Training Recruiters - Are You Losing Buckets of Money Because of 3 Recruiting Mistakes?

These three common recruiting mistakes take big money out of the pockets of Recruiters. These common mistakes
slow down a Recruiter's productivity. Mistake #3 takes control out of a Recruiters' hands.

Mistakes:
#1. Recruiters who depend on Job Boards as their primary source to find candidates are losing out big-time.

#2. Recruiters who focus on finding the 'perfect resume' in their system are wasting valuable time.

#3. Sending resumes to a hiring manager is probably the least efficient and best way to kill the chance of a placement. It diminishes your power as a Head Hunter. (Give my way a try and watch your production increase and your effort decrease!)

The common theme here is misuse of resumes in general.

Really successful Recruiters don't let pieces of paper, with words and partial information rule their life. Recruiters are not paper pushers! They are Experts and Consultants who bring together employers and candidates for mutual benefit. How well the job is down depends on the Recruiter's skill.

So what should a Head Hunter do instead? Glad you asked.

First. Recruiters need to understand their 'Executive Recruiter Power', which is considerable, and their role as the central force and manager of making placements happen.

Second. They must understand the 2 - 4 absolute "requirements" a hiring manager must see in a candidate in order to make that person a job offer. Recruiters must also understand the difference between what is 'required' and what is 'preferred' in a candidate. At that point the hunt can begin.

Third. Successful Recruiters spend more time talking directly to candidates. This is the fastest way to find the most qualified candidate. Some employers and agencies are all about bringing 'bodies' in the front door.

What they're doing is wasting the time (a whole day in some cases) of many people, and making candidates mad. An angry candidate is not likely to trust you, the Recruiter, respect you, or cooperate with you when you want it most. The archaic practice of, "throw everything against the wall and see what sticks" should be banned, in my opinion.

If you approach potential candidates directly, you have a great competitive advantage over other Recruiters. This crucial skill follows a defined method and series of small goals embedded into every conversation. If the first person you call does not qualify, ask them for names of someone, "Who may be interested in taking a step up in their career".

Use the resumes from job boards as a spring board to contact people in the industry. Generally, a solid candidate can be found in 13 - 20 phone calls. Often it takes fewer calls to locate a qualified candidate.

Schedule the second call with your candidate for an in-depth interview. If the candidate truly qualifies, complete at least one reference check, confirm the most relevant facts and prepare to call the hiring manager.

When calling the hiring manager, it's best to present the candidate by citing facts that relate directly to the requirements of the position.

"Hi Sally, I've located a great candidate for you. He is currently employed but can come in for an interview in the next 48 hours. Do you have a pen?" (Present the facts).

"You said you 'required' a candidate have at least three years of experience. This candidate has 6 years experience in mortgage banking as a Loan Originator. You also stated you needed a person who could close 2 - 3 million dollars a month. This person exceeds that requirement. He closes between 5 & 7 million dollars in loans a month. He has solid relationships with about 18 - 20 realtors and is comfortable with VA, FHA, and conventional loans as well as Jumbo and self-employed scenarios. About 10% of his business is re-fi's. He also has a four year degree in business from CU." "As you can see, he's exactly what you asked for and more. Would you have time to see him tomorrow afternoon at 3pm?"

The Recruiter should be in control of the process as that's the most efficient way to fill positions and make the most money if you're paid on commission. Presenting a candidate, facts first, creates excitement in the hiring manager. They start thinkin, "My problem is solved!".

Occasionally, a manager will ask to see the resume. Your answer: "This candidate is working at what she does best. She was not looking for a job when I contacted her and doesn't have a resume prepared. I have verified key facts about her background and checked one (or two) of her references. In fact, here's a summary of what her reference said....If you want to proceed with making an offer after you two meet, we can always put together a resume first, if you feel it's necessary."

Making successful placements is about focusing on activities that will result in a qualified candidate talking to a hiring manager with a desperate need to fill an open position. It's that simple. In the above example I've skipped a few steps and summarized in generalities. It should be emphasized that Recruiters need to learn the process and the basic skills related to managing that process smoothly.

When the Recruiter takes charge, the others involved follow their lead because the Recruiter is doing what THEY do best. Credibility, trust, and respect are created with the right questions, careful listening, and knowledgeable guidance.

Avoid making the common mistakes related to the handling of resumes by seeking out the training and skills that will propel your career forward.