Job Openings

Module 2: Identifying and Obtaining the Job Opening

There are numerous methods which can be applied to identify and secure open positions from potential clients. When identifying and obtaining these job openings it is extremely important to gather as much information as possible about all those who are involved in the hiring and decision making process. The following section will provide details about identifying and obtaining client job openings.

The scripted candidate presentations are designed to give the client an overview of the technical skills, personal attributes, and all other benefits they could receive if they were to hire the candidate. Presenting a candidate who would be working at a level just below the person you are making the presentation to, is generally the appropriate method to apply.

Making all your presentations with enthusiasm is of extreme importance. When you are excited about the individual you are presenting, your client will be as well.

Learning Objectives

In this module, you will learn how to

• Make presentations to hiring authorities
• Uncover and secure client job openings
• Navigate your way through a departmental or company organizational structure
• Contact a company and develop relationships with key contacts
• How to overcome client objections
• Negotiate with clients about salary and positions
• Build rapport with the Hiring Manager and HR Representatives
• What to do when you have secured the client job description

In general, the best jobs are often hidden - they are filled by referrals within the industry to qualified candidates (i.e., a friend, a colleague, a business associate met at a conference or network group). Recruiters who make a strong extra effort to contact all of the hiring authorities within a client company, and who also take care to build lasting rapport by offering value-added services are rewarded with the continuing opportunities to work on these �hidden� openings.

What you should know before you begin

For any position, present a candidate with the experience and interests that are relevant to the potential hiring manager's structure or department. If the hiring manager doesn�t have a need at this time for the type of candidate(s) you represent, ask for their assistance or referrals to others who could possibly utilize your candidate's expertise.

Before you move on, find out what types of skills and attributes they most often look for when hiring someone new. Ask if others within their company may have other types of requirements. Don�t leave these presentations before finding ways to serve them better in the future. You have the opportunity to build rapport with each presentation you make. Maximize these opportunities to create a platform for your future success.

Finding Positions

Finding positions is one of the recruiter�s chief objectives - without positions, you can�t attract top-level candidates. There are several ways to uncover job openings at your client companies. Beyond the obvious method of regularly farming and cold calling your database of clients to make strong presentations of a highly qualified talent to the hiring authorities within each company, there are many other ways of finding open positions.

• Position advertised online or in the media
• Candidate refers an opening
• Candidate placed in a new position
• Client Call-in

Position Advertised in Media

Advertising can provide a great resource for finding new clients with active job openings. It also provides an excellent opportunity to build new structure within the companies who are advertising their open positions. These opportunities and resources should not be overlooked. Set time to research and call on advertised openings.

Take a more subtle approach when you call on the individual hiring managers who have advertised their openings. They have probably already spent time fielding several calls from other recruiters who want the same thing you do; access to their opening. Try presenting a different opportunity with one of your other clients which might interest someone at their level or above. Most managers are interested in being informed. They may also know others who are looking for a change.

But, before you can provide a client whom you�ve contacted through an advertisement a qualified candidate, you need to uncover information about the position

• Who does the advertised position report to? Find out who the hiring authority is in the company.
• Try starting out by presenting other opportunities. Instead of beginning with your focus on presenting your candidate for their opening, try breaking the ice by presenting the individual with an opportunity from another organization at their level or above. Presenting other positions you're currently working on can certainly differentiate you from the last several ad chasers they have spoken with.
• Find out what is important to them. Building rapport with them and finding out what is important to them will net you positive results. Everyone is easier to deal with once their guard has been lowered.

Once you have uncovered this information, you revert come back to presenting a candidate for their opening. If they give you the description of their opening, reiterate your understanding of the position and schedule time on their calendar for interviewing your best candidate.

If for some reason you don't have a candidate who is a proper fit, present your approach to screening and selecting your top candidates, then schedule times with the hiring authority for them to interview your best candidate upon completion of your screening process.

Remember: If you don't have a commitment for interview times, you may be wasting your time screening and selecting candidates.

Candidate Refers an Opening

Being informed and involved in your candidates interviewing campaign should be of great importance to you. Here are a few things to keep in mind

• Ask them if they are interviewing with companies, and who those companies are;
• Find out when they have conducted their interviews;
• Find out what people they interviewed with. It�s important to stay current with your candidate�s interviewing schedule - if they are not interested, or are not being considered for these positions they have interviewed for, it can give you the opportunity to present other potential job opportunities to them. Below are two examples of why being informed about your candidate�s interviews is important:
• You may be working with the company with which they are interviewing and you can not represent them to job openings for which they have already interviewed.
• Knowing where your candidates have interviewed gives you a much better idea about the types of companies and industries in which they are interested. This can help you more successfully represent them to the right positions with the right companies.
• Approach the subject by asking the candidate, "What companies have you recently interviewed with?" Tell them why you are asking them about this information. If they feel it will help you consult and represent them more effectively, they should trust your question and your judgment. Knowing what opportunities will interest them is a great asset. If they prefer to be discrete with this information, you might need to build more open communication and trust in your relationship with them.

Candidate Placed in New Position

When a candidate accepts a new position, their �soon-to-be vacated� position often becomes available for your other candidates to pursue 

• Identify who their former position reports to
• Let them know you have someone who may be interested
• Ask them how to best approach the issue. They may give you a great deal of insight on the current situation. This can be a tremendous advantage to you when presenting your solutions.
• Present a qualified candidate to the hiring authority. (The exiting candidate's background information should give you a great head start).

Client Call In

This is certainly one of the best ways to secure openings. It shows you have developed a level of trust and confidence with your client. Nothing is more gratifying than knowing you've done a great job in servicing your client. The goal is to have your client's continuously returning to utilize your services.

Online Job Posting

The Internet has quickly become a powerful information exchange platform for recruiters, employers and candidates. All parties can post information online and search for their desired results with a click of the mouse. Armed with the proper knowledge and an understanding of how to use the Internet effectively, all the above parties can realize significant results.

However, the Internet does not provide the critical human interface all the above parties require along their path to success.

Creating the method in which you utilize the Internet most efficiently is of great importance to your success. Create the best method for using the Internet and make it your practice to follow through with your regimented process.

Almost every company with a website also has a jobs or careers location within their site. This can be a veritable gold mine of opportunities for you to farm. It is advisable to use the Internet as an extension of your practice, as a research and communications tool, but try not to make it the sole source of your marketing strategy. The best practice for recruiters is to use the Internet in concert with the telephone to develop rapport with decision makers within prospective client companies.

Sending emails in conjunction with good voice mails can create strong marketing synergy. You will need to find out the email addresses for your potential clients. There are many ways to secure the email addresses of the hiring managers within the companies.  If you have their names, you can usually figure out their email address. It might take some trial and error before you actually find it, but once you do find it, you can turn it into an excellent way market your services to them. 

