5 Steps to a Collection Letter

By Veronica Scrimshaw

image of folders for past due recruiting feesToday’s guest post is courtesy of Wilson Cole, founder and president of Adams, Evens & Ross, a collection agency specializing exclusively in the recruitment and staffing industry. AER is an Endorsed Program sponsor of NPAworldwide.

I must get 10 calls a month from prospective clients who ask me for collection help on a past due account, and when I ask if they have sent a final demand letter, 75 percent of them will tell me they have not. Now, I do appreciate that everyone thinks of me when they have a collection problem, and I do not like to turn down business, but I will tell you what I tell them.

I first ask: “Has your debtor told you he is not going to pay?” It does not matter why – it could be he does not have the money, he disputes he ever agreed to your services, or someone has stolen your candidate or temp. If that is the case, then I do not recommend sending out a final demand because it would be a waste of time. But these cases are the exception. My best guesstimate is that only about 10 percent of your collection issues will fall in that category.

The vast majority of your past due clients would benefit from a final demand letter from your company before you turn over the account to me for collection. The fact is that 50 percent of your debtors probably will pay after your final demand letter. Think about that. You could save many thousands of dollars every year in collection fees by simply sending one more letter. But like most things in life, you have to do it the right way. So, let me share with you a few things you can do to help insure the success of your final demand letter.

All successful final demand letters have five key ingredients that work together and make the letter more effective.

  • Ingredient one: Your demand letter must have an exact date for payment. Do not say something like “the balance needs to be paid within 10 days of this letter.” This could be confusing; does it need to be paid 10 days from the date of the letter or 10 days from receipt of the letter? Does the payment need to be mailed within 10 days or does it need to be received then? You need to eliminate any confusion, so your letter must be very direct and specific. For example, it should say something like, “I must have payment in my office by or before May 25, 2016.”
  • Ingredient two: You must state what will happen if you do not receive payment, but on this issue, you should be less direct. The fear of the unknown will work far better than specifics on this issue . I would recommend saying something like, “If payment is not received, then we will move forward with all legal means necessary.” Another reason I recommend you do not give specifics is that different debtors have different hot buttons. Some debtors are very concerned about their credit; others do not care. Some are scared of being sued; others welcome a lawsuit because it buys them up to 12 months to pay up. They may think: “Good, now I can pay them in full on the courthouse steps when or if this ever goes to trial.”
  • Ingredient three: Note that you’re sending a copy to me or your attorney. This plays back to the fear of the unknown. Your debtor may think that you have done this to lay the groundwork for any additional action you may consider in the future. It also sets up either me or your attorney if they fail to pay you. We get to borrow from your credibility.
  • Ingredient four: Send the letter U.S. mail certified return receipt requested. The cost of a certified letter is about $6.50. But the bang for the buck is huge. A certified letter triggers human fears and emotions – the fear of the unknown and the fear that you may be documenting the issue to bolster your case. You kick in a little embarrassment as well when the debtor has to sign for the letter in front of the letter carrier and his/her employees.
  • Ingredient five: Really, is a lack of an ingredient. That is, do not follow up with a phone call or email to see if the letter was received. Do not send another demand letter. The best comparison I can make is what any rookie salesperson learns in a sales training 101 course: when you ask a closing question, then SHUT UP. He who talks next will lose every time. Once you have sent your final demand, you have made your closing question, and if the debtor does not buy it, then you need to send in someone else to close the sale – in this case, convincing the debtor it is better to pay the debt than not to.

Keep in mind what I said at the beginning of this article, and that is you will collect 50 percent of the accounts to whom you send a final demand letter. For those who do not pay, the best that you can do is set up either your attorney or me for success. The fact is that you asked your debtor to pay and said clearly what you would do if payment wasn’t made. Then, when I call, I can leverage your credibility and walk the debtor down the path of events of what will happen if payment isn’t made.

The fact is if you do your job as I outlined, you will need me a lot less in the future. But in the event that your debtor does not pay after your final demand letter, the worst case is that you have set it up so I can be much more successful for you in the collection process.

Independent Recruiter Blog


Tips for Engaging Passive Candidates

By Liz Carey

HHZ5NPNR1TGood recruiters know it’s insufficient to just post a job and blast candidates on social media.  They know there’s much more to recruitment, including finding passive candidates – those that are currently employed and not necessarily looking to change jobs.

