5 Crazy Mobile Recruiting Stats You Should Know

by Veronica Blatt

image of mobile recruiting on a tabletMobile recruiting continues to dominate conversations about hiring and job search. If your recruiting firm is still behind the curve, here are 5 crazy mobile recruiting statistics that should give you a kick in the pants:

1. Indeed has the #1 free business app for iOS and Android. Are you using Indeed as part of your mobile recruiting strategy? If not, do you have a mobile app of your own? Or a responsively-designed website? Read the rest of this entry »


5 Things Independent Recruiters Can Learn from Successful Business and Sales People

by Veronica Blatt

image of wooden blocks spelling learnToday’s guest blogger is Julie Parsons of Premium Consulting in Brisbane, Queensland, Australia. Julie is a member of the NPA board of directors. Premium Consulting is a boutique independent recruiting firm that provides professional and practical recruitment consulting advice specializing in retained recruitment, partial services, psychometric assessment and appraisals, outplacement and career counseling.

Independent recruiters can learn a lot from following these 5 traits of successful business and sales people:

1. They See Opportunity Where Others Don’t
Successful business and sales people are open-minded and enthusiastic. They find opportunities where others fail to see them. They ask questions, investigate problems and solicit feedback in order to find solutions to problems. When and if a problem occurs, they see it as an opportunity to learn more about the issues to be solved. They speak to customers, clients, mentors and experts to actively seek out solutions. They don’t see their lack of a particular skill set as a hindrance, rather as an opportunity to learn from others, or as a chance to go out and get help from those who are skilled in that specific area. Rather than see their business fail, they outsource a task, re-educate themselves or bring in professional help and networks to help them to succeed. Independent recruiters can use capitalize on this technique to build strategic partnerships with their clients.

2. They Add Value
A successful business person can see beyond the immediate goal of simply building their business or career. They see value in giving back to others, in working to ensure their business success is not at the expense of others, because in so doing, they continue to grow and prosper. Some simple but effective examples for independent recruiters include:
•    Being available for value-add free advice
•    Establishing ongoing customer communication such as an e-newsletter, Facebook page or blog that provides valuable and useful information for clients and the community (at no cost)
•    Linking valued customers with preferred providers of useful services or information
•    Establishing and delivering valuable information seminars for clients.

3. They Are Proactive
Successful business people don’t stop at learning about a new field, they are proactive. They take steps to get things done and they do them. They implement new ideas, solutions or systems quickly, regardless of their fear of failure. They realise that in order to progress, they need to take some risks and make things happen. This doesn’t mean they just leap into the dark with the first new idea that pops into their head. Before kicking off a new idea, solution or strategy, they identify what they want the outcome to be, e.g. generate more leads, start a new business niche or create a bigger or more loyal client base. With this in mind, independent recruiters can research solutions, talk to experts, and seek advice in order to actually implement new ideas.

4. They Build a Support Network
Successful business people realise they can’t do it all on their own. They recognise their own limitations and value the different skills, expertise and experience of others. By building a support network of mentors, advisers, experts, specialists, colleagues and friends, they have access to a combination of valuable resources, skills, experiences and talents that are beyond their own abilities. The successful business or sales person sees how their limitations can put a business opportunity at risk, and as such they call on their support network for assistance – whether that is asking a colleague to take on a job, outsourcing a particular process or employing a new staff member. As independent recruiters, how strong is your support network?

5. They Understand Their Clients
A successful business person ensures they understand their target market before trying to influence or sell a new product or service to them. They take steps to understand the needs and wants of their customer and that industry. They learn about what will influence the prospect or customer, what they really want, and then look for ways to deliver on these desires. However, the successful business person also understands this is not done by data collection alone. They understand that trust is all-important to the target market. They understand that if the client cannot trust the influencer (i.e. the business), the client is likely to have doubts and ultimately reject the connection. Successful business people take steps to positively connect with, and support their target market through regular and ongoing communication (e-newsletters, Facebook posts, blogs, emails, personal visits and phone calls) and consistently high levels of customer service. By doing this, a Trusted Advisor relationship is developed. Independent recruiters would do well to strive for that same type of relationship with their clients.

What other things can independent recruiters learn from the business and sales arenas?

