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When I was a freshman in college, a nearby tavern
offered a special deal every Sunday night: All-you-can-eat
pizza for only $5.99.
My favorite was mushroom and
pepperoni. The second it was under my nose, I'd wolf it down
slice by slice until it was gone. Then I'd order
another.
After a couple of weeks, I discovered a more
satisfying strategy. Instead of eating the whole pizza, I'd
scrape all the mushrooms and pepperoni onto one slice. After
the super slice was finished, I'd order another pizza and
repeat the process.
Since the all-you-can-eat price
was the same no matter how many pizzas I ordered, I could
load up on the tasty toppings and toss out the
crust.
Years later, I discovered that time management
works the same way: For best results, put your assets where
they'll do the most good, and discard everything
else.
What's an Asset?
I like business
author Robert Kiyosaki's definition: An asset is something
that makes you money; a liability is anything that
doesn't.
As a recruiter, your assets are the
intangibles that make you money. The greater the intangibles'
value, the more each asset is worth. And the more assets
you're able to leverage, the greater your cash
flow.
Unfortunately, it's not always easy to tell
the difference between an asset and a liability. For
example, many recruiters look at the resumes in their database
and assume they're all assets, when in fact, most of them are
liabilities.
To make matters more complicated, each resume's value
depends on the intangibles you add to the equation. Think of
each resume this way:
|
$ |
By itself, the
resume is virtually worthless. |
|
$$ |
But if the resume
contains bullet points and keywords that match a job
you're trying to fill, the value just went
up. |
|
$$$ |
Let's say you've
interviewed the candidate and you know everything about
his work history, his strengths and what he's looking
for in his next job. The value just went up
again. |
|
$$$$ |
Add your
knowledge of the job you're working on, how the
candidate fits the job, the candidate's interest in the
job and your strong belief that the candidate is perfect
for the job. Add more value. |
|
$$$$$ |
Now, consider the
employer's trust in your ability to refer the right
person and not waste his time. More value. |
|
$$$$$$ |
You
can call the
employer, present the candidate and schedule an
interview for next week. There's lots of value in that.
|
|
$$$$$$$ |
For good measure,
you decide to present additional candidates who also fit
the job. You schedule their interviews within 24 hours
of the first candidate. The value has
multiplied. |
|
$$$$$$$$ |
Now take a
look at the resume, and consider its value. Is it worth
two sheets of copy paper or a $20,000 fee?
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It's Just Like
Pizza
Successful recruiters attach a value to
their services, and spend their time placing their assets
where they'll do the most good.
In contrast,
inexperienced
recruiters devalue their assets by spreading them too thinly,
or by placing them where they have little chance of return. At
worst, they get their assets and liabilities
confused.
As you plan your day, think of whether each
activity has an asset value, how much the asset is worth, and
how you're using it. If the activity has no value, put it
aside or figure out a way to add to its value.
Time
management has more to do with organizing your assets than it
does watching the clock. The more value you put on each slice
of time, the more satisfying -- and profitable -- your
business will
be.
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