How do you approach passive candidates? It’s important to really cater your initial contact with a passive candidate to sound both professional and genuine. You want to capture the candidate’s attention, but not in a spammy way.

It’s essential to stress the perks of the role you’re working on – after all, the candidate is likely comfortable in his or her current role, so you have to “sell” the reason they should change. Sometimes, it’s not all about the money. Really customize your email or message to draw in their attention with benefits like opportunity for growth, relocation package, or a really unique or flexible work environment/culture.

When you reach out to a candidate via social media, it can seem a little impersonal, so it’s important to focus on the candidate. Do your homework – dig into their background and find out their interests, and see if you can work that into your description about what makes the role perfect for them. A simple but personalized message shows that you aren’t just sending out automated responses to everyone on LinkedIn.

Make sure you explain who you are, who you’re with/what you do, and that you’re clear about the role. Sometimes recruiters try to make emails too brief so as to not overwhelm the candidate in the initial outreach, but it’s important you include enough information and detail to be informative and transparent about the role and your mission.

Always, always, include a “call to action” of a date and time you’re available to chat – even better, use a free email scheduler like youcanbook.me to allow candidates to choose the time that works best for them.

How do you engage passive candidates? What have you found that works or doesn’t work? Do you have a specific template that you use?

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Split Placement Story: Earn Respect by Helping Others

By Sarah Gawrys

blue2-orange-fishWe have all seen an award winner accept a prestigious honor from their peers, whether in our work industry, a committee or organization we are a part of, or just on television. Whenever I see that moment of honor, I aspire to one day become someone who is looked up to and respected enough to receive such recognition. In a split placement network of close to 500 firms and over 1,300 recruiters, it is easy to feel as though your efforts are going unnoticed; however helping others when there is no financial gain for yourself is one of the true signs of a leader. The following split story highlights not only a great international split, but also a member going out their way to see others achieve success.

At a Global Conference meeting held in Denver, CO, a member, Jim, from Georgia, connected with several strong members in the network, one being the regional director for the Canadian membership, James. Jim’s firm planned to work several international roles and he has been hoping to find some solid candidate providers they could reach out to at this meeting.

As a follow-up to the meeting, Jim emailed James with a General Manager position in Canada that he was going to be discussing with his client that very afternoon, asking James for advice on how difficult the role looked to source, who could help source for this role, and any other help James could provide.

Many times, when something like this crosses your desk, you immediately get selfish and consider whether the job is in your industry, if you could take on the recruitment for it, and what is in it for you and your business. If it is not a match, which in this case it was not as James does nothing with regards to pumps/fluids, it would be really simple to not respond to the email and carry on with your day. However, that lack of response is doing nothing to build up respect for your name or brand, and also not helping the organization you belong to.

Instead, James racked his brain for fellow members he knew of that worked that particular space and took the time to introduce Jim to fellow Canadian member, Henry. He worded it exactly like this, “I don’t know anything about pumps/fluids but if I had that order the first guy I would call would be Henry.” How reassuring to hear such confidence in someone able to assist you, likely hours or minutes before you take a client call.

Well, James was completely correct in his introduction, and not only was Jim able to secure the role from his client, a 100,000+ job at nearly a 30% fee, but Henry successfully sourced it, and the two ended up splitting a $33,000 fee, with the added benefit of a happy client now knowing that the firm can handle those international positions well.

While James did not get a portion of that fee, he now has two very happy members that appreciate and respect him for connecting them, and I am sure that the next time he needs a favor or job filled, they will return the favor of responding to him with any help they are able to. I encourage you to stop the next time your mouse hovers over the “delete” button on your email to first consider what other options or reply you could provide the partner on the other end.


5 Strategies That Have Shaped Our Recruitment Firm’s Success

By Veronica Scrimshaw

backgammon-300Today’s guest blogger is Bill Benson with WilliamCharles Search Group located in Grand Rapids, MI. WilliamCharles is an executive search and professional recruiting firm specialized in finding managerial and executive talent in finance, HR, operations, sales/marketing as well as president/CEO roles. They have a concentration of clients in Michigan but they also work across the US. Bill is the secretary/treasurer of the NPAworldwide Board of Directors.

Over the years my business partner and I have tried many things. Many of those ventures, ideas or new approaches have either not worked well or completely failed. Fortunately… some of those strategies have taken seed and helped us build our recruitment firm. Here are five GOOD decisions that we have made along the way.