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Recruiter Association Insight into Candidate Turn-Downs

by Dave Nerz

image of woman with surprised look on her faceHiring is one part buying and one part selling. Sometimes no matter how hard an agency recruiter works to place a candidate, the hiring company can let the recruiter down. Employers need to be reminded it is just as important to sell the company and the company culture as it is to vet the candidate in an interview. This is more true today with a shortage of quality candidates. The best candidates have other opportunities. The employer better be selling as they evaluate.

A study completed by a recruiter association found that candidates who rejected offers accepted a competitive job offer in about 1-in-3 situations and another 1-in-5 accepted a counteroffer. Counteroffers are growing in frequency and aggression as employers realize the difficulty of finding top talent. One respondent to the recruiter association’s survey said, “We hadn’t seen a counteroffer worth accepting in four years. That has changed now.”

Besides money and willingness to make a change, here are some other things that the members of our recruiter association have reported as employer-driven reasons for candidate turn-downs:

  • Negativity. Some employers will speak poorly of the company, employees, working conditions, and workload. If candidates sense low morale, they are not going to accept the offer of employment.
  • Bad interviewers. Sometimes interviewers like to be “clever” and it just ends up being stupid: the interview that does the “what is your favorite color” question, the “if you could be a rock star” question, the “why are manhole covers round” question. Employers can just send the wrong vibe for dumb reasons. When employers control 80% of the interview time by talking incessantly or when they are unwilling to offer anything that goes off script — that can turn off a quality candidate too.
  • Failure to sell. Tell me about why this is a great place to work. Employers expect that candidates come in sold on the company. True, a recruiter can do much to help there, but most candidates want to have that reinforced by the interviewer. Sell, and the candidate might buy.
  • Lack of preparation. OK, who has not been to the interview where the interviewer is obviously reading your resume for the first time — or worse yet asks you for a copy “to see if you came prepared.” When the interview starts 45 minutes late, there is a problem. Candidates hold employers to standards just as employers do to candidates. It is no more acceptable for the employer to be late or unprepared than it is for the candidate.

Our recruiter association operates on 6 continents and in more than 28 countries, and by all accounts, the shift from an employer/job-driven market to a candidate-short market is well underway in most locations around the world. Agency recruiters will need to work closely with employer/clients to avoid these things that cause candidate turn-downs.

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Waves of EU NSA Resentment Rising Against Safe Harbor Program: Cloud Software Model in Danger?

by Veronica Blatt

image of open padlock with keyboardToday’s guest blogger is Martin Snyder, Main Sequence Technology. Founded in 1998, Main Sequence Technology creates talent acquisition technology solutions wherever and however organizations are built. PCRecruiter is the solution of choice for thousands of third party recruitment, corporate, and outsourced staffing teams across economic models and around the world. PCRecruiter provides comprehensive CRM and ATS functionality converged into database, voice, and email interfaces to empower recruiters to do what they do best with accessible, cost effective technology. Main Sequence is proud to serve the NPA organization and our many individual NPA affiliated customers. To learn more, please visit www.pcrecruiter.net. In his post, Martin addresses how a recent political development could potentially impact recruiting.

Sometimes geopolitical events can come knocking on your own door. As a software vendor of recruiting solutions for customers in many global markets, my employer, Main Sequence Technology, is subject to different laws relating to protection of personal information. Recently, there have been news events regarding the European Union’s Data Protection Authorities (DPA’s) response to the 2013 revelations of massive data sweeping activities directed by or conducted by the government of the United States.

There have been variations in how these recent events have been described.

The Financial Times reported that, “This month, Viviane Reding, the EU’s justice commissioner, warned that the quintessential agreement that makes transatlantic technology business run so seamlessly – the so-called safe harbour directive that allows US groups to operate under American privacy rules while doing business in Europe – will now be reconsidered.”

On 24 July, 2013, the EU Office of the Federal Commissioner for Data Protection and Freedom of Information issued a statement following several weeks of varying activity among the EU DPA community. Bloomberg reported, “German data protection authorities July 24 announced a crackdown on privacy violations involving countries outside the European Union and called for the German government to suspend participation in the U.S.-EU Safe Harbor Program.”

There is a wide range of potential meaning in those two reports. A crackdown could mean immediate and increased enforcements, while a reconsideration would mean no immediate changes. The authorities are either calling for suspension or merely for review. Hunton & Williams LLP reported, “In light of recent developments, the German Commissioners have decided to review whether to suspend data transfers carried out pursuant to the Safe Harbor Agreement and EU standard contractual clauses.”

