There is belief by some Firms that software industry candidates are waiting to be contacting by them. This is not true and if you're a Hiring Manager with that approach, it could cost you dearly.
So the purpose of this document is to share with you what the top Software Firms are doing to attract the best....even if you are not at the stage of utilizing a sales or technical recruiter.
Contact A Reputable Recruitment/Staffing Firm
Even if you're not at the stage of engaging a Recruitment/Staffing Firm, it is well worth having a discussion with them and asking them a few questions such as:
What is the market like for the type of candidates you are looking for?
Get their feedback on salaries for the role you are seeking to fill.
The advantages are that there is no cost or obligation. Recruitment Firms tend to have their ear to the ground and know the market well.
Once you have done that and you have a good overview of the role, then the first thing you must do is get the vacancy on your website. This could save you a lot of time and money.
Following are some ideas to ensure you are getting the most out of your current company website:
This is a great FREE resource for candidate attraction
In the meantime, create a compelling job description.
This is absolutely essential. Describe what you must see on a Resume to know that the candidate is right for your business.
Law and Recruitment
The entire recruitment process must be within the law, for the protection of the candidate, the organization and YOU as the Hiring Manager.
Much legislation surrounds non-discrimination in employment practices and aims to ensure that individuals are treated fairly and not discriminated against. Certain groups of people are protected under legislation.
Discrimination may be direct or indirect. Direct discrimination involves treating an individual less favourably than another because of their gender, sexuality, race, disability or age, etc. Indirect discrimination occurs when conditions or practices are applied that are not necessary for the job and which disadvantage a significantly larger proportion of one particular group than another. For example, a requirement for candidates to be over six feet tall would indirectly discriminate against women, who are statistically less likely than men to be that tall.
Now that you know the qualities you are seeking, the next step is to put a process in place
Putting Selection Information Together
Allow time to review candidates
Create a simple scoring your candidates against your criteria
Ensure that all decisions are based on factual and unbiased information
Making The Offer
Contract Law - This forms part of common law. When an offer of employment is made and accepted, there is a binding contract between the two parties. Once a contract has been agreed, it confers duties on both parties, which are based on mutual trust and confidence in one another.
Handling The Unsuccessful Candidates
Go out of your way to attract the best candidates. Talented people always have options and are in demand. They don’t have to work for your company, but they might want to!
If you don’t get it right, your competitors will... Then you will really have some challenges.
Getting a clear process in place is a step in the right direction to ensure you are doing everything possible to attract top software candidates to your firm.
Hiring managers...I would like to show you a way to save over $35,000 per year on your existing recruiting budget while generating superior results:
There is a way out of these extra costs that will greatly benefit your company and save over $35,000 yearly while generating superior results:
We would like to become your internal Contract Recruiting Team working as an extension of your organization. We will provide highly qualified and screened candidates to your firm for a very affordable and predictable monthly retainer of $3,000 for 12 months.
Avoid all hidden expenses associated with an additional in house recruiter and receive unlimited recruiting for any number of opportunities by a dedicated software industry recruiting team with over 20 years of experience.
We also understand periods of slower or limited hiring....we will include a complimentary 3 month "hiring holiday" with your program. Pick any 3 months of the year to pause your agreement and invoicing.
Bridgepoint Search serves needs for VP of Sales, VP of Marketing, Sales Executives, Inside Sales, Presales, Solution Engineering, QA, QC, and Software Development.
Contact Bridgepoint Search today at 470-239-4842 or email to email@example.com
Over the past 9 years, I've watched job boards and social networks threaten to completely eliminate the Executive Recruiting industry and solve all your hiring problems in one click.
What has happened? Recruiters are now some of their best customers...and that is out of necessity! They all have failed hiring managers miserably by eliminating the personal touch and process required to attract top performing professionals to your company. Additionally the skills based job descriptions posted on these sites serve to actually repel the best candidates right off the bat.
What have I learned? There is no 'silver bullet' technology answer to solving your hiring problems.
