From the company point of view...

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 them.  

We are very aware of the personnel challenges a major organization sometimes has to face in these tumultuous times.  

Our expertise is 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 fashion.  

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.
 

You are a target client if: 

You have ongoing assignments for key people at all key levels.
You have an environment that rewards productivity and loyalty.
You provide the opportunity for people to continue to develop their skills and education.
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 outcome.           And, last but not least;
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.

They are relaxed and set out to enjoy the experience. Interview the 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.

They are 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.

They treat 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.

They are 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 match. 

They don't "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 folks.

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 producer.  Yikes!

They don't 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.

Give your 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.

Finally, they 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.

They know how to make sure the new employee succeeds
Moving In...

Once 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.

• Have 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!"
  
• Outfit the employee's workstation or office. Make sure the computer is up and running all the appropriate software is ready loaded; stock the desk with office supplies; put a company directory and handbook in plain view. Extra touches: Buy new hires a day planner, and have it waiting for them or a company coffee mug.
  
• Use the mentor 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 the first few days, explaining the company hierarchy and culture and, most importantly, answering the many questions all new hires have.
  
• Make 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.
  
• Utilize 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 hires!
  

Give your employees the right tools they need to succeed up front. Regular meetings will help monitor their knowledge and success, and provide a group setting to role-play.

Help Employees Succeed

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 expectations. What do you expect the employee to do in the first 6-12 months? Write these expectations down and make sure you both understand them.
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 answer questions.

Since the 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 base.