The text of the Federal Commissioner for Data Protection and Freedom of Information statement states:

“The Conference therefore calls on the Federal Government to provide a plausible explanation of how the unlimited access of foreign intelligence services to personal data of persons in Germany is effectively limited in line with the principles referred to. Until this is guaranteed, the data protection supervisory authorities will not issue any new permission for data transfer to non-EU countries (for example also for the use of certain cloud services) and will examine whether such data transfers should be suspended on the basis of the Safe Harbour framework and the standard contractual clauses.”

Like the reports on the events, the consequences of any changes have been reported in various ways. The Financial Times reported, “If a U.S. provider offers encrypted means of storing [data] in a cloud that would be a technical alternative to increase security. We would consider these measures as we think about whether to grant permission for a data transfer,” said Alexander Dix, data protection commissioner for Berlin, while other observers have concluded that should Safe Harbor be repudiated, American companies doing business in the EU would need to host the data outside of the United States, at least, to remain viable.

How serious are these threats? If you are an EU customer using an American cloud service, are you at risk for disruption? What would American vendors do should Safe Harbor be repudiated? What are the odds of real trouble here?

The threats are serious because they have been made, but on the other hand, these treaties involve the highest levels of commerce and government, and when that happens, things don’t usually move very fast. In the event of repudiation, there would have to be some kind of adjustment period, during which vendors would need to assess their ability to continue providing service under the new regime(s) for each market. In our case, our flagship solution, PCRecruiter, is installed on hundreds of private webservers around the world, so we would likely be able to find suitable hosting arrangements quickly should the need arise. Other cloud vendors may not be so well-positioned.

This is a complex and dynamic situation. American tech companies are notably libertarian and the politics in the United States are in a historically unusual spot with the leftward and currently in-power party being the hawks on this issue. I know that our company has an unshakable commitment to the fundamental principles of data protection; necessity, proportionality and limited purposes in the stewardship of personal information. This one bears some close watching as it could be the kind of trade issue that develops as globalization really starts hitting hard walls of law and custom in various places.

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Headhunter Network Shares 7 Reasons for Slow Hiring Clients

by Dave Nerz

image of turtle representing slow clientsWhen you run a headhunter network, as I do, you hear many good and bad stories about agency recruiting. Lately I have heard that recruiters are growing weary of how slow employers are to act on good candidates. I have been doing an informal survey of what drives this lack of urgency for clients resulting in slow and ineffective hiring decisions.

 

  1. Unclear Job Descriptions. Sometime the speed to hire is slowed by a lack of job clarity. In our headhunter network, I hear about jobs that start off with one set of expectations and by the time the hire is made, the role has changed as have the salary and the expectations.
  2. Change of Management. Agency recruiters have reported slowed decision-making when ownership and managers change. No one wants to make a hire when the company is in flux.
  3. Complex Interview Process. When the list of employer interviews changes and grows, you can be sure the hiring process will be delayed. Those in our headhunter network indicate the fastest decisions are made when the interview process is defined in advance and is maintained through the hiring process. Scheduling third and fourth interviews is one way to make sure top talent is chased away.
  4. Cost of Open Positions Not Understood. Open positions have a cost. Unfilled openings burden the people that must pick up the overflow of work. For positions that are truly valuable, the revenue lost is measured in most companies as 3 to 5 times the annual salary…real revenue that is being lost. If more companies realized this, they would be focused on adding speed to their process. Many times managers that are not “profit centers” but are “cost centers” view open positions as “cost savings.”
  5. Slow is Better Mentality. It is not uncommon for employers to believe that slowing down the process will help them make a better hiring decision.  There is logic in this belief but members of NPA’s headhunter network agree that it only holds true for the disorganized client that does not have a clear position description, a solid management team, and a proven interview process. For the majority of employers, slow decisions assure that the highest quality candidates will be gone before the decision to hire is executed.
  6. No Sense of Urgency. This is usually an extension of the leadership and perhaps a few of the other items listed above. Unless someone is holding the hiring manager accountable for a timely hire, the hire will be a lower priority than other responsibilities. When employers engage agency recruiting firms, firms can act to hold a hiring manager accountable — but only if supported at the leadership level of the organization.
  7. Failure to Understand Market Conditions. This one is a constant source of conflict between agency recruiters and employers. The agencies understand the shifts in market dynamics and employers tend to be informed by external news media reporting. So the employer hears that unemployment is at near record highs and assumes this means they have the pick of talent just waiting for an offer. They do not understand that for university graduates with 5 to 10 years of experience, unemployment is at nearly full employment levels. That means that anyone really wanting a job has one. Employers can mistakenly believe they are in a job-driven market when the shift to a candidate-driven market occurred in months or years prior.