The technology has resulted in data overload that gives the impression of a candidate surplus. Hiring with a candidate surplus strategy flaws the recruiting process from the onset. Successful Sales and Management recruiting takes time, experience, working capital, and most importantly requires a candidate scarcity strategy.
In other words, as a hiring manager, do you want to hire the best person available? Or do you want to hire the best person that applied to your poorly written skills based job description?
In a candidate surplus model, the idea is to get as many candidates to apply as possible, weed out the weak, and hope that a few decent candidates remain.
With a candidate scarcity strategy, the premise is that the demand for top talent is greater than the supply. With this strategy, companies need to make sure they put the necessary resources in place to attract and hire top candidates...even though the candidates likely have multiple opportunities available to them.
The recruiting technology has, however, allowed the recruiting process to evolve. For example...my recruiting firm, Bridgepoint Search, previously hosted rows of filing cabinets full of software sales and management resumes decorated with highlighted search terms. We would go through them all by hand.
Now...sleek desktop machines hold 100X the number of resumes and resources we could have ever imagined.
But the challenges have also multiplied...hundreds of job boards are all competing for your attention each with their own version of 'data overload' and candidate surplus strategies. They are encouraging you to compose job descriptions that actually repel the best people from the onset!
If you want to take control of your hiring process, embrace the candidate scarcity strategy. Put the best resources in place to attract and hire top people despite your competition. Adjust your job descriptions to reflect performance profiles that describe on the job success instead of a laundry list of skills. Top candidates often view skills based job descriptions as lateral transfers and eliminate themselves from applying to the opportunity in the first place.
If you want to eliminate the challenges preventing top candidates from joining your organization, contact me today at 470-239-4842. Learn how we can help... risk free!
Dave Drohan Bridgepoint Search 470-239-4842 firstname.lastname@example.org
I'm Not Sure You're A Fit For The Role...
(Excerpt From Mitchell Harper's Entrepreneur Article)
'I’m not sure you’re a fit for the role…'
This interview technique works best when you’re hiring people with strong personalities that need to push through constantly hearing “no,” such as for sales reps or sales leaders, and it’s more of a comment than a question. By simply making this statement, they can do one of three things. They can ignore you and skip over the comment. They can agree and try to move on. Or, they can try to sell you on the benefits of bringing them into your business, specifically focusing on the main reasons you can’t afford not to hire them.
These questions aren’t a silver bullet for hiring superstars, but they’ve allowed me to better decide between people who will and won’t be a fit in the business, and their ability to achieve success in their role.
Outside of asking questions, never overlook your gut feel during an interview. If something doesn’t feel right or you’re not absolutely certain about hiring someone, then say no -- every time.
It will take longer to hire the right person, but you want to build a company full of people that are right for their roles, instead of people that came along at the right time.
This is an excellent article that all software sales hiring managers should read! David Baga condenses years of sales hiring expertise in this detailed guide to building a winning sales team:
Chief Sales Officer at Lyft
I can't run an HR department because I swear like a trucker. I can't be a designer because I used MS Paint for my daughter's birthday invitation. I don't like to brag, but, you know what? I'm gonna for a second. What I can do is build killer sales teams. I’m not gonna lie, it’s a lot of work, but if you get it right...well the results will speak for themselves.People ask me: how do you do it?
And I always tell them: the number one thing to get right is people. The success of your team rests entirely on the quality of people you recruit, hire and retain.
You’re probably thinking: “Duh, David, I know that. But I keep making bad hires. How do I get a winner next time?”
For the sake of frustrated managers everywhere, I’ve boiled down the process of hiring sales stars into four simple steps. Here they are, in order:
Step 1: Knowing What You Need In A Candidate
Before you even think about posting that job opening, you have to define:
I’m sure you’re all nodding your heads in agreement that this sounds like a logical first step. But in my experience, most people don’t do this. Or they don’t do it well. Let’s change that.
