Simmons Says

Volume 1 - Issue 23

March, 2008

Nationally recognized recruiter, Dan Simmons and the Continental Search team bring you this issue of Simmons Says.

With more than 15 years experience in the recruiting industry, Dan combines his expertise and experience to help clients attract and retain top talent.services provided
- contingent search
- retained search
- contract staffing
- retention consulting
- recruitment strategy consulting

For more information on these services
Contact Dan at
(888) 276-6789

or
dan@consearch.com

Visit us on the web at www.consearch.com

Daniel C. Simmons, CPC
Certified Personnel Consultant
Continental Search & Outplacement, Inc.
P O Box 43873
Baltimore, MD 21236

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A monthly online publication designed to help employers recruit, recognize, reward, and retain their workforce.

10 Steps to a Successful Partnership with Your Recruiter

(By Dan Simmons)

Have you ever wondered why one organization is more successful using recruiters than others?  In my experience, the companies that practice the strategies below are more successful.
  1. Selecting a recruiter AND a partner.  This is someone that you may be spending a significant amount of time communicating with—depending on your search activity and the number of openings you have.  It will be easier to communicate if you’re enjoying the company of the recruiter you’re spending time with.  Invite the recruiters you’re considering on site to meet with them and get to know them better.  You may “hit it off” with someone in person better than over the phone.
  2. Do your homework.  Once you have your list of recruiters narrowed down, ask them questions in order to learn more about them:
    a. How long have you been in the recruiting business?
    b. Do you specialize in a particular area or niche?
    c. How do you find your candidates?
    d. Do you partner with other recruiters?
    e. Do you have a list of client references?
    f. Why should I use you over the next recruiter?
    Asking questions will help to determine the recruiter’s abilities and gauge their passion for the industry.  Call their references, and ask about the recruiter’s ability to follow up, communicate throughout the process, and supply qualified candidates.  Ask the references why they work with this recruiter over others.
  3. Provide all the information.  Give your recruiter as much information as you can.  The more information you supply, the better the candidates will be that you receive.  Answer all the questions up front, and be honest about the role and expectations of the position.  Make sure that applicants clearly understand the potential, pitfalls, and challenges of the role.  It will be the recruiter’s responsibility to promote the position accurately and honestly to potential candidates.  This will ensure retention and a solid hire later.
  4. Hiring managers must be involved.  In order to optimize search results, difficult questions need to be answered.  What will this person do every day?  How will they be evaluated?  What challenges will they face in their first month in the position?  What skills must they possess to be considered?  Communicate as a team—get your hiring manager involved in the discussion.  This will also ensure that everyone is on the same page and has the same expectations in the search.  Communication with the hiring manager will also give the recruiter the opportunity to see how the manager communicates and carries themselves.  This will add to the recruiter’s ability to make a good cultural fit, not only with the company, but with the hiring manager, as well.
  5. Take them from here . . . but not from there.  Supply a list of competitors to your recruiter, along with a “no touch” list of companies that you would not want to take people from—for whatever reason.
  6. Supply technical questions.  Some searches are more technical than others and require specific technical skills.  To assist your recruitment partner in only submitting qualified candidates, supply technical screening questions.  This will assist your recruiter in ensuring that the candidates they’re presenting to you have the basic skills needed to be considered.
  7. Know how to sell your opportunity.  What will draw new hires to your organization?  Growth, geography, new management, acquisitions, new products?  Brainstorm with your recruiter in the following areas:
    a. How should we market the organization?
    b. How should we market the manager that this position reports to?
    c. How should we market the geography that you’re in?
    Your recruiter should have specific information about all three areas in order to attract and sell key candidates to the opportunity.  As a team, create the marketing plan!
  8. What is the status?  Regular communication should be scheduled.  This is a time for you and the recruiter to discuss the status of the search and candidates who are in the process.  Let them know immediately of any changes in the search—job criteria, internal candidates, candidates from alternative sources, etc.
  9. Feedback.  In the beginning of the process, reach an agreement with your recruitment partner regarding how feedback will be given and how soon it will be given following candidate presentations and interviews.  It’s good to be on the same page from the beginning.  Supply feedback to your recruiter.  They will only improve if you are giving them timely, accurate feedback.
  10. Keep it moving.  Make sure to keep the process moving.  Good candidates are difficult to find.  Once you find them . . . they don’t last long.  When you engage in a process, keep it timely and focused.  Re-confirm that all key individuals are available at the time of the interview.  Give timely, accurate feedback to your recruiter and move quickly on key candidates.
Recruiters can be a key partner in finding top talent.  They are an extension of you in the recruitment process.  Recruiting is a team effort.  Communication, accurate information, and timely follow-up are important factors in the success of any project, especially in acquiring top talent.

(As always, we value your input regarding the content for our newsletter.  If you have any ideas or suggestions for future topics, be sure to contact us.  We look forward to hearing from you.  In next month’s issue, we’ll discuss the different options you have in regards to your near-retirement workforce, including how they can help you to improve the company’s culture, expand its base of knowledge, and increase overall productivity.)

 

 

 
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