Be unique. Don't just become part of the masses who can use these tools, but who lack the creative and industrious personal approach to become the best in their field. The fact that the Internet is accessible to everyone makes it a great resource, but it won't replace the human relationships so important to the evolution of industry.

Navigating the Organization

Understanding how companies organize their personnel into departments, managers, sub-ordinates, divisions, etc. will help you better target potential job openings, build rapport, and place candidates.

Building a Company Structure - Department Tiers

The Department Tier Structure is an organizational design used by various business segments, including

• Public and Private Corporations
• The Military
• Religious Organizations
• Governments
• Associations
• Clubs.

This design has the form of a hierarchical pyramid. The highest level of responsibility and experience is at the top and it widens as you progress downward throughout the structure. (I.e. CEO/President, COO, CFO, CTO, VP, Director, Manager, Supervisor, etc...). Those with less experience are at the bottom (i.e. staff, admin., clerks etc...). The illustration below is a typical Department-Tiered Organizational Structure.

Getting to the Names

Although many companies regard this information as confidential, it is not uncommon for companies to publish the names and titles of their management teams for all to see on their website. Receptionists and Administrative Assistants are usually instructed by the executives and management to screen unsolicited sales calls.

If you don't have the names and titles of decision makers, it is your job as a recruiter to get them. The best approach is to be direct and confident when researching and sourcing this information. Always keep in mind the following two tenants 

• Don't evade questions
• Be well prepared to overcome any and all obstacles as they occur.

The names and titles of the department tier structure are vital to your success as a recruiter. The success of those individuals you represent rest upon your ability to create relationships with decision makers. If you do not have names and titles within the company infrastructure your ability to perform will be severely limited.

Start at the Top

Begin with the highest-ranking position and work your way down. Their titles will vary depending upon the type of company you are targeting. Some examples of these types are:

• Corporate Headquarters- CEO President
• Division-General Manager
• Plant (Manufacturing) � General Manager of Plant Manager
• Hospital- CEO or Chief Administrative Officer

Look Ahead

The strategy is to work one, two, or three steps ahead when developing the Department Tier Structure. By utilizing the �step ahead approach� you are visualizing the structure beyond the person with whom you are speaking. Usually the person is not threatened by the questions asked because your questions don't really affect them or their immediate supervisor.

Flushing out the Verticals

By developing the Department Tier Structure and the other vertical departments, (Vertical Department, is a department with an independent technical identity and responsibilities)

• you will see where vacant positions are;
• you will have an opportunity to better know the members of the vertical departments (this is vital in identifying potential candidates within the organization);
• you will understand the industry-wide movement of personnel;
• you will understand the market (growth, restructuring, attrition. new acquisitions, personnel, etc.);
• you will understand the internal structures of the companies you call on.

Down and Dirty - the �How To� of Building a Clear Picture

Contacting the Company - Take No Prisoners

The company receptionist will generally answer the phone by identifying their firm, then asking how they may direct your call. Your goal is to begin by developing the Top Tier. It�s important to begin there because (as illustrated in the sample organizational chart) everything flows downward from the highest ranking official in the company. If you don't have a name, you need to ask the receptionist for the name of the CEO or President, and then ask to be transferred to their office.

Keep in mind that you will be confronted with obstacles while in the process of identifying names and titles within the targeted company. Be sure to apply your creativity in getting past the gatekeepers. If you want to reach those within the structure who can make real hiring decisions you need to have the ability to wade through the quicksand at the entrance. Once you�re past the gates, be sure to present at a level that would interest the person you�re calling on.

Below is a sample conversation with the following flow

• Receptionist
• Executive Administrative Assistant
• CFO Administrative Assistant

Receptionist

• Receptionist: "Good morning this is XY Medical. How may I help you?"
• You: "Is this the corporate office?"
• Receptionist: "Yes it is."
• You: "What is the name of the CEO there?"
• Receptionist: "His name is Jack Brown."
• You: "Would you please transfer me."

When transferred, it is likely you will be greeted by the Executive Assistant.

Note: depending on the size of the company, this Executive Assistant could serve all the Executive Officers of the company. You may need to retrieve all the information on the executive structure from this one person.

Executive Administrative Assistant

• Executive Admin.: Jack Brown's office
• You: �Jack is the CEO of XY, correct? I need to speak to the highest ranking person in the Finance Department who reports to Jack." (Usually the CFO, VP Finance or Controller)." What is their name?"
• Executive Admin.: "Alice Black"
• You: "What is Alice�s official title?"
• Executive Admin.: "She is the Chief Financial Officer"
• You: "Could you please transfer me to Alice"

They may ask �who is calling?� or �what is the purpose of your call?� Don�t hesitate and be honest. Be prepared with a purpose and they will generally forward your call. Once you are forwarded, you might be greeted at the next level by another Executive Administrative Assistant.

Executive Administrative Assistant

The CFO Alice Black is at the top of the Finance Vertical Department Tier Structure you are trying to develop and understand. When Alice Black�s Administrative Assistant answers the phone, ask the following questions. You will likely be asked why you need this information so be prepared with your reasons.

• CFO Admin. Assistant "Alice Black's office"
• You "I was transferred from Jack Brown�s office and told that you are the person who can assist me. I need to know how many (people, directors, managers, supervisors) report directly to Alice Black?"
• CFO Admin. Assistant: "Three."
• You: "What are their titles?"
• CFO Admin. Assistant: "Well, there is the Accounting Manager, the Cost Manager, and the Financial Planning Manager."
• You: "What are their names? I need to provide each of them with some confidential information."
• CFO Admin. Assistant: "They are Patrick Burns, Sandy Smith, and Bill Green."

Important Note: after the CFO's Administrative Assistant gives you the number 3, you've established three new tiers within each vertical department. The objective is to retrieve all the names and titles within each vertical department. You will often be asked why you need this information so be well prepared with good reasons for obtaining it.

Building Vertical Tiers

Based upon the sample flow above, the examples below would attempt to build out the first Vertical Tier (Patrick Burns)

• You: "How many (supervisors) report directly to Patrick?"
• Admin.: "Two." (After they give you the number 2.

You have just established another Vertical Department or the fourth tier in the Department Tier Structure). Repeat the same for each Vertical Tier.

"The Two Above"

The "Two Above" is used to open the door for conversation. When making a marketing presentation, start at the top of the department tier structure and work your way down. Make sure you speak to the decision makers in each department.

This maneuver is called the "Two Above" because it is a great advantage to know the names of the two direct management individuals above the one you are marketing to. When you know and use the "Two Above" you will gain additional leverage.

The Employer Marketing Presentation (EMP)

The following is a short presentation to be tailored in order to match the more specific needs for any of your potential employers. It is a template to help you present a candidate to a client. It is the �door opener� to working with a client on any candidate placement.