Defining Ideal Background and Skills
Ask yourself: what will this person actually do on a day-to-day basis?
Is it cold calling or following up on leads sent over from marketing? Will she contact senior level execs directly or spend her days working with receptionists and gatekeepers?
Take the time to truly understand what you need from this position. It will help you determine which skills and experiences you need to see on an applicant’s resume.
You: But I know in my head what I’m looking for in a candidate.
Me: Great, then it will only take a minute to get it documented.
Defining Cultural Fit
Nothing can sink a team faster than hiring someone whose personality clashes with the rest of the group. Trust me. I’ve been there.
The exact personal attributes you need in a candidate depend on your team and company’s culture. But there are a few qualities I believe are inherent to sales success. The most popular answer to a Quora forum on the best practices for hiring salespeople was posted anonymously, but I think it’s perfect:
“Great salespeople must be courageous, competitive and hungry. They also need enough intelligence to get the job done.”
But past all that, there’s really this one thing. Grit. In his Entrepreneur article, “The 5 Characteristics of Extraordinary Salespeople”, Jason Wesbecher, points out that baseball great Derek Jeter struck out more than 1,800 of the times he was at bat. But he never let the fear of missing the ball distract him from his goal of hitting a home run.
Being a sales professional requires a special kind of mental toughness to ignore all of the times the word no is spoken in pursuit of yes.
Well said, that’s grit.
Defining The Critical Factor To Success
The final step in the process is defining the single make-or-break trait in this role. Above all the other skills, what must this person excel at in order to succeed?
I’m a strong believer that someone’s track record is the best indicator of his or her future success. If you want a superstar closer, look for candidates with extensive negotiating experience. If you’re hiring an outside sales rep, look for extroverts who thrive in social settings.
Step 2) The Divide and Conquer Interview
How many times have you gone into an interview and nobody even told you what to look for in a candidate? "Just go in," they say. "Just see if they're good." That's not helpful! And when you’re up against sales candidates it’s even worse. Most salespeople are very charismatic and incredibly good at making people like them. That’s also what makes them such a tough group to interview.
Too often I’ve seen sales managers end up having a long, meandering conversation with a candidate in lieu of a real interview. Six months later the managers realize the person they’ve hired is a complete misfire and they’re scratching their heads wondering: what went wrong?
You: (nods silently)
In order to make a proper hiring decision, you need a 360-degree view of the candidate. The easiest way to get this is with a divide and conquer interview.
What’s that, you ask? Let me explain.
Before you posted the position, you defined the skills, personality and critical success factor you needed in a candidate. Good job! In theory, the people you’re about to interview all match these criteria.
Now, rally the members of your current team and divide them into three roles. Each member of the interview team will interview the candidate for 30 minutes, focusing exclusively on the applicant’s skills, personality, or the critical factor to success. I’ll show you how each interview is done.
Divide And Conquer: The Skills Interview
This interview goes into the nuts and bolts of the candidate’s resume. Every bullet point, every number, every date is scrutinized. Who did the candidate work with at each position? What did he or she do on a daily basis?
This team’s goal is to ensure the interviewee has the necessary skills to get the job done.
Need some help? Here’s my [skills interview guide].
Divide And Conquer: The Personality Interview
This group focuses on character and cultural fit. They want to find out what keeps the candidate working hard in the face of adversity. What books does she read, what courses is she taking? What does this person do on the weekends?
This is a critical component of the interview process. Make sure you do it right. Let me help:
Finally, the third interview focuses on the number one critical factor to success, going deep on the candidate’s experience cold calling, prospecting, or thriving in a customer-facing role.
Unlike the skills interview, you’re concentrating only on the one area of expertise this person will need to thrive in the position. Depending on what you’re looking for, you can either work through a specific role play or have the candidate present a full blown sales simulation.
And you’re done! In less than two hours, the divide and conquer interview technique gives you terrific insight into whether the applicant before you is a box of rocks or a sales rock star.
Me: You’re welcome.
