or real time communication systems when I am on a call with a candidate, hiring manager, or client.  We all know it’s way too easy to have an email come through that upsets you and completely throws your focus from the task at hand.  So for me, no emails stay open during important phone calls. 

3. Warm up and cool down each day! – I have found that a quick launch leads to a long-term psychological effect to a productive day. Sure I do the requisite cup of coffee and peruse the emails at the start of my day too, but I only give myself 20-30 minutes for this – I literally time myself.  Once that time has passed and the coffee’s gone, I jump in, and all the way in.  If I start with a high intensity of activity right away, I’ve found that it will continue throughout the day.  When you work out, you start with a quick warm up to get the blood flowing.  It’s the same approach here.  If I start with a good warm up, it will continue.  Whether it’s a day of cold calls, meetings, or data entry, the approach is the same.  Warm up, start strong, end strong.
 
I also like to end the day like I end a workout, with a nice stretch.  As the day winds down, I try to avoid emails and jumping online to read the news.  I prefer to get out of chair and do some simple stretches.  Neck, shoulders, whatever.  The key is to have some simple blood flow and breathing to wind down.  Try it for just two minutes today, and you’ll see what I mean. 
 
4. Have a positive support system – Finally, I believe in support mechanisms.  I like to talk with colleagues about their day, and share war stories.  I also like to discuss the day with people outside of our profession.  Whether it’s your friend, your partner, your plant or your pet, talk with someone that has a fresh perspective on the challenges you face.  They don’t bring the jaded view we can have sometimes of our work, and can offer fresh perspectives that we haven’t thought of.

Practicing some or all of these techniques will definitely enable you to maintain your intensity and passion in your work, and I know you’ll see and feel the impact in your productivity.

Posted in Bradley Savoy, Candidate Pipeline, Changing Role of the Recruiter, David, David Szary, Elite Recruiters, LEAN recruitment, Lean Human Capital, Recruiter, Recruiter Academy, Recruiter Boot Camp, Recruiter Training, Relationship Recruiter, Strategic Business Partner, Talent Aquisition, Time Management, Transactional Recruiter, Uncategorized | No Comments »

Telling them they are not getting the job . . .

Wednesday, July 22nd, 2009

One of the toughest things to do as a recruiter is telling a candidate they are not getting the job, especially in this economy. This becomes even a bigger challenge when:

  1. A hiring manager does not provide objective reasons for not selecting them.
  2. There are multiple positions to fill, so you will continue to source candidates after you have rejected them.
  3. They are just super nice, friendly, etc.

Of course it should go without mention (but I will mention it) that if there are objective, technical/skill related reasons for not selecting them – - you should address them in your debrief with the candidate. Examples:

“In this role, we need someone that has experience developing new JAVA software”.
“The selected candidate must be a CPA.”

But what if the reason they were not selected was because of personality, demeanor/disposition, attitude, etc. Those squishy “soft skills” are tougher to address, and let’s be honest – - can open you (and your organization) up to litigation.

I know I have often tried to honestly address these type of issues with candidates, only to have it turn out to be a “he said, she said” argument with them denying my “allegations”.

So what can you do to objectively, politely decline a candidate for consideration?

In your debrief discussion with the candidate after the interview, weave these questions into the discussion:

“If you were the hiring manager, why might you not select yourself as a candidate?”
“If the hiring manager does not select you, why might you think that would be?”
“Playing devil’s advocate – - what competency/skills might you be lacking that the hiring manager really would like the person hired to have?”

98 times out of 100, they will objectively identify a few things that they might be lacking, did or didn’t say in the interview, etc.

This information can be used to politely decline them as a candidate if/when you get to that point. The closing conversation might go something like this:

“Remember when you told me that the reason you might not be selected was because you didn’t have Java, well unfortunately – - you were right. With the tight deadline, he needs someone to quickly come up to speed on the project.”

Use the most objective information they provide in the debrief session during this conversation. To make sure you are doing everything possible to make the right hiring decision, you can also use this information with the hiring manager. When they say “I will pass on Dave” and you ask “Why?” and they say “I just don’t have a good gut feeling” . . . you can mention some of the things the candidate said to see if it helps to objectively “close the loop”.

While in a perfect world, we would always have very objective reasons (based on competency/skills) to decline a candidate for consideration, the reality is that it is often times difficult.

This tactic might help bring closure when providing bad news in a difficult economy.

Posted in David Szary, Just-In-Time hiring, LEAN recruitment, Lean Human Capital, Recruiter, Recruiter Academy, Relationship Recruiter, Time Management, Transactional Recruiter | No Comments »

New Outlook Add-on Tool

Wednesday, April 22nd, 2009


Ok. My partner, Mike, got me hooked on a FREE new Outlook productivity tool (www.Xobni.com) and . . .