Building an Employer Marketing Presentation

• Introduction - "Hello (contacts first name) this is (your full name). I'm a/an (your title) with (company name)."
• Leverage - you may have heard of our firm from ("The Two Above") (name of their boss's boss) and (full name of their boss). You could also mention others who work there whom you have represented, if it would be relevant. Storing and identifying those you have place within a company is a very important practice to incorporate. It can provide you with additional contacts to gain information and leverage when attempting to market.
• Candidate represented by you - your firm utilized our services to hire (name of candidate) for the (title of the position the candidate was hired for).
• Features and Benefits - "I�m representing an exceptional professional with a(n) (education/degrees/credentials) with a strong background in:
• Features - List the features (technical skills) that the hiring manager will need if he/she has an opening:
• Financial and Strategic Planning
• Budgeting & Forecasting
• Financial Systems Implementation
• Management Skills
• Benefits - List the benefits the client would receive if he/she were to hire your candidate. Base the benefits on results and accomplishments from their previous positions. These benefits should improve efficiencies and reduce internal costs.
• Benefit 1. Exp. Consolidated Reporting Systems
• Benefit 2. Exp. Developed and Implemented New Training Programs
• Benefit 3. Exp. Managed Conversion Project
• Benefit 4. Exp. Hired Trained and Evaluated Staff
• Close - "What openings exist within your department where someone with these strong credentials could be utilized?

Note: the template can be use to present any type of background

The Employer Marketing Presentation (sample)

• Introduction - "Hello client's first name, this is your name. I'm an Executive Consultant with firm's name"
• Leverage - you might have heard of our firm from Steven Alrite (Director of Computer Operations) or Rick Baldinero (Network Director).
• Candidate represented by you - your firm utilized our staffing services to hire Molly Bionda for the Accounting Management position.
• Features and Benefits - we are currently representing an exceptional professional with a Bachelors degree in Accounting from SW Univ. With a total of four years experience and a CPA with two years of BIG 4 experience. Our candidate has a strong background in:
• Financial Planning and Budgeting
• Sarbanes Oxley compliance and maintenance 
• SEC Reporting, include 10Q & 10K filings
• Consolidations of multiple accounting operations
• Benefits - the features must benefit the person by improving quality, reducing waste, eliminating duplication, and thus increasing the bottom line. List the benefits they will receive if they hire your candidate:
• Design and create new applications
• Improve the quality of future technology development planning.
• Reduce the time spent on new application implementation.
• Maintain and improve network tools.
• Increase the effectiveness of existing applications.
• Close - "What openings currently exist within your department, or within your firm, where someone with these strong credentials could be utilized?"

Objections and Responses

Being a successful recruiter who lands the best opportunities (and the best candidates) is about always being prepared to overcome objections with crafted and well-rehearsed responses. Be prepared with professional and knowledgeable responses to any and all objections your potential employers and candidates may have. If there is a cost for your services, it will be subject to scrutiny. When you are confident in the features and benefits of the products and or services your company provides, the objections you encounter will become much easier to overcome.

Objection and Responses Examples

The following are a number of objection and response examples.

�Not Hiring Right Now, We�re Cutting Back�

In general

• Be empathetic, and stay focused on finding out if any opportunities exist:
• Respond by stating:

• "I'm sorry to hear that. If there is anything I can do to assist those who will be affected, please let me know. Do you expect to bring on any temporaries or contractors to assist through this transitional period?�

• Demonstrate your willingness to personally assist them.

• "We can provide you and others with relevant information about external opportunities at the appropriate levels."

Offer your professional advice and assistance. They may be ready to look for something new themselves. If they're not interested at this time, they may be at some point in the near future. Assisting those who are in the position to make hiring decisions is paramount because they will need additional staff members some time in the future.

If you deliver on their expectations, they will learn to trust your ability to perform and will keep coming back to you for your services. The key to succeeding in any marketing function is to build rapport and long-term relationships with those who can make decisions. Create open dialog and conversations with these types of contacts.

Objection	Possible Response
"We're not hiring, we're cutting back at this time."	Probe deeper. Often possibilities exist for contract, temporary or outsourcing opportunities. You may want to offer representation services to those who are targeted in their down-sizing. Many within this type of situation could be concerned and feel it's time for them to consider looking into new opportunities. Cutting costs by reducing staff doesn't generally reduce the amount of work awaiting completion. Even in the worst of times, many companies have key positions open within their organizational infrastructures. You should learn to expect hidden openings within any company, regardless of what may appear on the surface.
"We are laying people off."	"Sorry to hear that. How many are being laid off in your department?" How can we help them? Who are they and what do they do? This is a great source of quality talent for you to represent.
"Business is slow and we have to reduce our staff"	"How does this down turn affect you personally?"
"We have positions to fill, but they are on hold"	"I'm sure this makes for longer hours for you and everyone on your staff. Is it possible for you consider using contractors to fill the void?" "Who could you recommend for us to contact regarding this issue?" "When do you expect to start filling your permanent positions?"
"We're on a hiring freeze"	"Do you have a feel for how long this will be in effect? What needs do you anticipate when the situation improves?"
"I am not hiring right now."	"When do you anticipate any hiring on your team?" "What type of technical background will you need at that point?

"We don't use external recruiters or agencies."

In general

• Be inquisitive but direct. Follow a logical approach.
  • "Why don't you use outside recruiters or staffing agencies?"
• Find out who the ultimate decision maker is with regards to these types of decisions.
  • "Who has the authority to make these decisions?"
• Find out if they know what their Time To Fill & Cost Per Hire is.
• Explain that by utilizing an outside recruiter or an agency, they could actually be saving time and money. Provide facts on why this could be the case.

This is a common objection, and for the most part, untrue. There are usually specialized needs within most companies that require the use of staffing experts. If these specialized needs are to be filled with the most qualified candidates, they may certainly require external resources to accomplish the task. Some reasons why a given company may need external recruiting resources but may not want to use them:

• If they are a smaller firm without the brand identify of a top industry player, the company may not be able to attract the best talent without the use of a external recruiter or professional staffing agency;
• Based on their market share and financial condition, they may not be in a position to approach and hire the top candidates in their niche to stay competitive;
• The company needs specialized talent which they can not acquire through traditional advertising campaigns;
• The company may have multiple needs or time sensitive issues related to important projects.
• The company may be replacing an internal employee and could have the need to keep their opening very confidential.

Reasons why they may hesitate to use external recruiting resources or professional staffing agencies:

• The fees seem too high;
• The employer does not truly understand the value-added services provided by a strong professional staffing partner;
• Bad experiences with recruiters in the past;
• Hired a candidate from an agency who did not work out well, and the agency didn't accept proper accountability for the problem.