Step 3) Instant and Unanimous Decision Making
Now that you have a clear understanding of the candidate’s qualifications and personality, you have to decide by the end of the day whether you will offer her the position. And everyone on the team has to agree.
You: David, you’re crazy; my team can’t make a unanimous decision by the end of the day!!
Me: Yes, you can. And you have to. Here’s why:
Making an instant and unanimous decision gives the candidate insight into how your team works.
Sidebar: “Velocity” is one of my favorite words in sales. I believe people stretch out sales cycles unnecessarily. They allow too much time to pass between meetings, deliverables, and deadlines. Instead of asking: “what’s your schedule like next week?” we should be asking “what’s your schedule like this afternoon?” I try to inject velocity into virtually everything my team does, especially hiring.
Step 4) Background Checking Like You’re On Law and Order
You: Well I’m done. I’ve got my perfect candidate. I’ve got my verbal commitment. Now it’s HR or the recruiter’s responsibility to handle the background check.
Me: Not so fast.
I always ask the hiring manager to conduct their own reference checks. Think about it: HR doesn’t have to work with this person. And the recruiter’s measure of success is candidate on-boarding.
It’s the hiring manager’s job to make sure you hire the right people. The consequences of leaving it up to someone else are too costly in terms of time, opportunity cost, and team morale. That’s why you have to take full advantage of the reference check. This is your only chance to get an outsider’s perspective on the candidate. You want to learn everything you can about this person’s execution, personality and character.
And remember, candidates only list people they’ve had successful working relationships with as references. During the conversation, you want to be alert for any red flags that signal you may be about to hire someone who can talk a good game but can’t execute. Don’t be afraid to follow up if a comment piques your curiosity.
Here are some of the questions I like to ask during a reference check:
For a complete guide to handling the reference check, download my free quick and dirty reference call checklist.
Next steps. If you’ve followed the steps above, congrats! You have improved your odds of making a great hire dramatically. Now all we have to do is make sure their first 30 days are as productive and meaningful as possible.
If your reps are experiencing any of these symptoms, contact us today to learn how we can help.
Here are some of the signs to watch for:
(Excerpts From the Heavy Hitters Sales blog by Steve W. Martin)
-Talking too much on a sales call and not listening to the customer enough.
-Presenting the same pitch in the same way to every customer. They don’t know their customer
or product well enough to drive account strategy.
-Assuming information they don’t know, thereby taking the wrong action.
-Wasting time with many accounts and not focusing on the winnable accounts.
-They don’t put themselves in the position of being their own customer.
-They don’t take the time to continuously analyze their performance.
-They don’t understand how to marshal their resources or use their manager.
-They set unrealistic customer expectations or make commitments that their product or company can’t fulfill.
-They expect to win the deal without a coach (internal champion inside the account) or think they have a coach when they don’t.
-Most importantly, they are not consistently closing business.
-They wait for the prospect to request a quote from the market, they don't realize they have to get to the prospect BEFORE this happens.
-They don't sell to decision makers.
-They ONLY sell to decision makers (and upset everyone else!)
-They ignore the "personal wins" the buying influencers must feel related to dealing with them.
-They say they are "better" than their competitors - they don't realize they have to be different.
-They don't actively and continually measure whether or not the prospect is "coming along for the ride" (ie qualifying).
If your sales reps are experiencing any of these symptoms, contact us today to learn how we can help.
Are you a hiring Manager? This information could save your job, save time, save money, and maybe enhance your career!
Do you know that there are questions you should NEVER be asking when conducting a job interview?
As a hiring manager how do you know what's fair game and stay compliant while getting the information you need?
State and Federal Anti-discrimination laws are designed to assure that employers hire based upon skill, and NOT based on stereotypes.
Questions about any of these topics can result in complaints, lawsuits, or even losing your job!
It is illegal for an employer to ask questions about race or skin color. Unless appearance is a Bonafide Occupational Qualification (BFOQ) you cannot be required to submit a photo with an application. An employment application may include a space where you voluntarily indicate race.