  1. We focused more on the middle market rather than large companies. This gave us more opportunity to build a value-added relationship with decision makers rather than recruiters. It enabled us to function more as partners rather than vendors.
  2. We decided to take an intentional approach toward placing the relationship ahead of the transaction. This led to a concerted focus on quality at every interface with the client. We decided we needed structured processes in our recruitment firm that ensure consistency for taking more in-depth job orders, more detailed candidate submission process, 360 degree references, etc. Our quality standards became part of our marketing pitch and it also has driven the need to be more selective working only on “A” job orders.
  3. We cut our ties to job boards and exclusively focused on recruiting passive candidates. How much value do you add by simply working the same candidate pool as your clients? We have learned that old school recruiting of passive candidates adds more value and is much more sustainable when times get tough.
  4. We ventured into engaged and retained search. Doing this provided the following benefits: forced us to build more client service into processes, increased the average size of our fee and gave us greater credibility even with our contingent clients. We have a nice mix of business between retained, engaged (contingent with a commitment fee on the front end) and contingent.
  5. We joined NPAworldwide. We had some success making splits, which was our main reason for joining. NPAworldwide has allowed us to expand our geographic reach and our functional capability. While this does not always result in a split, it does always provide additional candidates to our clients which leads to a higher close rate. We have also had many side benefits of being part of this network. Many of the ideas we have employed have come with some connection to NPAworldwide, either through a sponsored training program or member best practice. We take advantage of many of the sponsor partnered discounts.

Usually the road to success winds through good decisions and bad. The key is to timely dump the bad decisions and be patient and allow the good things to come.

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Split Placement Etiquette: 6 Rules for Success

By Veronica Scrimshaw

top-hat-bowNPAworldwide turns 60 this year. Our members have made a LOT of split placements during that time. We think we’ve learned a few things about how to succeed at splits. While it’s true there are a lot of different ways to be successful, there is some split placement etiquette to follow that can make it a smoother process. Below are a few tips whether you are supplying the job or the candidate:

If you have the job…

  1. Be committed to a successful split placement outcome. This means you want help, you need help now, and you want to close a deal. It may mean asking for help selectively as opposed to blasting out a generic post. Good recruiters will not get excited about your job if they are one of 10 recruiters on a list. Be willing to share important details with your partner about the client and the job location – this will help your partner hone their sourcing efforts.
  2. Make sure it’s a good, fillable job. Even if it’s for a purple squirrel, the job should offer an appropriate salary and fee. Ideally it’s with a client you’ve worked with before, where you have a good relationship and a successful track record of placements. It helps if the job is with a desirable employer in a desirable location, but that is not a requirement.
  3. Provide timely feedback to your trading partner. When you receive candidates, acknowledge that you received them and let your partner know if they are a good fit. If not, tell your partner why and how they can be more on-target.

If you have the candidate:

  1. Call your trading partner BEFORE beginning any search activities. Make sure the job is still open, find out what has already been done, and if there are any candidates already interviewing. This also gives you the chance to find out if anything has changed from the posting, or if there are any other details that can help you source more effectively.
  2. Find out how your partner likes to work. Generally, the person with the job will be the “lead” on split placement activity, since they are working directly for the client. Some recruiters want a lot of involvement from their trading partners; others want hardly any. Don’t infringe on your partner’s client relationship.
  3. Make sure your candidate is appropriately qualified. If you have a candidate that *you* think is great but doesn’t match up with what the client is looking for, it’s probably best not to submit that candidate. Make sure the candidate’s contact information and resume are current. The salary expectation should be in line with what the job offers. Ideally, you can share insight about the candidate beyond what is included in the resume.

It goes without saying that clear communication, in advance (preferably in writing), is required from both partners in order to manage the process. I would venture to say that more than 90% of the difficulties that can arise on a given split placement can be attributed to unclear communication or mismanaged expectations. Remembering the importance of good communication plus following good split placement etiquette is sure to increase your chances for success.

Independent Recruiter Blog


A Checklist for Recruiting Exceptional People

By Amy Teske

ChecklistLou Adler, CEO and bestselling author, has come up with a method and checklist for finding exceptional talent. The 10 steps are based on Performance-Based Hiring techniques and marketing that he finds the most effective.