To eliminate any of their concerns you must demonstrate your value and credibility. Explain the features and benefits of your services and be willing to guarantee your work

• High caliber professionals are hidden (they do not respond to the online job boards or traditional advertising). You take great pride in the fact that you continuously build your candidate database and search capabilities to provide talent far better than what can be acquired by using these other methods. The best recruiters have the ability to tap into the hidden candidate market place quickly and effectively with their existing knowledge and great resources. Our proprietary database system along with our constant professional training helps us to provide you with solutions in a more timely and cost effective manner.
• Justify your own costs to the client before they consider interviewing one of your qualified candidates:

• Systems and Software
• Market research
• Advertising
• Candidate screening
• Phone costs
• Travel costs

Objection

Possible Response

"We use our own Human Resources Department for recruiting."

"We have many partnerships with Human Resources Departments throughout various industry segments. We serve them as value- added extensions to their own internal resources." "Are you aware of what methods your HR Dept. applies to source and acquire potential candidates?" "Who in HR can make decisions about various methods to be used in sourcing and acquiring candidates?" [After differentiating and communicating your value-added services] "You would like to deliver a presentation to their Human Resources Department to establish an ongoing relationship of partnering to meet their staffing objectives in a more efficient and cost-effective manner. Would they be willing to contact their Human Resources Director on your behalf?"

"We run our own ads."

In general

• Put your resources and services to the test - offer the client an opportunity to compare one of your best candidates, to the best from their advertising without incurring any cost. If you are confident in your ability to provide them with a professional who is far better than those they may see from their ad, you should have a good chance of proving yours and the candidate's worth to the client. If it were all that easy for every company to acquire the perfect fit for every position they ever had, there would be no recruiters or agencies. Prove your value by showing them the best solution.
• Advantages of evaluating candidates from the hidden market - show the client you are willing to help them even though they are running an ad. The best candidates seldom respond to job boards or classified advertisements. However, they do communicate and register with professionals within the staffing community who can keep them informed and assist them in pursuing opportunities which would challenge them and enhance their career progression. Most likely you are not really seeing the best available talent if you are only evaluating those candidates you see from these types of resources.

If they are not receptive to your offer at this point, establish a follow-up date.

Objection	Possible Response
"We have an ad running."	"We also advertise online and in various other media. It helps us to build brand recognition and often rewards us with good talent. However, each time we run an ad, we receive an overwhelming response from unqualified candidates to evaluate. Advertising can be extremely costly and ineffective in comparison to our more targeted approaches. We have developed long-term relationships with a passive pool of candidates who would not respond to Internet job postings or other advertising campaigns. They are only interested and available for the right opportunities. They are working professionals who wish to be informed when these unique positions develop, and they understand the value of professional representation." "When would you be interested in evaluating a candidate from this hidden market?"
"I am not interested right now we have an ad running and we want to interview those candidates first.'	"When can I follow up to see how you�re doing with your interviews?" "Before you make a final decision, I would like to have you meet our one best candidate to compare with your top selection." If the project is on a contingency basis, there is no cost for your client to compare your best candidates to those they've identified through their other resources. (Market your systems and approach to identifying 1 or 2 candidates for them to compare who will not be seen through conventional advertising

"We are working exclusively with another firm."

In general

• Convince the client to expand their interviewing to include one of your best candidates in order to compare them with the candidates they see from their other agency at no initial cost.
• Create the opportunity to represent qualified candidates.
• "I would appreciate the opportunity to show you the quality of just one of our candidates."
• "What firm does your company use?"
• "What were the qualifications your company considered when evaluating and selecting an exclusive staffing relationship?"
• "How many open positions is the firm currently working on for you?"
• "Does the firm you have selected specialize in staffing for multiple occupations?" (explain your abilities)
• "Are the candidates they're presenting satisfying expectations?"
• "On average, how long does it take them to fill an open position?"
• Describe the features and benefits of your service.
• "One of our most unique features is the team approach we utilized. The benefit to you as a client would be having multiple consultants acting on your behalf while you interface with only one project manager. Our increased networking capabilities will create significantly faster and more efficient results."
• "Who makes the decision on what firms your organization uses?"
• Contact the decision maker and schedule an in-house presentation describing the difference is your value-added services.

Objection

Possible Response

"We only work within our approved list of firms."

"What criteria do you use to add firms to your approved list?" "Many of our largest clients now once had similar arrangements before experiencing our team approach." Since utilizing our methodologies, they have been able to eliminate many of their less effective and more costly providers." "The most valuable asset any organization has is the professionals who work within its environment. I�m sure you would agree that there should be no compromise in your organization�s efforts to identify the most qualified individuals to meet it's needs."

"Please work directly with Human Resources or the Internal Staffing Representatives."

In general

• Requesting and receiving approval to work directly with management is easy when you earn trust and confidence from your clients. Internal Staffing Representatives and Human Resources exist within these companies for a reason. Consider them your allies. In most cases, they are involved in the decision making process. In order to be effective you need to work with them.
• Stress the importance of creating and maintaining open communication with the decision makers within the hiring team throughout the process. This is especially true in the beginning stages of your involvement. The person most directly affected by the new hire has the best understanding of their needs, both professionally and personally, and they can give you the most direct feedback throughout the entire process. The possibility of success increases dramatically when you represent and communicate openly with the decision maker who would be directly affected by the new hire.
• "I do understand the importance of working with H.R. or the Internal Staffing Representatives, but in order to be most effective, we need to communicate with the decision makers directly throughout the evaluation and interviewing process."
• Don't be pushed off to the H.R. department without getting the opportunity to develop the rapport and trust you need with your hiring authorities.
• "We are always motivated to do whatever is required to work within your policies, but to do our best work we need all the pertinent information from every point of view".
• "To be most effective in our efforts with your Internal Staffing Representatives, or H.R. Department, if you could make an introductory call to the individual who has direct responsibility for assisting you with your hiring process, it will expedite the process. Please keep the communication loop open for direct feed back from your position. This is important for everyone involved and the privilege will not be abused."

Objection	Possible Response
"You need to call Human Resources."	"Is HR fully aware of the requirements for the position you need to fill? We will be more effective in dealing with HR if you contact them to make them aware of our mutual interests." "Let me get the most important elements from your perspective. Once I've evaluated them, I'll present the best possible candidates to you and your HR contact simultaneously."
"Call Julie Smith in HR"	"Before I call Julie, Give me the details of your needs. When we're finished, if you could possibly make a reference call to Julie and let her know of our common interests, we will be able to accomplish both of our goals with much greater ease."
"I like the sound of your candidate, but you'll have to work with HR."	"I'm anxious to get started with your HR representative. How soon can you contact them and bring them up to speed?" "Can we conference them in right now?"