An interviewer cannot ask if you are a U.S. Citizen before making an offer of employment. The Immigration Reform and Control Act of 12986 (IRCA) makes it illegal for employers to discriminate with respect to hiring, firing, or recruitment or referral for a fee, based on an individual's citizenship or immigration status. For example, the law prohibits employers from hiring only U.S. citizens or lawful permanent residents unless required to do so by law, regulation or government contract; it also prohibits employers from preferring to hire temporary visa holders or undocumented workers over qualified U.S. citizens or other protected individuals, such as refugees or individuals granted asylum.
What a lovely accent, where are you from?
Where were you born?
Are you eligible to work in the U.S.?
Could you, once employed, submit documentation to that effect?
Companies now require all employees to fill out an I-9 form, in order to confirm that you're a citizen or resident who is eligible to work. If fluency in a language other than English is a job requirement, an employer may ask how you learned that language.
Marital or Family Status:
Under the provisions of Title VII of the Civil Rights Act of 1964 as amended by the Equal Employment Opportunity Act of 1972 an employer cannot make assumptions relating to the personal life of the applicant. He cannot also ask questions on the candidate’s personal life unconnected with performance or functions of the concerned position. The employer must not embarrass the candidate by posing questions of such nature.
Illegal marital or family status questions:
Is this your maiden name?
Do you have or plan to have children?
Can you get a babysitter on short notice for overtime or travel?
Do you have children?
How many children do you have?
Who is your closest relative to notify in case of an emergency?
What do your parents do for a living?
If you get pregnant, will you continue to work, and will you join after maternity leave?
The employer can easily convert such contentious questions into harmless lawful queries, as follows.
Legal questions on marital status or family background:
Have you worked or under another name?
Are you willing to work overtime or travel?
Are you willing to relocate?
You'll be required to travel or work overtime on short notice. Is this any issue you?
What is your experience with "x" age group?
In case of emergency, whom we should notify?
Tell me how you became interested in the "x" industry.
What are your long-term career goals or future plans?
Sexual Orientation or Age:
Any questions that reveal your age or sexual orientation are off-limits.
Any questions about religion, religious practices, or holidays are off-limits. Employers may want to know if a candidate’s lifestyle interferes with work schedules, but these questions reveal your religion and that's illegal!
What religious holidays do you practice?
Do you go to church on Sunday?
Are you available to work on Sundays?
Age and Personal Information:
The Age Discrimination in Employment Act (ADEA) protects people over the age of 40, who work in companies with more than 20 employees, from employment discrimination. Employers may specify an age limit for a position only in rare cases where it can be proven that age is a BFOQ
How old are you?
When did you graduate from college?
What is your birthday?
How tall are you?
How much do you weigh?
Are you over the legal age required to perform this job?
Can you safely lift 50 lbs for a distance of 100 yards? (Questions about height and weight are not acceptable unless minimum standards are essential to the safe performance of the job.)
Under Title I of the Americans with Disabilities Act (ADA), an employer may not discriminate against a qualified candidate who is disabled, and must make "reasonable accommodations" for physically or mentally impaired employees.
Employers generally cannot ask disability-related questions or require medical examinations until after an applicant has been given a conditional job offer. This is because, in the past, this information was frequently used to exclude applicants with disabilities before their ability to perform a job was evaluated.
Employers are permitted to ask limited questions about reasonable accommodation if they reasonably believe that the applicant may need accommodation because of an obvious or voluntarily disclosed disability, or where the applicant has disclosed a need for accommodation.
Employers may ask if the applicant will need an accommodation to perform a specific job duty, and if the answer is yes, the employer may then ask what the accommodation would be.
The employer may not ask any questions about the nature or severity of the disability.
Do you have any disabilities?
Please complete the following medical history.
Have you had any recent or past illnesses or operations? If yes, list and give dates.
What was the date of your last physical exam?
How's your family's health?
