Running is like recruiting.  Last year I started running which I found to be very fulfilling.  The going seems tough in the beginning, it does seem a bit painful at times but at the end, there is a sense of accomplishment.  Some runs are shorter, some take longer, but you always have to pace yourself and find your stride.  Is recruiting any different?  No it is not.  In 15 years, many positions have been short sprints and some have been long grueling marathons.  But in the end, through trials and challenges, crossing that line with that placement is well worth it all.  Running is like recruiting.

Are we treading on dangerous grounds when using Social Media to recruit? Do we know what the limits are? What the rules are? For a Third Party Recruiter maybe it is not that big of a deal and we may have free reign but for the ultimate hiring company, there is much gray to be deciphered.  Social Networks and Employment Law is a very thorough white paper on this timely topic.

I have been hearing about and am now seeing first hand a developing trend that has me quite concerned.  Having started in this business back in the 1980s, I’ve managed through multiple down cycles; working through the need to maintain my company’s viability and meet client’s perceived need to match price with both value and market considerations.  However, the ‘cram down’ on fees that I’ve seen during this downturn is different.  If what I’m seeing is generalized at all, then I fear it could have lasting consequences on future quality of service.

I am aware that for years, corporate clients have been suspect of just how profitable and therefore, warranted recruiting and retained search fee-levels are.  This debate has ranged from unspoken/seething to healthy debate around metrics and value-add to open cynicism and cyclical rejection of external vendors altogether.  In downturns it is certainly more difficult to rationalize spending fees to hire talent when the perception, and to varying degree, reality, is that on-target and high quality availability of candidates should preclude the need for external search consultants.

On one hand, this is true and after all, we in the search industry fully understand that our services will only be required on a small percentage of all hiring activity going on across enterprises. This said, any perception that when tapped, our services are of less value and warrant significantly lower fees in down markets is both a misnomer and a dangerous precedent. (more…)

Well mine does, sometimes!

I’ve always had a tough time being succinct. Blame it on being a detail oriented, “transparent with the client”; hate to leave out anything Ms. Perfectionist”. My boss’s boss likes to say my middle name is “one hundred percent”. (Actually I quite like that though am not sure who’s getting the last laugh here) And, on the other hand, one of my managers says I write too much aka The Gettysburg. Geez, how to please ‘em all?? I am trying hard to be succinct. Frankly it’s been a bunch of years of trying. HA. OK seriously, I get better each year like a fine wine.

Now here’s what I think about this process. There is really no right or wrong here. Common sense should prevail and of course a good command of the English language or for that matter whatever language you are presenting in. We are so “globally local” these days that you have to “Think Global, Act Local” all the time. So go with what your Hiring Manager likes, go with what your Client likes. Mirror the recipient’s style and you will likely succeed.

Here’s a little ditty I composed (think of Peas Porridge Hot, Peas Porridge Cold)

Some like it long,
Some like it short,
Some like it to the point,
As long as the story is told.

It also depends on the type of recruiting firm (Third Party Recruiter) presenting a candidate – if you are an Executive Retained Search firm (all the details, some use a standard template even), Contingency firm (a resume and few lines may work) or a Staffing firm (take the middle ground here). Moreover, the quality and quantity of details varies by the candidate’s experience, length of work history, accomplishments/accolades not mentioned on a resume (every candidate should be smart enough to list this), the level of the position within the company, the impact this position has/will have on the organization and reporting hierarchy which may lead you to have some additional information than just the usual.

You have to build your case – the story has to be told. After all YOU were the first one to talk with the candidate, weren’t you? Clients have less time and Corporate Client Hiring Managers have even less time so I make sure I include the following data points, at a minimum, in my presentation write-up, aka The Story.

1. Candidate’s full name in the introductory line. Then refer by first name or nickname or with an Honorific (Mr./Ms./Sir) if you need to be formal. This identifies The Who & sets the stage.
2. Brief intro paragraph to summarize what you think this candidate can bring to the table and how his skill set would fit in with the organization. This Justifies the Who.
3. Brief paragraph about candidate’s current job situation and why they may be looking. This is like the main plot.
4. More brief paragraphs about prior work history, reasons for leaving each position. Here you introduce the “Other Characters”.
5. Details on candidate current/most recent compensation. Some history or comp range on previous positions. These are details you don’t want to make obvious but you can’t afford not to share!
6. If the position requires relocation, make sure you discuss this with your candidate (& he/she with the family) and let the client know the candidate is able to and provide soft details if the candidate has family in that area. Otherwise, this can be quite the anticlimactic show stopper in your story!
7. Sum up with a few personal details if gathered on your screening call and wrap it up, re-iterating what great fit the candidate would be. The End.
8. Always ask for the client’s/ hiring manager’s feedback and next steps on the candidate. Action Items.

Don’t ramble, stick to the facts, and interject some opinions.

As for that Gettysburg Address reference – well guess what – the client thanked us for the details and thought it very informative. Lucked out on that one!

We all have our styles and checklists. So how do you write yours? What do you include? What do you stay away from?

When you need help with a search, what are you truly looking for?

Superior Performance – Top Talent – Uncompromising Ethics? 

Search firms and corporate clients outsource for a variety of needs and reasons, but they are all looking for the same things: they want superior service and comprehensive, individualized solutions on a per project basis bundled with the trust a true partner brings.

I’ve been in this business a long time and I have found that it is the finest RPO’s (Recruiting Process Outsourcing) skill sets that set them apart and enable them to serve clients in multiple capacities and every industry.  They look out for the client’s best interest, first and foremost.  Their out-of-the-box ideas and creative approaches allow their clients to reap the benefits of a complete solution – on time, on budget with professionalism.

The most successful partnership is that of a vested/interested/communicative client and superior RPO.  Are you looking to outsource?  There are many avenues you could choose.  Check them out.  What’s in their arsenal?