| Tips for recruiters to build better credibility and | | | | network. Use personal networking to uncover groups |
| relationships with their buyers | | | | to whom your target is already connected: |
| In the second of this three-part series, we'll focus on | | | | - Industry user groups |
| best practices to demonstrate your expertise as a | | | | - Business networks |
| recruiter and build trust with buyers to get more | | | | - Academic, professional, company and alumni |
| business. | | | | associations |
| The five tips below will help you address this common | | | | - Service, social and philanthropic organizations |
| frustration held by HR: "Why are these recruiters - | | | | 3. Fish in a stocked pond with a baited hook. |
| who claim to be experts at sourcing - cold calling me, | | | | Employers who are hiring make it known that they are |
| with no real research into what our company does or | | | | hiring in order to bring in the most desirable candidate. |
| what kind of people we need? They're just selling. | | | | You can cut out a lot of cold calls by calling companies |
| Their lack of research is a real turnoff." | | | | you know are hiring. Approach the buyer with a |
| Best Practices: | | | | formula for a solution to their hiring needs: |
| The first impression you make on potential buyers | | | | - I see you're currently recruiting for an ABC position. |
| comes in that first call. Your understanding of that | | | | - I assume you're getting a lot of response to that |
| prospective client's business and needs, and your tone | | | | advertisement. |
| and approach on the phone are an audition. It is | | | | - I wanted to connect with you because ABC |
| important that recruiters not forego the thought and | | | | searches are one of my areas of specialization. |
| pre-planning to make the calls. Unfortunately, many | | | | - My clients are telling me that they are getting more |
| recruiters focus on quantity, rather than quality. They | | | | quantity than quality in this market and that the high |
| play a numbers game hoping to generate leads based | | | | performers they need are still hard to find and recruit. |
| on the number of phone calls they make. However, | | | | - That's when they call me. I am working with several |
| when your potential buyer feels like a number, you can | | | | very strong ABC candidates that I thought you may |
| forget about winning their business. The best recruiters | | | | be interested in hearing about as a comparison to the |
| use intel to accelerate the sales process. | | | | response you're getting on your own. |
| 1. People first. People prefer to do business with people | | | | 4. Let your candidate open the door to new target |
| they like and trust. So, do your research to understand | | | | companies. Candidates with a specific knowledge of a |
| the company, but go one step further and use social | | | | particular market or industry are not only valuable to |
| networking tools and web searches to learn more | | | | your client but also to you. Leverage the power of a |
| about the decision maker. Consider the following | | | | well-connected candidate to get referred, create |
| factors when approaching the hiring manager: | | | | opportunity and to provide inside information that builds |
| - What does he/she emphasize in his/her background? | | | | credibility. |
| - What does his/her past employment and career | | | | 5. Balance preparation with execution. With the amount |
| progression tell you about him/her? | | | | of information available via the internet there is no |
| - Beyond title, what is the scope of his/her role and | | | | excuse to approach a client blind. At the same time, |
| size of his/her department at the company? | | | | recruiters must maintain a balance between the |
| - What professional organizations does he/she belong | | | | research and actually following through with the |
| to? | | | | execution. All the information in the world is useless if |
| 2. Get referred. Recruiters must understand that | | | | you never initiate contact with at prospective buyer. |
| referrals are the lifeblood of their recruiting efforts. All | | | | The adage that your calendar reflects your priorities is |
| of the people you interact with (placed candidates, | | | | true. Carve out separate blocks of time in your |
| active candidates, existing candidates, colleagues, etc.) | | | | calendar for calls and research and you're essentially |
| are potential referral sources. You just have to ask. | | | | making an appointment with success. Top performing |
| As you are researching the hiring manager, you will | | | | recruiters spend 1 hour on research and planning for |
| uncover information about him/her that you can use to | | | | every 3-4 hours of contact. |
| make credible connections to other people in your | | | | |