Tuesday, October 25, 2011

Being a Recruiter is Hard


Most people who become recruiters do not last. There are many reasons for that. Poor hiring decisions and inadequate training being high on the list.
But there is another key reason why so few people actually last in the hurly-burly world of agency recruiting.
It’s a frigging hard job!
So I know that sometimes you question why you do it. There are times you hate what you do. There are days you go home feeling deflated, worn-out and frankly, useless.
The world is littered with ‘ex-recruiters’, burnt out, scarred and resentful about their all-too-short recruiting career.
Seriously, the guy who cut my hair last week told me he had ‘been a recruiter once’.
It’s true too that being a recruiter can be the greatest job of all, but even so, to survive you have to know the pitfalls, prepare for them, minimise their impact where you can, and push through the inevitable challenges this job will throw you.
  • Recruiting is uniquely tough because it’s the only job that I know where what you are selling can turn around and say ‘no’. Think about it. I sell you my car. You agree to buy the car. I agree to sell the car. We agree a price. The car does not then jump up and say “Hey you know what, I am not going to go with this new guy”. Don’t laugh. That happens to recruiters every day. We do everything right. Take a great job spec. Impress our client. Recruit great talent. Make the match. Manage the process. Architect a fitting deal for all parties. Secure a great offer. Get everything agreed and at the last minute – our product – the candidate – says, “ Nah, I changed my mind, I will stay where I am”. And that is it. All over red rover!
  • Recruiting is a killer because for us, it is all or nothing. Sure, a tiny percentage of our work is retained, but mostly recruiting is first prize or nothing. Our business is not like the Olympics where you can pick up a respectable silver or bronze for competing well. For us it’s gold…or its donut! We do all the work, spend huge amounts of time and expertise, and manage the process with skill and diligence. But if our 5 great candidates get pipped by a late runner from another recruiter, or an internal candidate, then it is big fat zero for us. That’s tough. Hard to take. Especially when it happens often. And it does.
  • Recruiting grinds you down because you do so much work you don’t get paid for. When you hear the words “I am feeling burnt out” from a recruiter, what that actually means is “I just can’t stand doing so much work for so little return”. Contingent recruiters are lucky to fill one job out of 5 they take, and place one candidate out of 10 they meet. And combined with the ‘all or nothing’ fee model most work on, it means lots and lots of hours for which we don’t get paid, and equally importantly see no tangible success. And success, in the form of happy clients and happy talent, is the bedrock upon which our self-esteem is built. And once that crumbles, it is the beginning of the end.
So what to do?
  • Firstly recognise that if you are going to be a recruiter, these challenges come with the job. In the memorable words of my Under 16 rugby coach, ‘Toughen the f*** up’ and prepare yourself for plenty of disappointment.
  • Secondly, work hard to mitigate the risk of these things happening to you. Hone your recruitment skills, your talent management skills, and your job qualification ability. Build trusted advisor relationships and work to get exclusivity on orders to increase your job-fill ratios. Great recruiters, who move from transacting to consulting, start to win more than they lose.
  • Finally,  never forget that if you choose to be a recruiter, you have made a Faustian bargain. You have chosen a career fraught with pitfalls and sometimes it feels like a living hell, But do it right, and the fun and money we need for a great job is within our grasp, because being a recruiter can really rock too!
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Wednesday, October 5, 2011

No, I Don’t Get People Jobs – I’m a Recruiter

People are constantly asking me to “get them a job”.  Just yesterday I got a text from someone who heard I was recruiting for openings in Chicago.  It literally read “Sh!t! Get me a job!” (stay classy, ex-husband).

But wait, you say.  You’re a recruiter.  Your whole professional existence revolves around getting people jobs… right?

Not exactly.  A very smart boss once put it to me this way.  “I know you care a lot about getting people jobs.  That’s admirable.  But the reality is you’re the recruiter.  You facilitate the introduction.  The hiring manager gives someone a job”.

Wait… really?

Yes.  So if I’m not getting people jobs… just what exactly DO I do all day?

Read the hiring manager’s mind.  We all know that job descriptions have little, if anything, to do with what the job actually entails.  I have to get inside the head a bit of the person who actually does the job giving – what problem are they trying to solve?  What skills and abilities does a candidate need to possess to adequately solve that problem?

Find people.  We call that sourcing.  Some recruiters still do the old post and pray, some tweet, some inmail, some search resume databases, some even actually pick up the phone.

