During these times
of consolidation and redefining how we all go about
doing business - you may have discovered good candidates
are now harder to find! Business is not as much fun as
it used to be - it's far more competitive.
You have only so much budget to spend on personnel
and you have to make every dollar count. As a client or
potential client, this means you
understand the value of a good search firm and their
prevailing rate, before you accept a referral from
We are very aware
of the personnel challenges a major organization sometimes has to face in these tumultuous times.
Our best candidates are available to those companies who
provide a culture that allows individuals to survive and compete, in
an environment of constant and ever-changing challenges. They must also have the
ability to change but have learned to do it in a stable, sound
We strive to work with candidates
who possess a current record of success and are
prepared to partner with companies who enjoy
providing real opportunity and have rediscovered the
"loyalty thing" works both ways.
So really... what makes you different?
Right now... can you list ten
things off the top of your head why the "superior candidate" should work for
You are a target
You have ongoing
assignments for key people at all key
You have an environment that rewards
productivity and loyalty.
You provide the opportunity for people to
continue to develop their skills and
You have defined goals and know were your
company is going!
You know how to "wrap" your arms around the
'exceptional candidate' until they actually come on board.
You understand we offer a
professional service, not just an
And, last but not
You understand that a good recruiting firm is a
source of revenue and not expense!
Quality interviewing skills
result in a great experience for everyone.
relaxed and set out to enjoy the experience.
candidate from a mutual standpoint, eye to
eye. Try not sitting behind a desk is the
best method. Chair to chair, across a small
conference table, or sofa to side chair is best for
comfort and getting good feedback.
prepared. This simply means they know
what they are looking for and don't try to fit the
position to the person. They know as much
about the person beforehand as possible.
References start in earnest after a
successful first interview.
this just like a sale. They know
ahead of time just what their objective is, are
courteous, and outline to the candidate just how
the process will work and follow up.
honest. If they are definitely not
interested, they let the candidate know. It
is easy enough to communicate that a candidates
valuable skills may not be the ones required now,
or that there are other candidates whose
backgrounds are more suitable. If you still
don't wish to communicate that information, tell
the recruiter immediately, so they can stop the
process. In addition, discuss corrections for the
future screening that will result in a closer
"check the person out" with their
industry cronies, or people in the office, until
after the first interview. There are
just too many hidden agendas to rely on
hearsay. This is particularly the case if
negative information relates to information which
is many times over three or four years old!
Don't come to fast conclusions about
A classic case of
stuff from yester-year was this producer I once
presented with a movable book of $800,000
revenue. He cold called to acquire it,
and it was his to take. The client didn't
want to see this young man -- because "six+
years ago he was just an AE" when they worked
together and wasn't at that time a
ask the dumb questions,
like, 1) "So, why are
you on the job market?" 2) "So, tell me about
yourself." or 3) Ask personal or illegal
questions. They ask..."What
would you like to accomplish with us that you could not with
your previous employer?"
recruiter good feedback. If you don't
make your search consultant a partner in this
endeavor, you are wasting your own and everyone's
time. Negotiate if you must, but pay a fee/retainer that
will motivate a quality search firm.
don't bad mouth - ANYBODY! The stuff
gets around, including complaining about the
headhunter's fee. It doesn't do much for your
professionalism or their self worth!
This is a subject
for a book, and these are just some of the main
points to consider. Some of this is
subjective, but review is always a good
thing. Recruiting policy is always a good topic of discussion
for one of your next management meetings.
know how to make sure the new employee succeeds
you have hired the right person, the last step is crucial.
Get them off on the right foot!
Use these strategies to welcome new hires and turn them into
productive, motivated workers right from the start.
their business cards waiting for them when they show up.
It is a great way of saying, "Welcome to the team, we
were expecting you!"
the employee's workstation or
Make sure the company supplied computer is up and running
with all the appropriate
software loaded; the desk is stocked with office
supplies; and, a company directory and handbook in plain
view. Extra touches: Buy/supply new hires with everything waiting for them, along with company coffee mug,
a welcome sign with their name, in the front lobby.
system. Pick an employee with good communication skills and
assign him or her to be the new hires "mentor." That person is in charge of showing the employee around,
going to lunch with them for the first few days, explaining the
company hierarchy and culture and, most importantly,
answering the many questions all new hires have.
time to meet with new hires, every day. At least for the
first week, meet with new hires for 15 minutes at the end
of every day. Make sure they are settling in, answer their
questions, review their responsibilities and so on. Let
new hires know you are behind them from the beginning.
a search firm. As part of our placement service, we
contact the person we placed & their supervisor over a
number of weeks
to make sure everything is working. We offer that little bit
of extra encouragement and support to guide and nurture new
your employees the right tools they need to succeed up front.
meetings will help monitor their knowledge and success, and
provide a group setting to role-play.
1. Make sure both you and the employee understand what his or
her new role will be; get any initial questions doubts, or
uncertainties out in the open right away.
2. Map out the
What do you expect the employee to do in the first 6-12
months? Write these expectations down and make sure you both
3. Set up timetables for success. Once you outline the results
you want, establish timetables for achieving them.
4. Establish measurement methods. How will you tell if the
employee is meeting the goals you have established? Make sure
the employee knows how you will measure his or her work.
5. Create two-way communication channels. Let the employee
know how you want to receive progress reports and feedback.
Plan to meet regularly to go over the employee's progress and
to consider being positioned with the right broker to compete
information age, some of us have managed "change"
better than others. Change, is now our constant
companion, with no rest for the weary. The
survivors make up our data