  1. Prepare a preliminary performance-based job description. You need to find ways to attract the best, not weed out the weak
  2. Determine the employee value proposition (EVP). Ask the hiring manager why a top person who is not looking would want the job at only a modest increase in compensation.
  3. Understand the ideal candidate. Set out how you’ll find the ideal person, and create a message to attract the person and plan what you need to do to recruit the person.
  4. Get the hiring manager to agree to implement a high-touch recruiting effort. The quality of the person you recruit will depend the hiring manager’s ability to attract and assess top talent
  5. Implement a 40/40/20 sourcing plan. To recruit the best people available, you can reference the 40/40/20 Sourcing Plan. This process will help determine how active and passive the candidate are.
  6. Implement a proactive referral program. Ask for referrals with every placement! Talented people usually know other talented people!
  7. Use clever Boolean search data to develop a target list. You need to be proficient at finding achievers who are worth calling.
  8. Develop recruitment advertising messages. Create an elevator pitch, a planned voicemail message, a series of emails and InMails and of course a compelling job posting. These all must emphasize what the person will be learning and doing.
  9. Conduct needs analysis on the first contact. Describe what you need to do to engage with passive candidates and get them interested in your opening.
  10. Debrief and convert prospects into candidates by offering a 30% increase. The purpose of the first call is to create the opportunity gap. This is the difference between the challenges and growth potential of your open job in comparison to what the prospect is now doing.

While it takes an exceptional job to hire exceptional people, it also takes an exceptional recruiter!

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Internal HR and Independent Recruiters: Causes of Friction

By Dave Nerz

man-couple-people-woman-large-300Talent acquisition is red hot in some markets right now. That means that even the best-intentioned and hardest-working internal HR manager/recruiter will find it difficult to keep up with the demands from hiring managers. As internal company recruiters require assistance from the outside, independent recruiters are a common way to supplement internal efforts. Every employer is different, but sometimes this relationship between internal staff and third-party recruiters can become uncomfortable, contentious, and even adversarial.

Here are some issues that cause friction and suggestions on how internal HR can create “the fix.”

Competition
It will often depend on the employer and the individual recruiters involved, but a search can turn into a competition. Each party is working to outperform the other and along the way creating opportunities for sabotaging the process.

The fix: Independents or third-party recruiters are often paid on a contingency basis. Make sure to give the independent recruiter credit for any action that leads to a hire. Yes, you had the candidate in your database, but you really had zero interest in the candidate until your third-party recruiter updated the candidate’s background and found they were willing to take a pay cut, move halfway across the world or some other condition internal HR had no insight to. Independent recruiters should be viewed as an extension of the internal HR department. They are selling your company to candidates and representing your brand in the marketplace. They want to be successful; let them help. Coach them to better performance; do not sabotage or create more difficult conditions for these folks that are attempting to help you reach a goal.

Urgency
It is not unusual for internal HR to maintain the easier openings to fill and offer the more difficult assignments to the independent recruiter. As this happens, there are limited resources that must be shared including time and access to the hiring manager. This causes an issue because the best candidates are highly sought after by many and reaction time is often critical.

The fix: Create benchmarks for performance. If a candidate is delivered, what is the agreed maximum response time allowed by internal HR? Pick a time and live with it. Hiring managers need to be held accountable for being accessible to recruiters whether the recruiter is internal or external. Hiring managers likewise need to respond in a maximum number of hours to requests for interviews, interview feedback, or details that will allow a candidate to make a yes decision. If these jobs are not urgent, then please tell your independent recruiter to “stand down” until a priority has once again been established. Nobody likes to hurry up and wait. Callbacks the same day or within a 24-hour window is a basis of most businesses. It is a basic requirement of being a good partner…make it happen.

Communication
It is at the root of most issues in business. Independent recruiters expect and deserve the basics of direct, accurate, and timely communication. Sometimes due to the detached relationship and compensation structure of independent resources called in to support internal HR and recruitment, the independent gets slow or less-than-accurate communication.

The fix:  When things change, think about who is representing your company in the marketplace. Often that is an independent recruiter. If the job is canceled, the project delayed, the funding canceled, your partner on the outside needs that info immediately. Return calls and emails as you would if it was a great candidate calling or emailing directly, because it very well may be a great candidate being represented by the independent recruiter you have partnered with.

Ego
Sometimes partners that should be supporting each other like to show that they are superior. It is more than just competition when this happens; there is a need to be dominant and have someone subservient to the power that one side can wield.