It just saved me 10 minutes this morning digging for an email buried in my outlook folders!

I haven’t even really started playing around with it yet and can already see how it will make me more productive and efficient on a daily basis.

If you haven’t checked it out . . . you might want to! Have a productive and efficient day! :-)

Posted in David Szary, Recruiter Academy, Time Management | No Comments »

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!

Posted in Candidate types, David Szary, Recruiter, Recruiter Academy, Recruiter Boot Camp, Recruiter Top Gun, Recruiter Training, Sourcing, Talent Aquisition, Time Management | No Comments »

Do you have enough CIE time in your daily schedule?

Wednesday, March 11th, 2009


For those that know me, I am passionate about planning, time management, and continuous improvement. Of late, I have noticed that I haven’t been getting through my Perfect Day as crisply as I would like (or normally do).

The root cause is that I haven’t been planning in enough CIE time!

Rather than me managing my return calls, interruptions and emails (CIE’s), I have been letting them manage me!

Since I haven’t been allocating time into my daily schedule to get to them, I’m constantly in reactive, “firefighting” mode returning calls/emails and responding to interruptions “whenever I get time.”

Of course the end result is that these CIE’s are interrupting the time I have dedicated to getting work done!

If this sounds like you at times, some helpful advice that I have implemented into my daily routine:

  • Plan 1/2 hour (morning, lunchtime, late afternoon) 3x’s a day to deal with CIE’s.
  • When you have to get into a “work flow zone” (working on presentation, in an interview, etc.), drive your calls to voice mail and shut down email.
  • Publish your schedule with your teammates (post outside your cube/office – with a sign over it – - STOP – READ MY SCHEDULE BEFORE ENTERING) so people know when you are in a “work flow zone”.
  • Make sure your peers know that just because you’re not on the phone and/or in an interview, it doesn’t mean you are not working and CAN be interrupted. Posting your schedule + discussing this with your peers can help eliminate 80% of the interruptions that you actually can avoid (versus client calls, etc.).

Of course, all of these tactics take discipline – - the most important attribute to being productive and managing your day/week/year, etc.

I hope you have a Perfect Day and don’t let CIE’s get in your way!!

Posted in David Szary, Recruiter, Recruiter Academy, Recruiter Boot Camp, Recruiter Top Gun, Recruiter Training, Sourcing, Talent Aquisition, Time Management | No Comments »

The "indirect, networking" call!

Wednesday, February 18th, 2009

While technology and web 2.0 sourcing tools are making it easier to identify talented prospects the ROI on “indirect, networking” calls is at an all time high!

For anyone not familiar with “indirect networking;” it is the art of contacting, and networking with active job seekers who interface daily with the professionals you’re trying to hire.

Let me give you an example: We are currently searching for a Senior Accountant with manufacturing experience. Given the unemployment rate, skill set, etc. you would think this would be a pretty easy search. Well – it hasn’t been. We have tried numerous sourcing tactics (Web 1.0, Web 2.0, referrals, etc.), and have not found qualified candidates that meet our criteria.

As a result, we went online and harvested resumes of Controllers from manufacturing companies in the area; ideally, folks who were recently laid off or let go. The majority of these Controllers had accountants reporting up to them, either directly, or indirectly (reporting to an Accounting Manager).

I LOVE THESE CALLS!!!! Why??

First off, these folks are active seekers and are usually easier to reach.

Secondly, if they have recently left the company, they are more inclined to provide unbiased information, referrals, etc.

Most importantly- – these calls are fun and generate qualified prospects with a built-in referral source! There is very little outright rejection. You are asking for their help, networking with them, learning more about their previous organization(s) as well as the types of opportunities that interest them.

A call can go something like this:

    “Hi John. I am searching for a SR. Accountant with manufacturing experience. I found your resume on ________ and saw that you recently worked for _____ . I see that you had a team of 5 accountants reporting to you and thought you might be able to assist me in my search.

    This is an excellent opportunity for someone to interface with key executives performing analysis and auditing for three divisions that operate globally.

    Of the 5 folks that worked for you, do you think anyone of those folks would be qualified for this position? If so, I would sure like to talk to them about the opportunity…”

After they provide feedback, I would ask if I could use them as a referral source.

    “John – is it ok to mention I received their name from you?”

After I have harvested some qualified leads, I would return the favor and ask if there was anything I could do to assist them with their search.

    “John – we are not looking for a controller today but will keep your resume on file. Is there anything else I can assist you with in your job search . . .? “

Indirect, networking calls are low-tech, BUT, highly effective and fun.

Think of your current searches today and if this tactic might apply! Happy Recruiting!

Posted in Candidate types, David Szary, Recruiter, Recruiter Academy, Recruiter Boot Camp, Recruiter Top Gun, Recruiter Training, Sourcing, Talent Aquisition, Time Management | No Comments »

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