In summary, slow response time is costing employers money and causing them to lose the best available talent. Competitors are hiring the top candidates while other employers are leaving positions unfilled. Moving too slowly to extend offers to qualified candidates is sacrificing a competitive advantage. Scheduling that 3rd or 4th interview may cost an employer the best talent. Sometimes employers need to learn the hard way. Agency recruiting firms can act to inform employers, but employers need to adopt a “get it done now” sense of urgency in order to compete for top talent in today’s market.

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Three Important Considerations When Starting a Recruitment Agency

by Veronica Blatt

image of starting lanes on a running trackIf you’ve been thinking of starting a recruitment agency of your own, you’re probably already aware of the importance of developing both a good business plan and a good marketing plan. Here are three other important considerations:

1. Have enough money. Conventional wisdom states that you will need to have enough cash reserves to support your new business for 18 months with no revenue. Historically, half of new business start-ups fail within the first five years, and a significant portion of those failures are due to being undercapitalized. Before starting a recruitment agency, figure out where the money will come from – personal savings, loans from family or a business partner, conventional financing, etc. Trim your personal overhead as much as possible so that you can still pay your household bills on a greatly reduced – or nonexistent – income.

2. Have a plan to run a business, not just a desk. If you’ve been a successful recruiter working for someone else, it’s easy to think that starting a recruitment agency of your own will increase your personal income. That’s not necessarily true. When you’re working for someone else, you’re responsible for your personal production. You may have help in the form of administrative or research support, or even business development, which allows you to spend your time on what you are good at — making placements. When you go out on your own, your budget may not allow for administrative or research support. You’ll be responsible for business development (which does not include the clients and candidates belonging to your former employer, right?). And you’ll have to do all the other things that come with running a business like bookkeeping, paying taxes, and dealing with service providers (website developer, telephone provider, ISPs, etc.). All of those things leave less time for making placements, which probably means less money.

3. Decide if you want to go it alone, purchase a franchise, or join a recruiting network. Starting a recruitment agency is a risky venture, just like any other start-up. There are different business models to consider, which can impact the risk:

  • Go it alone. Use your own knowledge and a “bare-bones” style such as a laptop and Skype from your home when starting a recruitment agency. This option allows you to be completely entrepreneurial and requires the least amount of upfront cash. It’s also the riskiest option, because you won’t have any support to keep your fledgling business moving. What if it takes 6 months to land your first client? A year to make a placement? Can you survive that long?
  • Purchase a franchise. A recruiting franchise provides you with infrastructure for your business, training, possibly software, advertising, market penetration, and other support. However, there is a very high cost of entry — anywhere from US $25,000 to US $200,000 — and you’ll be paying franchise fees (typically 5% – 9% of your gross revenue) every month. It can be difficult and expensive to leave the franchise if it’s not working out for you. It can also limit your autonomy as a business owner. If you like a corporate model with lots of training, a franchise can be a great option.
  • Join a recruiting network. There are formal and informal networks, free and paid. A recruiting network provides you access to candidates, jobs, trading partners, and peer support. All of these can make starting a recruitment agency a little easier. You can provide candidates for your trading partners’ jobs, or rely on partners to source candidates for your jobs. And it’s invaluable to be able to call up another recruitment agency owner for advice. Your partners will lift you up when you struggle and celebrate your successes.

Starting a recruitment agency is an exciting prospect with a high income potential. Do your homework, develop a great plan, and look for options that provide affordable support to increase your odds of success!

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Independent Recruiters, Do Your Clients Insist Industry Experience is Required?

by Veronica Blatt

Today’s post is from Russ Bray with Southern Recruiting Solutions in Tampa, Florida. Russ is a two-time member of the NPA Board of Directors, as well as a long-time member of the network. Southern Recruiting Solutions specializes in placing professionals in the chemical, oil/gas, and manufacturing industries throughout the U.S.

image of newspaper career sectionAs independent recruiters, how often do we hear from clients that industry experience is REQUIRED? A lot! Because of that I wanted to share with you a little detail about a split placement I just did. A trading partner placed a candidate of mine into a maintenance manager position with a chemical industry client of hers. What was interesting is my candidate had no prior chemical industry experience! She also told me she placed someone from the aerospace industry into chemical.

