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As a recruiter, I've learned there's no "right" or
"wrong" way to do things, only ways that will or won't
work.
For example, I strongly believe in building solid
relationships with candidates. My experience has shown that
the deeper your insight into your candidates' skills,
motivations and career interests, the more effectively you'll
be able to match them with compatible jobs -- and as a result,
make more placements.
But does this strategy apply to
all recruiters? Apparently not. According to some recruiters I
know, candidates are merely commodities waiting to be
gathered up and distributed as quickly as possible, and that
any attempt to understand them as people is a complete waste
of time.
While I may not agree with the recruiters'
viewpoint professionally (or philosophically), how can I argue
with their version of reality?
The Value of
Literacy
The more I look at other recruiters' business
models, the more I begin to see many different sides of the
same coin.
Unfortunately, there's no wide-ranging
curriculum that covers every possible approach to the
business of recruiting; or for that matter, a standardized
test that measures our recruiting literacy. That means if we
ever get stuck in a rut -- or our business model begins to
fail -- we stand the risk of falling behind.
To catch
up, we either work more fervently (while hoping for a
different result); or we try to invent a new approach,
entirely from scratch.
A Matter of
Context
Take a look at your current business model. If all
your methods work, great. If not, consider alternative
strategies as a means to improve your performance. But bear in
mind that change never comes easily, especially when
challenging long-held beliefs.
Here are a few examples
of radically opposing perspectives, all of which are valid,
depending on your context.
| High Value vs. High Volume. Do you
offer a boutique-type consulting service or an assembly
line of interchangeable candidates? Micro-niche
recruiters who work with higher-level candidates will
emphasize their value, while agency recruiters who serve
a local market, work in teams and have access to a
large, homogeneous database usually take the high volume
approach. |
| Persuading vs. Screening. You can
either "educate" your candidates and actively work to
control their behavior or listen to them carefully and
try to predict their behavior. The method you choose
will often make or break a placement, particularly when
it comes to defeating a counteroffer
attempt. |
Submitting Resumes vs. Presenting
Candidates. Most recruiters will submit resumes,
cross their fingers and pray their candidates will be
asked to interview. A different approach is to present
candidates verbally
with the objective of scheduling
an interview. Which approach works best for
you? |
| Active vs. Passive Deal-Making. Do
you close both the candidate and the employer before an
offer is presented? Or, do you "float" the employer's
letter of offer, and wait for your candidate to decide?
By taking an activist approach, you can exert more
control and mitigate your risk. |
| "Job" vs. "Agent" Recruiting Script.
Many recruiters pitch a specific job as a way to
attract fresh candidates. Others use the
"agent" approach (as in, "I'll be your
agent in the job market"). Depending on your candidate population, your
approach will be highly effective (or fizzle like a wet
firecracker).
Switching your strategy, tactics or recruiting
identity is never easy. I know, because I've found it
necessary to change my approach several different times
during my career. Had I been more literate -- and kept an
open mind -- I would have saved time and made a lot more
money.
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