When did you lose your eyesight?
Have you ever been treated for drug abuse?
Are you able to perform the essential functions of this job with or without reasonable accommodations? (This question is okay if the interviewer thoroughly described the job)
You are innocent until proven guilty; therefore, it is illegal for an interviewer to ask if you’ve ever been arrested.
Have you ever been arrested?
Have you ever spent the night in jail?
Have you ever been caught driving drunk?
Employment applications often include questions about felony convictions, along with a disclaimer that a conviction won’t necessarily remove you from consideration.
Other Illegal Questions:
Was your military discharge honorable or dishonorable?
Have you ever brought a lawsuit against an employer?
Have you ever filed for Workers’ Compensation?
Have you ever been sexually harassed?
Do you use drugs or alcohol?
Bridgepoint Search serves the recruiting needs of Software Sales and Technical Managers with exceptional candidates for challenging opportunities.
To attract top performing Sales Executives, consider using a Performance Profile to define the work rather than skills-infested job descriptions. Having skills listed on a job description does not guarantee success, but it does guarantee you won't see any good people who can do the work, but have a different mix of skills and experience....
To prepare a Performance Profile, simply write down the most important things a person taking the job needs to do most of the time. Start with an action verb like sell, demonstrate, improve or maintain and then put the tasks in order of importance - Lou Adler
David Ogilvy's dictum, "If we hire people better than ourselves we will become a company of giants; if we hire people worse, we will become a company of dwarves."
Nevertheless it is a natural failing - through insecurity, I guess - to hire people that aren't as smart as we are. That way we feel less threatened.
But I can think of more than one occasion when I have recruited top software sales professionals for my clients who have gone on to achieve great things for the company.
So remember, try not to be daunted by clever people; you're a lot better off hiring them than trying to do everything yourself. Plus it is better to have giants working for YOU rather than your competitors
So if you want to become a "company of giants" reply to this email and book a 10 minute conversation to discover where the giants of your industry are now and what you must do to attract them!
Time is of the essence since you are not the only one seeking the giants of the industry. Contact us today.
As a Hiring Manager you are evaluated based on your ability to attract and land the top talent that exists in your industry. Regardless of what employment statistics tell us or what economic factors and trends we experience. The bottom line is that there is an ongoing and never relenting challenge for Hiring Managers to make a conscious effort to evaluate and improve their recruiting platform and attraction strategy.
This post will share with you some top techniques and best practices to ensure you have a comprehensive and robust strategy to win the war To talent for your organization.
Step One - Your organization’s website.
Take a look at your “join us” section. If don't have one, it is advisable that you create one. Does it just list open positions with a quick paragraph on the history of your company or does it tell a compelling story of your organization’s culture, your value proposition and what others who’ve joined your firm have accomplished since joining? Although listing vacant positions seems logical, consider the opportunity of talking less about what you need in a new hire and more of what you offer to someone in their career.
Consider sharing testimonials from recent hires who can attest to the significant differences now that they are with your firm.
Share newsletters or quarterly updates with photos from events and cultural initiatives.
Take photos of the interactive events you host in your company. Things such as bring your kids to work day or group volunteer efforts or sports teams.
Consider creating a video with clips from around the office community and spotlight on superstars. This can be an effective way to share your firm with any prospect considering applying to your organization.
Step Two - Job Boards
Evaluate any posting you have on any job boards or the internet. Is the posting a job description that includes specific requirements for the position like the number of years of experience or the type of degree someone needs, or the listing of soft skills that are desired. If so, consider replacing that information with information that highlights the challenges or responsibilities and authority to be experienced by the individual who fulfills this role.
Successful postings sell first and screen second. If someone is currently employed in this role with your competitor, what can you say to differentiate your opportunity from the one they are currently in? Even if a candidate is unqualified, you as a Hiring Manager should desire to be in the position to turn that candidate away instead of missing the opportunity to evaluate the individual in the first place.