The candidate and I had talked about this during my initial phone screen. He had done some job searching on his own, talked to some other independent recruiters, and knew the scenario. Chemical and oil/gas companies would not consider his background because he worked in the steel industry. (Note: I’m not picking on the chemical industry. It just so happens that’s the area I’m working in currently. In my previous experience recruiting in information technology and aerospace/defense, I heard the same thing.)

Everything else about him looked good in my opinion. Good tenure, degree, reasonable salary, professional to work with and we both felt a lot of the equipment in the steel plant was similar to what is used in a chemical facility.

Well, kudos to my trading partner for giving him a shot. Her client saw the value in the candidate as well.

What makes this a more critical problem today? Earlier this year, NPA members listened to an industry speaker quote some Department of Labor statistics about the talent shortage. Some of you will also know what I am talking about. From now until about 2020 we are facing a shortage of professional personnel in the 6-20 million ranges. Share that with your clients next time you speak with them. Also let them know that other companies are making some concessions for this very reason. It’s a variation on the saying, “Don’t let perfect get in the way of good.” Lou Adler would say this is what is wrong with skills- and experience-based job descriptions, which focus on what a candidate HAS instead of what a candidate can DO. By helping clients define success based on performance instead of on skills and experience, independent recruiters might find a lot more opportunities for great candidates who come from similar – but not exact – industries.

Obviously there are jobs where industry experience is mandatory and you’re not going to change their mind. But in addition to listening to your client (regardless of the industries you work) remember that as independent recruiters your job is also to advise your client on whether their expectations are realistic. If the job has been open for six months, obviously there is a problem.  A good question to ask when taking the job order is, “If I can show you a candidate that meets the vast majority of your requirements but comes from a different industry would you like to see him/her? This could allow you (the employer) to fill this position much quicker and stop the job vacancy from costing your company money.”

What is your experience with clients hiring candidates from a different industry? What do you hear from other independent recruiters? Comment below!

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Agency Recruiting Under Counteroffer Attack

by Dave Nerz

fencer-lungingAgency recruiting firms have long repeated the stories of employees accepting a counteroffer only to be fired weeks later. We have all heard the numbers. Eighty percent of employees accepting a counteroffer are gone within a year of accepting the deal. That doesn’t stop counteroffers from happening. More and more employers are using counteroffers as an active strategy. They have become aggressive during recent years.

At one time, many employers refused to make counteroffers. Instead they accepted the resignations and asked employees to pack up immediately. Where there was no competition to the recruiter, now there is an all-out battle with agency recruiting businesses. Companies are aware of the cost-to-hire, the cost of positions left vacant and most importantly how easy it is to offer a candidate a big increase that they will never fully payout. Employees are by nature willing to entertain the counteroffer as it means less change in their lives and if the employer is creating a perceive windfall, all the better. This change may be largely a result of the shortage of good employees. Employers, desperate to hang onto top talent in this tight labor market, have been increasing the use of the counteroffer. Yet experts agree, accepting a counter is typically a poor career move.

What are agency recruiters to do? 

Those working the agency recruiting side of the equation need to prepare for the counteroffer on the initial candidate contact. Make sure you know the motivation for change and confirm it on every call to the candidate. The motivators are rarely just money. While the existing employer can beat the agency recruiter’s new job’s salary offer, they cannot effectively address poor company culture, bad managers, and the host of other reasons the candidate started a search with an agency recruiter in the first place.

What have you experienced? How many recent turn-downs are a result of a counteroffer? Are the wage increases significant? Have those accepting the counters stayed? How long? Do you see this in one industry or profession more often than in others?

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3 Things Every International Recruitment Agency Should Do Right Now

by Veronica Blatt

image of a lightbulb representing recruiting resourcesIn order to remain relevant with clients and job seekers alike, every international recruitment agency should do these three things right now:

1. Review your website on a mobile device. Google has recently announced that it will begin penalizing websites that offer a poor experience for mobile users. Since 57% of all job searches are being done from a mobile device, no international recruitment agency can afford a penalty from Google. What is meant by a ‘poor experience’? Lots of things, but particularly broken navigation or interior pages, as well as redirects from a mobile site to a ‘regular’ site. What’s the best way to tell if your site is as risk? Check it out on a mobile device or two. What to look for:

  • Does your site automatically resize and/or re-orient depending on the device?
  • Does the navigation still work on a mobile device? I have encountered many sites where the home page looks great on my Android phone, but when I try to use the menu to go to a different page, nothing happens.
  • If you have a mobile site, (one with an “m” in the URL, like m.domain.com or domain.com/m), are all of the pages included in your mobile version? Or do some pages link back to your main site?

