Blog
Posted on: Monday, April 12, 2010
Avoiding Declined Offers and Accepted Counteroffers
In today’s frantic employment market, there are many recruiters moaning about how they would be billing top dollars if not for their “bad luck” in having their candidates either decline offers or accept counter-offers. They do this in the (mistaken) belief that their skill as recruiters had nothing to do with this state of affairs. I doubt that Roger Federer rationalizes any defeat by Rafael Nadal as “bad luck.” I suspect that Federer identifies the specific skill differential between himself and Raf and then goes about doing his best to close the skill gap. That’s what champions do – they truly understand the adage “the harder I practice, the luckier I get.”
So what’s the cause of the skill gap that has some recruiters appearing to suffer more than their fair share of misfortune at the hands of “weak” or “deceitful” candidates at the offer stage? In my experience it boils down to the recruiter not understanding the difference between candidates’ rational motivators and their emotional motivators, and how this difference affects candidates decision to stay or go when confronted with the reality of leaving their current employer.
by Ross Clennett
Click To Read Full Article
Posted on: Sunday, April 11, 2010
From Recruiter to Trusted Business Advisor
Here today, gone tomorrow. Recruiters are often viewed by clients as being a dime a dozen . . . one is as good (or bad) as the next. But a select few, the very best of our industry, transcend the traditional role of recruiter to become a valued and trusted business advisor in the eyes of their clients. This elevated status is a hard-earned honor that brings multiple benefits to recruiters and recruiting firms.
When you become a true partner with your client, you are no longer viewed as an outsider, but as an integral part of the hiring culture. You have evolved from a tactical to a strategic professional relationship. You face little if any significant competition from other recruiters and you will be granted access to everyone, including the top officers in the organization. Your emphasis will shift from making a placement to managing multiple projects. And ultimately you will encounter very little fee resistance.
How can you make the all-important transition from outside recruiter to that of a trusted business advisor? A few words of wisdom may be able to help you establish this rewarding relationship.
It’s not about the fee . . .
by Jon Bartos February 1st, 2007
Click Here To Read Full Article
Posted on: Saturday, April 3, 2010
Why Recruiters Are Worth What They Charge
“When I need a heart by-pass, rest assured that I won’t select my surgeon on the basis of what he charges.”
That’s what an ailing executive recently opined when he was informed by his doctor about his arterial blockage problems.
Why then are corporate executives so tightfisted when dealing with what is so commonly thought of as the “heartbeat” of their companies . . . top-talent?
Companies think very little about paying the often excessive fees charged by their outside accounting and legal firms . . . or even to the gaggle of consultants who promise cost-cutting and streamlining miracles in other areas of operations.
Yet, when faced with brain drains, talent deficiencies or the need to replace one employee with a better one, their thoughts too often turn to parsimony. This K-mart mentality belies and contradicts their stated objectives to “hire the best,” especially at pecking order levels below the “big picture” executive suite inhabitants.
Author: by Paul Hawkinson/2005
Click Here To Read Full Article