Review how much ad space is currently being used to explain the fundamental duties and responsibilities of the position and how much of it was used to attract and sell passive candidates to the organization. Another small tip in this area is to apply for one of your postings either through your own website or through an external site and see how smooth a process it is.
Be on the lookout for what information fields are cumbersome, what drop down selections are limited or what kind of email or communication is received after you push submit. You want to be the one that experiences those frustrations and fixes them before any candidate experiences the same and it put off.
Step Three - Internal Referral
Take a look at your internal referral program. With most internal programs, success does not rely the prize associated with the referral, but rather the consistent reminder that the program exists. How frequently are awards distributed and how public is the announcement that hires were made due to a referral? Employees do not refer friends and colleagues because of a cash reward, but due to a deeply rooted belief of the opportunity that exists for those friends and colleagues once they’ve joined the firm.
Step Four - Track Success
Track the effectiveness of hiring methods and sources. Of the hires made in the past two years, what was the originating source of each of those hires? Include hires no longer with the organization if possible. Once that data has been compiled, do not make a ruling based on number of hires alone. Just because more hires were made by recruiters, doesn't mean that the internal referral program should be abandoned. With each hiring method, take a look at what is working and what can be improved. Create a process to keeps in touch with exceptional alumni from your firm, individuals who have left the organisation whom you wished wouldn’t have to increase the chances of you working together again or when circumstances may align.
Step Five - What's Your Story?
When was the last time a recruiter shared with you the specific story they would be sharing throughout the market regarding your opportunity and organization. Not only is it important to control the message that is being delivered, it’s important to not miss out on the chance to just generate some tremendous buzz as a result of canvassing the passive market.
Make sure you know how your name and story are being shared with passive but viable individuals in the industry. Unless of course the search is for a confidential replacement or you requested otherwise. This results in hundreds of individuals within your competition learning about your growth, your innovation and advancements. Making sure the stories are being shared throughout your industry helps you maintain a proactive pipeline to prospective hires and puts you in the position to land the best hires on an ongoing basis.
Step Six - Keep A Pipeline
Remember to keep a strong pipeline of viable prospects for your toughest positions or areas. So if the need does arise, you have an immediate candidate pool proactively identified.
Step Seven - Use The Experts
Contact a reputable Staffing/Recruiting Firm. There are several types of recruiters, but the mechanics and psychology of recruiting are all the same.
Corporate Recruiters are employed by a company for the purpose of finding and qualifying new employees for the organization. Third party Recruiters are subcontracted to by a company for the same purpose. Several different types of third party Recruiters exist, but the main difference between them lies in how they are compensated.
Both third party Recruiters are paid by the hiring company, but retained Recruiters typically have an "exclusive" arrangement with the company. They are paid a portion of their fee upfront with the balance paid when the search is complete. Retained Recruiters are typically used and particularly effective for executive level positions.
Contingency Recruiters don't typically have an exclusive relationship with the company. They are paid a fee only if the company hires a candidate discovered through their efforts. (Most third party recruiters fall into this category.)
Staffing/Recruitment Agency offers the following services:
• Search resumes in their database
• Post ads through suitable recruitment channels
• Interviews and test candidate
• Propose the best candidates for the available position(s)
• Replace candidates for free if candidate leaves or is being fired (on candidate’s fault) within a certain time limit (3-6 or even more months depending on position)
Executive Search (head-hunting) is a specialised service used to source candidates for senior, executive or other highly specialised positions in companies.
The method usually involves commissioning a third-party organization, typically an Executive Search Firm, but alternatively a stand-alone consultant, to research the availability of suitable candidates working for competitor or related businesses. Having identified possible recruits that match the clients requirements, the Executive Search Firm may act as an intermediary to investigate whether the individual might be interested in moving to a new employer and also carry out initial screening of the candidate.
These are just a few successful strategies for winning the war for talent. For additional ideas or to talk further about search on your behalf, we look forward to talking with you soon.
Executive Recruiting and Staffing Services delivering top performing professionals.