If you notice that your site doesn’t perform as expected on a mobile device, fix it NOW.

2. Get a social media dashboard (especially if you are using Twitter). It’s hard to imagine an international recruitment agency that is not using some form of social media these days. Invest in a good dashboard to help manage the activity, especially if you are using Twitter. A social media dashboard is simply an organizational tool (software) to help you manage your social media activity. It can include features such as the ability to monitor one or more social networks, automate posting to multiple channels, schedule posts, and reporting/analytics to help you measure results. If you are using Twitter, a good dashboard is even more essential because the volume of Tweets can be overwhelming to follow. There are lots of great dashboards available. Here is a good blog on what to look for in a dashboard.

3. Switch your browser to Google Chrome. Google Chrome offers some powerful plug-ins that can be really useful for an international recruitment agency. A  few to consider:

  • Falcon.io – Falcon is an extension that offers rich social profiles from across the web. It’s a great way to get a lot of data, fast, on what a particular candidate is doing/saying across the web. In other words, you can use ONE social media profile to find OTHER social profiles belonging to that same person.
  • WhoWorks.at – Let’s say you are looking at the website of a potential client. Click the WhoWorks.at icon and you will immediately see a list of all your first-degree LinkedIn connections who work at that company. Pretty nifty, right?
  • TalentBin – Similar to Falcon, but for recruiting in the IT/tech space. TalentBin drills down into sites like Stackoverflow and Quora, where techies are known to hang out. The downside is that you may need to pay for a premium account to access all the functionality.
  • PageMonitor – PageMonitor allows you to set up an alert that will notify you anytime a particular webpage you are interested in gets updated. How would you like to be notified whenever your clients updated their career pages?

What’s the best tip you can share from YOUR international recruitment agency? Add a comment below!

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How Agency Recruiters Can Work More Effectively with Clients

by Veronica Blatt

red-fortune-cookieToday’s post is courtesy of guest blogger Kimberley Chesney. Kimberley is the owner of Prime Management Group in Canada, with offices in London and Kitchener (Ontario). Kimberley is a long-time volunteer for NPA, currently serving as Chair of the NPA Board of Directors.

Why is it that clients are asking for so much information before they make a hiring decision? One of the frustrations agency recruiters have is working with clients who are slow to pull the trigger and HIRE!

When this type of thing happens, it is a good idea to learn something. For example, if this is a new client and you haven’t worked with them before, chances are, you don’t know much about their decision-making style. Many so-called hiring authorities are just one link in the chain of command and really have no sole discretionary powers to actually create the offer of employment. Unless you are dealing directly with the owner of a firm, you are likely faced with a situation where there are multiple inputs coming from different parties before the hire actually happens. Your contact may be asking people’s advice from inside as well as outside of the company. Suddenly, everyone becomes “recruiting experts” and they start adding layers of opinions, sometimes clouding and delaying the big decision.

A good practice is for agency recruiters to evaluate how decisions are going to be made before starting the search process. In a bureaucratic “cover your behind” type of environment, you will just need to breathe and take it one step at a time. Delays will happen. On the other hand, in an entrepreneurial environment where decisions can happen quickly, agency recruiters must be prepared to provide the required information in a timely fashion so the client can respond.

For example, how many of you actually do a Google or other type of internet search on the name of your finalist candidate? Sounds simple, but you can be sure those so-called recruitment experts are searching Facebook, LinkedIn, etc. and looking at what your candidate is all about. Agency recruiters who skip this step could end up in an awkward situation if the client finds out something before they do!

Successful agency recruiters never assume they are being paid to provide a name and a resume. A robot can do that. What are you doing to allow the client to make an informed hiring decision? When you send them that invoice for a nice big fee, will they look at it and say, “That was worth it,” or will they be left wondering, “What did I really get for that price?”

Stop and think about what you are actually sending your clients. Is it what they want and need or is it just something you think they should have? Too much or too little? You need to decide — and it will be different for each client!

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