The fix: We are on the same team. One party may have a better degree or a regular paycheck from an “important” employer, but we are both just trying to do a good job and to help that important employer get the best talent available. Sometimes independents have great instincts honed from the experience of headhunting thousands of successful placements in a lifetime. Sometimes our advice on offers is meant to help you get what you want and need. You are not always right and we are not always wrong. We have different experiences, perspectives and points of view. The more you listen, the better informed you will be. We win when you win.

Obviously this is a very heavily weighted point of view on this subject, from the independent recruiter’s side of the transaction. I’m sure there are other ways to view these situations. Please feel free to correct the errors of my thinking.

Independent Recruiter Blog


5 Time Management Tips for Recruiters

By Liz Carey

photo-1441323263989-281bc2f5b68cOne of the biggest challenges a recruiter faces is trying to manage a schedule and predict the events of the day in an industry of constant change. What happens when you face an unexpected fall-off, a position goes on hold, or your client changes their requirements? You won’t get far in this business if you just give up – you have to adjust your strategy and plan your time to accommodate everything that’s on your plate.

Here are 5 time management tips for recruiters:

1) Be selective with your search assignments – It’s easy to try and take on as many assignments as you can, but you don’t want to overload yourself and not be able to deliver for a client. Working on the wrong assignment will cost you time and money, as well as potential future assignments with clients.

2) Be selective with your candidates – When you post a job, you’ll be inundated with a plethora of resumes and phone calls from candidates. Only a small percentage will actually be relevant to the role and your client, so screen much more selectively or you’ll be wasting more time and money with unplaceable candidates.

3) Create a plan and stick to it as best you can – Before you leave for the day, make a list of the names of candidates or clients you will call the next day. It’s easy to get distracted by a phone call or check your emails more often than needed, so it’s important to have a plan of attack for each day, rather than winging it and realizing at the end of your day all you’ve done is ‘busy work’ which doesn’t generate revenue.

4) Limit work hours to work – If you work from home or are a solo recruiter, the line of work life and home life might start to blend. It’s best to have set hours and during those set hours, close your door, screen out personal calls, and limit internet use to your sourcing activities and work emails only. You may think you’re only spending 5 minutes checking your personal email, but it can interrupt your train-of-thought and flow relating to your search assignments.

5) Prioritize goals – It’s easy to feel busy and have a lot on your ‘to do’ list, but if you’re not producing placements, it’s just wasted time and energy. You may be hitting your goal on how many calls to make, but if you’re not qualifying the right candidates and making placements, the number of phone calls is irrelevant. Replying to every email and application will keep you busy, but won’t necessarily generate revenue. Not everything is urgent — prioritize your tasks and condense your to-do list to the most essential and important goals.

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Help Companies Navigate International Hiring Challenges

By Veronica Scrimshaw

compass-300Today’s guest blogger is Narissa Johnson, the global brand and content manager of SafeGuard World International. For nearly a decade, organizations around the world have relied on SafeGuard World for their global HR needs, specifically around payroll and employee compliance. SafeGuard World is an Alliance Partner of NPAworldwide.

To succeed, companies will come to recruiters like you to find and hire the best talent, no matter where they live. Successful recruitment of global talent means finding the right talent and ensuring your client is able to get them working quickly. You are in a unique position to inform your clients of the risks involved with international hiring.

Social Costs
Social costs are usually made up of statutory benefits and insurance. Statutory benefit requirements, such as healthcare, vary by country. To employ legally, you must understand the required level of benefits.

The range of social costs differ drastically from country to country. If operating in the UAE, for instance, they are around 0% and in Brazil, employers pay from 60% to 120% of an individual employee’s total compensation (collective bargaining agreements, full private healthcare or full life insurance).

Liability Insurance
An employer’s liability insurance provides protection for their workers. While not all countries have a state-mandated plan, companies generally set up their own liability insurance to protect the worksite and workers. This ensures the company’s legal protection but also impacts its culture, assuring employees that they are being treated equally and fairly, regardless of where they work.

Minimum Wage and Collective Bargaining
As with most issues of remuneration, minimum wage is measured differently depending on the country. In Germany, minimum wage is measured hourly, while in Taiwan it’s measured annually.

Collective Bargaining Agreements (CBA) contain terms and conditions that set HR and payroll standards for workers. CBAs vary widely – when recruiting in foreign markets, it’s essential to understand these differences.

Paid Time Off
Paid time off (PTO) is particularly challenging when hiring internationally. For example, some countries federally mandate minimum PTO. However with CBAs, some positions may have additional requirements.  Offering additional days off can also be a useful recruiting tactic. Having the right local knowledge will inform your PTO pitch.