"We use our own Internal Recruiters."

• The client may be limited by the available resources of their internal recruiters� network. Communicate your flexibility to work with their internal recruiter.
• Present the benefits of interviewing the best possible candidate's for their open positions. These days, you will find many companies, large or small, may have contract recruiters inside. Internal recruiters exist because the company has immediate needs to address and they believe this will generate results and reduce recruiting costs. When these in-house recruiters are proficient at their craft, they will accomplish the company's goal. They may very well have the company's approval to work with other outside recruiters or staffing agencies. If you want to work with the internal recruiters within any company, you should be prepared to be flexible. They are working for the company to generate results and to reduce the company's external recruiting costs.
• Internal recruiters may get paid regardless of how they deliver results. Compare your services and resources to those of their internal recruiters by providing them with examples of similar arrangements with other employers.
• "Many of our clients use internal recruiters, but they also use our firm in conjunction with them to compare our best candidates for their openings. If you are limited to only those candidates provided by the internal resources, you may not be receiving the benefits of interviewing candidates from the hidden market. We can work in concert with your internal people to ensure you see the best candidates available for your openings."
• Inform your client of the cost factors involved. Internal recruiters may be paid hourly rates, salaries and/or bonuses based on floating targets. We are paid only on successful performance.

Objection	Possible Response
"We have an internal recruiter working on these openings."	"How effective has your utilization of this method been?" "It would be difficult for an internal recruiter to have the networking capabilities we have. We have access to many contacts your internal recruiter won't have, and we can search for professional candidates using various different methods and criteria."

"What are your fees? We only pay X percent."

Substantiate the legitimacy of whatever fee you charge by focusing on your ability to provide the highest quality professionals available in the industry. Each time you negotiate on behalf of yourself and or your company, you have an opportunity to build upon your future. Stay focused on the ultimate goal. Results!

• Begin from a position of strength. Be flexible and remember each percentage point effects your bottom line.
• Substantiate your fees. Help the client to understand why the benefits of using your services will justify the costs.

The following table provides an example of salaries and fee schedules. This example shows the results of five recruiters who made ten placements with each candidate's annual salaries at $100,000.00. By negotiating for just one small percentage point, the difference in the fees generated by this group of five recruiters was an amazing $50,000.00.

Salary Percentage	$100,000.00 x .25 = $25,000.00	$100,000.00 x .26 = $ 26,000.00
Number of Placements	10 x $25,000.00 = $250,000.00	10 x $26,000.00 = $260,000.00
Number of Recruiters	5 x $250,000.00 = $1,250,000.00	5 x $260,000.00 = $1,300,000.00

Objection

Possible Response

"20 % is the maximum our company will pay for agency fees".

"We have a standard fee schedule which is customizable to meet the specific needs and requirements of any project. I will send you a copy for your records. Our fees are very competitive and flexible. Before we agree to a set amount I would like to show you the quality of our services. I'm sure we can come to an agreement regarding fees" "We are interested in creating long-term relationships with our clients. Working within your fee structure is possible. We could agree to work on this position as a trial basis at the fee you're suggesting. Let�s set up an appointment so you can see firsthand the benefits you'll receive from working with us".

Note: before presenting your fee schedule to any client, be sure to communicate the value of your service. For example

• If you work on a contingency basis the client won't have to pay a fee unless they hire your candidate.
• If your candidate is of higher quality than those who are presented by others, it should certainly justify your fee.

Your client's won't forgo the opportunity to hire the best candidates based only on the costs associated with hiring them. These types of highly skilled candidates will provide significant value for their company. A few percentage points will not keep them from hiring the best.

"Send me a resume."

In general

• Get your candidates evaluated in person by decision makers - the request to see a resume could be another way of avoiding an interview. Even worse, it could be another way to get you to go away altogether. The presentation of a candidates' resume alone is not enough. Make thorough and professional presentations of your candidate�s background to the hiring manager, and don�t just read them the resume. Know your candidate�s qualities that are not written on the resume. Don't just send their resume and hope the client will call to schedule an interview. If you have to send a resume, make sure to schedule a time to follow up for a review with the person you sent it to.
• It may be impossible to change a clients' mind about seeing a candidate if they reject them for their opening, based on their resume alone
• Sending a resume does not show the client you are a competent recruiter. Instead, it merely reduces you to the level of a paper shuffler. You can send the, once you  have schedule the interview.
• The guarantee of confidentiality is compromised each time you send out resumes. Without a commitment to interview by the client, even when you have the approval from your candidate to send their resume, it now becomes evident to a broader group that this person is looking.
• A new client may ask for a resume to see if you have a working knowledge of their industry or technical needs. They may do this to see whether or not they want to work with you.
• A resume may benefit the client by giving them the opportunity to evaluate your candidate from a less than objective point of view. A resume cannot properly indicate every specific expertise possessed by your candidate. The resume should compliment your candidate�s professional expertise. Your ability to market the candidate�s expertise should go far beyond only what is written on their resume. Careful consideration regarding the security of your proprietary information should be in place, and all parties should always use discretion.
• Show your clients your great decision-making process and win their trust.
• Convince them of your understanding and don't let them down. They should eliminate their automatic request to see the resume when you prove yourself competent. A resume should not provide a reason for your clients to want to interview your candidates. The interpretation of who they are as people and what they have to offer as professionals has the real value.
• Remember to identify and match candidates to jobs, not just resumes.
• Let your clients know you�re more than happy to send a copy of the resume but before you start emailing your entire database of candidates, find out what they really want.
• Make sure you have a detailed job description - once you have details, promise them you won't waste their time.
• If you still feel the person you presented is an excellent possibility, reiterate their qualifications and set up a time for them to interview.
• If you feel more research is required before you decide who to send, give details of the process you will use to select your two best professionals for them to interview. It should be mandatory to have reserved times in advance for both your best candidates. If you don't have these times reserved, you may be wasting your own time doing the required research and screening of the candidates.
• "I can send you the resume, but I would like to get a better understanding of what your needs are. What are the most important areas this position would be addressing? What type of personality do you feel would best fit this position?" (Ask Your Job Questions).

Objection

Possible Response

"Your person sounds good but I'd like to see the resume"

"I can get you the resume. I�ll need to speak with the candidate first to make sure they approve my sending it. I also need to make sure they are interested in this opportunity. I don't want to waste your time with a resume from somebody who doesn't fit your needs or lacks interest in the position. What are the requirements and daily responsibilities of the position?" (Ask Your Job Order Questions)

Consulting

Part of developing a long-term relationship with your clients involves consulting with them - understanding their business issues with regards to staffing and resources, and offering your expertise and potential solutions.

