FISASI 2006-7-13 09:56 AM
On Becoming a Great Recruiter
We're into the fourth week of our eight-week program on becoming a top 10% recruiter. By now, you should have taken the online recruiter diagnostic to benchmark your current performance. You might want to take it again to see how much you've improved so far. Here's the link to our Recruiting Challenges 2006 survey. This is one you'll want to take. Participants will learn where they stand among their peers in both performance and compensation.
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Last week, ideas were presented as to what you needed to do to find more strong, active candidates. The key: Be different. Ads must have an engaging title and a compelling employee-value proposition. Ads that are just like everyone else's or can't be found are non-starters. If you want to hire top people, your ads must offer career opportunities, not just another job. These ads are just as important if you want to attract and hire top passive candidates. These top people will read your online posting to see if the job you're offering is worth evaluating. So, if it isn't anything special, the great recruiting and sourcing techniques described below will prove valueless.
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Let's get real. I'm leading a search right now for a Fortune 500 group vice president of marketing for a consumer products company. Without working too hard, I found 65 possible passive candidates on ZoomInfo, 27 on LinkedIn, and another 30 using a few Internet data-mining techniques Shally Steckerl taught me. It will take me approximately 31 hours (at 15 minutes each, on average) to call these 122 people and then recruit and qualify those I connect with. If history is any guide, 15-20 of these people will have been worth calling (meaning the person is a good person who is either very interested or knows someone who could be very interested), and from these, one to two people will wind up as candidates I'll present to my client. This is a lot of work for such meager results.
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On the other hand, if I call the best 20 candidates from all of the lists based on their titles and companies, get 75% to call me back, and get two or three prequalified referrals from each one, I can do this work in less than a day. Better yet, if I'm really good at getting these referrals, I should wind up with four or five very interested and highly qualified candidates. It will take another two days to process these referrals. So, in 75% of the time, I'm able to get more than three times as many top candidates. This is a 400% increase in productivity! And, that's the secret to hiring more passive candidates: Be great at getting highly qualified referrals.