Paid Family Leave
Family leave requirements aren’t consistent across the globe and the amount of leave may differ depending on the employee’s position and seniority. Your client shouldn’t only satisfy legislative requirements but also conform to local customs and expectations. Again, this is an opportunity to leverage leave in offer negotiations.

Termination Policies and Practices
Outside of the U.S., “at-will employment” is rare; companies operating in foreign markets must be aware of the differences in termination policies to avoid non-compliance. While finding the perfect candidate for your client is important, understanding unique termination policies and practices will protect them from the unforeseen.

While the world isn’t getting smaller, our ability to erase international borders certainly makes it feel that way. This is good news for recruiters and companies that understand the best talent isn’t always in their home country. Understanding global employment issues will ensure companies can make smart hires and focus on their core business.

Independent Recruiter Blog


Avoiding the Renters and “Hiring” the Owners

By Veronica Scrimshaw

C3C728A494-300pxToday’s post is courtesy of guest blogger Elsa Duty. Elsa owns executive search firm Recruiting Services International (founded in 1970)  that specializes in technical search globally (R&D/engineering, manufacturing, science). Elsa has been an active member of NPAworldwide for more than 10 years and is currently serving on the Board of Directors.

A lot of small business owners I know often struggle with the decision, “Should I grow my business (hire more employees) or stay small?” Many owners I know never had ideas of grandeur to grow their businesses to be the next Robert Half or Korn Ferry. They simply wanted the lifestyle that recruiting affords; the ability to be at the helm of their own success, the work-life balance, and of course, big commission checks. The struggle often comes from a too-heavy workload in a strong economy (and the inability to say no to a job order that lands on your desk, if you’re like me!)

Finding good recruiters/employees is becoming harder to do. The Millennial workforce is producing a slew of “renters;” employees who come and go three times as fast as they would have 20 years ago. According to EREMedia.com, over 30% of new hires are quitting their jobs after six months! This is especially detrimental to small businesses that are not prepared for this attrition. Losing a new recruiter can tally up quickly if you consider these potential costs:

  • Hiring/Onboarding – draw/salary of 3-6 mo, averaging $9,000-12,000+, plus healthcare, office/computer expenses
  • Training Costs – 6 months-1 year+, quantifying management time into dollars at roughly $10,000-$15,000+ “lost production hours” of a full-desk recruiting manager
  • Employer Taxes – In the US, FICA match, SS/Medicare: 7.65% of every dollar earned (a $60,000 employee costs an employer ~$4,590/year)
  • Customer Relationships / Business Reputation – This is the biggest one; hardest to quantify but most critical. New clients developed may not have a bond strong enough to survive account manager attrition. This could mean $20,000-80,000+ in “lost” clients/placements.

Should the economy take another dive, these new hires will bail faster than you can say “cold-call.” You could be $30,000 invested into a new recruiter who is gone in less than 6 months (with minimal production dollars). Hiring “renters” is detrimental to our business. We know recruiting success comes with longevity, dedication, and deep passion for the business. We are “owners” in every sense of the word. We hold ourselves accountable and will do everything it takes to succeed. So when we need extra bandwidth, how do we get help without getting sucked into this cyclical model?

I was thinking of this as I looked around a large ballroom of smiling, welcoming faces at the annual NPAworldwide Global Conference in Washington D.C. a few weeks ago. Who has better ownership of their work, than OWNERS themselves? We eat, sleep, and breathe recruiting. We are warriors who have survived the battles of job-short, candidate-short, or money-short markets. My fellow NPAworldwide partners were all there to help, support, and partner together for the better good of our businesses succeeding. Utilizing a great split-placement partner can be an excellent solution to the urge to hire.

I recognize there is significant value in hiring good recruiters that produce. But that model is not for everyone. Not every owner wants the financial gamble, especially given the mentality of the workforce these days. Instead, if we are able to build sincere, tight relationships with other owners, entrusting ourselves to them, we can build powerful recruiting teams WITHOUT ever saying, “You’re hired.” Our recruiting partners are ready to go Day 1 of being given a new job order: no training, no financial investment, no overhead. If we change our mentality from “my firm” and “your firm” to “we’re a team,” we can support any influx of jobs in good season and bridge any recession when things are slow. That is what a split-placement network is all about.

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