The Changing Face of Contract Staffing

As the contract employment sector continues to expand, the contract workforce is taking on a new set of priorities that reflect this growth. Many of today�s contract workers are not so concerned with the traditional goal of "climbing the corporate ladder." They are some of the best in their field and they have more control over what they do, for whom, and for how much. They have a strong list of references and bring results to the projects they undertake.

Contract services are being utilized more frequently as an alternative to fulfill staffing requirements in a variety of situations. Examples include

• replacements for an employee on leave of absence or maternity leave
• peak reporting requirements � SOX compliance and SEC reporting
• crisis management
• pre/post audits
• corporate relocation
• mergers/takeovers
• new software or systems implementation and integration
• website or IT network management
• new product introductions,
• startups
• new services
• various other types of special projects.

Contract services are a cost-effective solution for your clients. You and your associate providers will generally incur the burden of taxes and insurance compliance for the individual contract employee. These costs include

• bonding
• errors and omission insurance coverage
• federal and state unemployment insurance
• social security
• state disability insurance and worker�s compensation coverage and others which can effect your clients overhead and profits.

Many more mid and senior-level professionals are rapidly joining the contract workforce because of corporate downsizings and other economic factors. Corporate demand for work to be completed has not decreased; in fact the need for expertise to complete the work has become more specialized and continues to increase. This has changed the complexion of the workforce forever.

Managing the Contract Hiring Process

Becoming an experienced staffing provider who can assist in the placement of contractors can dramatically affect your revenues.

But, clients may want a variety of customized analyses and reports when you provide these types of contract services. These could include analysis of

• weekly hours worked
• markup
• burden
• gross profit

You may also need to provide them with a buy-out analysis for each contractor they bring on to their staff. You may be asked to provide cost analysis per contractor, or cost reports allowing the company an in-depth look into the administrative process. Using such reports to streamline processes such as job order placement and actual temporary usage in terms of the purpose and duration of assignments creates an opportunity to save a substantial percentage on current contract expenditures.

Working together with your client, you can design a quality control system which can be used to measure the performance of all your contract services objectively. Reducing overhead and increasing efficiency is what your clients are interested in. Offering contract staffing services to your clients can be an important and needed extension of your staffing service offering.

Educate your clients on how to organize the process. If they don't already have the mechanics in place, they may need clarity on policies and procedures. If the client is a large company with continuous revolving projects, this may involve selecting a reputable on-site coordinator to help co-manage the process. You may also need to administer any testing or assessment systems needed to help in screening the best potential contract candidates..

Supplier Selection

Many firms have expertise in acting as a preferred provider or master staffing vendor. Depending on the needs of your employer, you may need to seek additional help to support your contract recruitment efforts.

Creating a complete solution to better serve all your clients within all industries is a very attractive offering. The strategy is to conveniently provide every type of placement solution, including permanent, contract, consulting, specialized employees, and a full range of temporaries (staff level to executive), as well as temp-to-hire. Should an employer choose you us as their human resource partner, you must know how to meet their highest expectations. Seek constant improvement in all your client relationships and provide them with the highest level of service possible.

Value-Added Service

Companies who seek out the lowest-cost staffing provider without regard to the quality of their services often end up with a lower caliber of assistance. The old saying, "You get what you pay for" still holds true. Those agencies or agents who slash mark-ups for their clients at the beginning of their relationship quite often seek a rate increase within a short time, regardless of the quality of their work.

To provide value added service

• Find the highest quality professionals for their job orders and incorporate ongoing quality control.
• Gain an edge over the competition when it comes to gathering information and providing good client service.
• Offer your contractors better opportunities and better benefits.
• Use a personalized approach when one of your contractors needs your help or advise. The little things you do for them will ensure their willingness to work energetically and conscientiously on your behalf. They are after all, your employees.

Strategies for Clients: Maximizing Your Staffing Potential

There will be unforeseen occurrences, but in cases where ample lead time has given you should be in a very strong position to ensure the proper number and professional quality of the contractors needed to satisfy your clients' job order requirements. Guarantee to continuously increase your productivity and profitability by meeting and exceeding your clients� standards.

To achieve maximum performance it is essential that contract workers feel comfortable in their working environment. Encourage your clients to understand worker parity issues. All on-site managers should seek to prevent an us-vs.-them mentality when contractors and full-time company employees work side by side. This practice will increase the productivity of both core personnel and contract professionals.

Fee Negotiations

As a professional recruiter you will constantly negotiate. To consider any negotiation a success, all parties involved should leave the process feeling as though their needs and desires have been fulfilled. You must be skillful in the art of negotiating for the benefit of all parties involved. A few key tips about negotiating

• Stress the value of the service, rather than the cost for the service rendered.
• Take pride in the service you offer and believe the value is worth what you charge.
• You should provide excellent candidates to your employers, but you should also assist them in understanding their business issues.
• Appreciate the importance and the value of your business relationships by negotiating fairly and honestly.

Negotiating By Phone

The most common place for a recruiter to negotiate may be over the phone. In this type of negotiation you should always listen to your intuition. Pay close attention to what the other person is saying. Negotiating is more listening than it is talking. If you find yourself doing all the talking when you are negotiating, especially concerning fees or offers, stop and begin asking some questions of the other party. This should help to level the direction of conversation. Take notes during the conversation. Always make sure the individual you are negotiating with feels you are negotiating fairly and honestly.

There are several stages to a phone-based negotiation. These include

• Preparation
• Pre-Negotiation Process
• The four stages of negotiation

Preparation

The first conversation you have with someone sets the tone. Your thoughts should be clear and your intentions should be focused. If you need to prepare yourself better, put the other party on hold for a moment. Don't wait or ask if you can call them back. They may sense your lack of preparation and it may discourage them.

The Pre-Negotiation Process

Know what strategies you intend to incorporate. Understand your position and the position of your client. Prepare yourself well for each of the three stages of the pre-negotiation process

• Stage 1 - what are the critical viewpoints
• Stage 2 - what are the specific goals and what are the goals of all other parties
• Stage 3 - are there apprehensions

Stage #1. What are the critical viewpoints?

Prior to negotiating, you should have a clear picture of what the other viewpoints are. By writing these viewpoints down, no matter how crazy they may seem, will prepare you to deal with them when/if they come up in the negotiation process.

Stage #2. What are your specific goals and what are the goals of all other parties?

Knowing your own goals and the goals of the other parties (both your client and candidate) will help you drive the negotiation process to satisfy all of those goals. Remember, a successful negotiation is when all parties leave the process feeling that their needs and desires have been met. Write down the goals you want to accomplish. Write down the anticipated goals of the other parties.

Stage #3. Are there apprehensions?

Apprehensions and reservations turn into objections. Understanding what these may be beforehand will help you deal with them in a positive, constructive manner when they appear in the negotiation process - rather than reacting to them when they surprise you. Write down each apprehension, no matter how crazy, and prepare to address them. Find out what each party is willing to concede to bring about a successful conclusion.