Probe and influence.  Ok, I’ve got the people.  Now I have to read their minds.  What would make them consider an opportunity with my company?   Where’s their salary threshold? Do they have what it takes to be successful in this circus? At the same time, I have to influence my hiring managers to give my (qualified) people an interview.

Close, close, close.  Move the hiring manager towards an offer.  Close them high.  Move the candidate towards offer acceptance and resignation of their current job.  Close them low.  Meet in the middle and make everyone happy.  Then make sure the candidate not only shows up on day 1 but that his new boss has arranged for a desk for him to sit at.

At the end of the day, I don’t “get” anyone a job.  I set the stage for job getting.  I bring the players together, ideally for the end result of an accepted job offer.  Candidate, you still have to interview for it and Hiring Manager, you still have to make it worthwhile.  But if you’re expecting your recruiter to wrap up a job like a birthday gift and hand it to you, forget about it.

The Most Important Questions You Have Never Asked

Posted by Nick Tubach on recruitingblog.com

“Building a great team in business takes clear thinking, a strong strategy, and an understanding of the big picture. All these factors are necessary and important, but if you can’t assess candidates in the job interview, you’re not going to put that understanding into practical application, day-today, year-to-year. There is no more important business decision – not one – than who to hire.”
–        Doug Hardy, Monster.com

You have done all the hard work. You have gotten a great deal of information about the position you are trying to fill. You know the requirements, the experience, the education and the personality of the ideal candidate. You have covered the compensation package and know that it is reasonable. If you are a 3rd party recruiter you have cleared the fee. You have sourced, screened, selected and interviewed numerous candidates and presented a slate of qualified, interested and available candidates to the hiring manager. The interviews take place and none of your candidates are made an offer.
Sound familiar? This ever happened to you?
You then begin to question your work, your understanding of the position, your ability to recruit the right candidates for your client. Even the feedback from the hiring manager doesn’t quite mesh with what you knew about each candidate and the position. Something went wrong in the interview, and you had no control of that part of the hiring process.
The truth is that you have no idea how good the hiring managers, the decision makers are at interviewing. Most hiring managers dread the interview. They dread it because they have little or no training in how to effectively perform the task. And study after study has shown that most hiring decisions are made within the first two minutes of the interview.  
And yet there is no more important business decision than who to hire.
In a book entitled “Boost Your Hiring IQ” author Carole Martin, the Interview Coach, offers up a simple 50 question test to rate your interviewing skills and help you see where you need to strengthen your skills and your ability to ask better questions.
Martin’s contention is that most candidates, especially those coming from recruiters, are much better prepared for the job interview than are the people conducting the interview.
Based on the type of information the interviewer is seeking, the test offers up three questions. The interviewer then picks what he/she considers to be the strongest question. The questions are then rated as strongest, mediocre, weakest and depending on which question was chosen the interviewer gets points, 5 points for the strongest, 3 points for the mediocre and 0 points for the weakest. Add up the points at the end of the IQ test and your score range gives your Hiring IQ.
Here is an example.
Learning why the applicant wants to work for your company you could ask.
  1. What is it that interests you most about the position/company?
  2. What attracted you to this particular job posting?
  3. How would you compare this position to your current or last position?
The strongest question is __________
Everyone in a position to interview candidates should have an Interview IQ score and periodically retake the test and continue improving those interviewing skills.
Martin then offers up five rules to improve your hiring process. After all you could be a good interviewer with a good IQ score but unless you follow these five rules you will be just that, a good interviewer.
The five rules are:
  1. Assess the job before the interview. What is the role of the job?
  2. Identify the job’s “key factors” for success.
  3. Prepare questions to ask during the interview.
  4. Include all interviewers in the plan/process.
  5. Objectively review the results and rate the candidate after the interview.
All of us in the recruiting and talent acquisition business have an opportunity to help our clients, our hiring managers get better at interviewing. The better they become at interviewing, more of our candidates will be hired and contribute to the success of the hiring company.
The questions that are never asked but should be asked at the very beginning of the engagement are,” How good are you at interviewing? What is your Interviewing IQ? Would you mind taking an Interviewing IQ test?” It is much better to get this information early in the engagement than to not get it at all and hope that all your hard work pays off. Yet, I wonder if any of us are confident enough to ask these questions. I for one intend to find out.
Now, what question did you feel was the strongest?  The strongest was C. Were you right? Then give yourself 5 points.