The Best Time to Negotiate

Whenever possible, negotiate after the other party (your client and your candidate) has seen the value. When you have presented a candidate whom your client is interested in hiring, you have a much better position from which to negotiate.

Negotiating A Fee Agreement On The Spot

If you already have a fee agreement with the client, quote the fee, the date, and verify who authorized and signed it. If you do not have a fee agreement, you will need to negotiate one.

There are four possible stages to an �on-the-spot� negotiation

• Before interviewing begins
• During the interview process
• After the completion of the interview process
• No fee discussions during the process

Stage #1. Before Interviewing Begins

• Quote your "Standard Fee Schedule"
• Overcome the objections as they happen.
• Reach an agreement both you and the client feel satisfied with.

At this stage you are in the least advantageous position since you do not any leverage. But you can improve your position during the fee negotiations by highlighting the features and benefits of your services. Prior to getting down to the numbers, check to confirm if any previous business has been done with the client. If there have been previous success, they can serve as a strong point to begin from. If you have proven yourself effective by generating results, your position should improve.

Stage #2. During the Interview Process

You are in a better position to negotiate at this stage since the client has already interviewed your candidate.

• Quote your standard fee and let them respond.
• Overcome objections as they occur.
• Reach an agreement satisfactory to both you and your client.

Stage #3. After the Completion of the Interview Process

This is where you have the greatest leverage. When your client is interested in hiring your candidate, you are in the best negotiating position. This is where you can negotiate for your premium rate.

Remember: your fee will be based on the economics of scale. It is a supply and demand issue. When the supply of candidates is greater than the demand, the fees for such a position will likely be less. If the demand for candidates is greater then the available supply, the fees will likely be higher.

Stage #4. No Fee Discussions During Process

When the deal has been consummated, ask your client "Who shall I send the invoice to?" If the client has not discussed or negotiated the fee for your services, bill them your standard fee. If your client does not discuss fees throughout the entire interviewing and selection process, you must assume it's not important enough for them to negotiate their best position. If you believe your standard fees to be fair, there should be no hesitation when charging them.

After The Placement

Feel proud that you were instrumental in enhancing the quality of life for both the candidate and the client. Thank your client for the confidence they have placed in you. Show them your appreciation for the opportunity they have given you to serve them. Ask for other openings within the company where you could provide assistance.

Fee Schedule

"Our fee, payable by the employer, and is contingent on the hiring of a candidate referred by organization. The fees are based on 1% per thousand dollars to a maximum of X % of the agreed upon starting salary of the candidate."

The following table illustrates an example of how you might calculate your fees

Quote The Following Sample:	"For example-if the agreed starting salary of the candidate is $25,000- our fee would be X% per thousand dollars (25%) or $6,250.
The Calculation:	$25,000 Starting Salary X 25% Charged $6,250

Example Fee Schedule

The fee for our placement service for a full-time hire is based on 1% per $1,000 of the annual compensation package capping at X%. We charge fees only when a referral or introduction of our candidate has resulted in their being hired. The following is a standard fee schedule with a maximum fee of 35%:

The table below illustrates an example fee schedule

Terms

Terms are all negotiable. Payment Terms are generally payable upon receipt of invoice, but will vary based on your individual agreements with each client. For convenience, the fees are invoiced on the date of a candidates' acceptance of employment.

Referrals

All referrals are made in confidence. If the client is in receipt of your fee schedule, or if a candidate has been referred and interviewed, the client is in acceptance of the terms and conditions of the fee schedule.

Example of a Guarantee

The letter below is a sample guarantee within the fee agreement.

A sixty (60) calendar day pro-rated guarantee will be honored if the full fee is paid in full within (10) calendar days of the start date of candidate's employment. Payment received thereafter will be subject to a thirty (30) calendar day pro-rated guarantee. If for any reason, the candidate terminates employment within the applicable guarantee period, we will refund a pro-rated portion of the fee paid or issue a credit for such amount in the event agency does not provide a suitable replacement within (30) thirty days. The refund will be equal to 1/60th or 1/30th, as applicable, multiplied by the number of days remaining in the guarantee period as the last day of employment.

If any candidate referred by agency to the client is not hired, but within one (1) year from the initial referral date is referred by the client to another position, group, division, subsidiary, or unrelated company resulting in the candidate being hired, an invoice will be issued to the client for the placement fee.

Signed:

 

 

Dated:

Temporary Placement Fee

Contract and temporary placement services are on the rise so you need to have a fee structure created for placing these types of candidates.

There are two elements to the fee structure of temporary resources

• The fee
• The terms

Fee

The fee for the services of agency's Contract Executives, Professional Temporaries and Temporary Help personnel is based on the experience level and job requirements of the position. It is up to the representative agent to negotiate in good faith, the best and most fair arrangement for everyone involved.

Terms

Agency will send an invoice to the client on a weekly basis. The invoice will document actual hours worked during the preceding pay period and payment is due upon receipt. Delay in payment could result in the removal of contract or temporary candidate from the assignment.

Temp-to-hire Conversion

Many contractual positions are a �temp-to-hire� situation - if the candidate works out and wants the position, they may come on-board as a full-time employee. In this case, you want to make sure that you get fair compensation for the increase in salary.

$20,001.00 Annual Salaries And Above

All agency Contract or Temporary candidates are on the agency's or its affiliate provider�s payroll until the client employer decides to hire them. If a client wishes to hire an agency's candidate on a permanent basis at any time, they will be charged a pro-rated buy-out fee. This conversion fee is computed by subtracting the gross margin paid by the client up to the date of conversion from the Standard Agency Agreement Fee for the Contingency Placement services.

$20,000 Yearly Salaries And Below

Temporaries that earn an annual salary of $20,000 or less may be hired by client employers at no additional charge after they have completed 520 hours of temporary employment. If a client wishes to hire an agency's temporary making $20,000 or less per year prior to 520 hours worked, the client will be charged a conversion fee computed by subtracting the gross margin dollar amount paid by the client up to the date of conversion from the dollar amount corresponding to the gross margin that would be paid for 520 hours worked by the temporary.

Taxes and Insurance

When the agency charges a company for contract of temporary services provided by their candidates, the bill is all-inclusive. This means the agency which provides Contract Executives, Professional Temporaries and Temporary Help who are W2 employees of agency, will agree to pay all employer contributions for:

• State and Federal Unemployment Insurance
• Social Security
• State Disability Insurance
• Worker's Compensation
• Errors and omission insurance coverage

You may need to furnish proof of employee coverage to clients who request it.

Fee Negotiation Strategies

Most clients will attempt to lower the price from the standard fee %. If they don�t already have an agreement with you, they will want to make the best deal possible. Learn to identify and counter the following maneuvers while maintaining a focus and dedication to client service.

Example:

The following is an example of fee-negotiation

• Client: "We only pay X%. This is the maximum we�re willing to pay any agency."
• Associate: "It is difficult to compare us with other agencies. We work together as a team by sharing information from our online database environment. Our electronic networking techniques allow us to provide you with a higher quality of candidate in a more efficient manner. In the long run, our candidates will save your company more than you�ll spend now on any placement fee.
• Client: "I cannot get approval from HR (or my supervisor) to work with a search firm at any rate higher than X %"
• Associate:: "Who makes the decisions regarding these agreements? Would you recommend I speak with (proper authority) in order to negotiate the fee?

The Refund

When the client asks about refund terms, provided a candidate leaves prior to the guarantee period. The following are illustrations of refunds at

• 1/60^th
• 1/30^th
• no quote

Scenario #1. Quoting The 1/60th Refund Sample

"For example, if the full fee is paid within (10) calendar days of the start date of employment and the employee's employment terminates, 35 days into their employment, Agency will refund 1/60 of the fee multiplied by 25 days (the days remaining in the guarantee period). It's paid as though it was a temporary contract."

The Calculation @ 1/60th: $10,000 (The Fee) x 25 days = $4,166.67 Refund

Scenario #2. Quoting The 1/30th Refund Sample

"For example-if the full fee is paid after (10) calendar days of the start date of employment and the employee's employment terminates, 13 days into their employment, Agency will refund 1/30 of the fee multiplied by 17 days (the days remaining in the guarantee period). It's paid as though it was a temporary contract."

The Calculation @ 1/30th: $10,000 (The Fee) x 17 days = $5,666.67 Refund

Scenario #3. Do Not Quote

Any candidate referred by agencies to a prospective employer who is not hired, but within six (6) months from the initial referral date is referred by the prospective employer to another position, group, division, subsidiary, or unrelated company resulting in the candidate being hired, the initial prospective employer can and should be invoiced for the fee.

References

The agency will provide references and resumes to the extent the employer requires, however the employer is responsible for checking the validity and accuracy of all information provided on a candidate.

The Online Career Portfolio

The Online Career Portfolio was developed to provide your candidates with the most convenient method for presenting their experience and desires. No matter what the experience level of the candidate, they have the opportunity to customize their portfolio and job search to best meet their individual needs. Their selected agent will assist them with their career transition, making it easier for them to identify the most suitable positions.

Presenting the Online Career Portfolio

Always check to see if the professional has already completed the Online Career Portfolio. Ask the following question, "Are you currently registered?" If the answer is no, state the following:

"The Online Career Portfolio was designed to make it convenient for you to stay discreetly and professionally informed of opportunities which would add value to your career. It will take you only a few short minutes to complete and you can return to customize at your leisure.

When opportunities matching your professional and personal needs become available, you will be notified regarding the details by your selected agent. Besides informing you about opportunities, you can be consulted about other important career transition information, including:

CAREER GOAL SETTING Develop A Plan For Success	GET OFFERS Interviewing Techniques For The Best Results
COMPENSATION SURVEY Compensation Data For Today's Competitive Marketplace	SALARY NEGOTIATIONS Win-Win Guidelines
CREATING A WINNING RESUME Secure The Job Interview You Want	PREPARING REFERENCES Secure the References You Need
RESIGNING PROFESSIONALLY Building Bridges When Moving On	COUNTEROFFERS Understanding The Pitfalls

These services are confidential and are designed to provide you with complete anonymity. The goal is to be there for you throughout your entire career, serving your best interests and providing you with opportunities which enhance the quality of your life.

"Gathering the Facts"

Your objective is to develop long lasting relationships with each person you speak with and document the information you obtain. Don't spend all your time selling them. Listen and learn about them as your clients, candidates, and contacts. Developing long term relationships takes sincerity on your part.

Good questions to ask them include       

• What are your interests?
• What are your career goals?
• What are your hobbies?

As you have these conversations, document the information you gather into your database. Keep in mind, you are creating vital rapport building facts which will make it easier to be accepted in future conversations.

Note: find ways to respond to their individual interests. Further enhance your relationships by adding value. As an example: if the individual enjoys golf, you might consider relating to the sport. Showing you remembered their interests, hobbies or other personal issues, is a good way to differentiate yourself.

The TEAM Difference�

This section will highlight the features and benefits of why teams create an advantage to those who utilize them. Clients demand quality, speed, convenience, and value in the services they purchase. Satisfying these requirements is critical to your success. The team difference is explained in detail through the following

• Market the Team Difference in every conversation where it applies.
• Describe how it differs from other competitive offerings.

Success Presentation

Successfully presenting the TEAM� difference is critical in building differentiation between your firm and the other recruiters/placement agencies in the market. The text flow is a sample of how you might communicate the values and benefits of the TEAM� difference.

"Our approach is unquestionably unique. We operate on a team basis, allowing us to provide you with a more efficient and higher quality of service. The reason is simple: Engaging our team, will give you greater resources to work on your behalf. 

We are a full service provider and our goal is to make it convenient for you to use one source for all your staffing needs no matter where your needs are located or what type of occupational expertise is required, including:

• Permanent Contingency Placement
• Executives Placement
• Temporary Professionals
• Temporary to Hire
• Contract Professionals
• Consulting Professionals

Unlike other competitors, our incentive program is designed to reward team performance, assuring you and our candidates unbiased representation at all times.

Building Rapport with the Hiring Manager & HR

In this section we review ways to build rapport with hiring authorities and human resources. The questions are designed to gain information and build rapport.

Developing Rapport

Take time and great care when cultivating relationships. Remember, 80% of your placements will come from 20% of your clients. Market your value-added services to everyone you encounter.

Hiring Authorities

The goal is to build lasting relationships with all the members of the hiring team. Assess their personalities and motivations.

• What do they look for in a candidate?
• What are their technical needs?
• What will their interviewing process include?
• Who will be involved? These, and many more questions need to answered before you�ll have the confidence from hiring authorities to insure success.

Human Resources

Human Resources are generally an important component within the hiring process. It is imperative that you develop strong relationships with HR representatives.

Use the same rapport building techniques you have used with other hiring authorities.

• Explain your need to get their feedback directly;
• Explain your need to have direct interface with the hiring authorities who impact the decision making process;
• Understand the individual HR department�s protocol in working with recruiters;
• Get to know the HR representative, as you would any other hiring authority. Document their information. If they have the need and desire to be personally informed, understand and assist with the creation and maintenance of their own career portfolio. Most every professional wants and needs to be informed regarding their own career advancement opportunities;
• Send the HR department a brochure and/or a profile on your company. Direct them to your website. Help them to understand your mission, vision, core beliefs, and overall staffing philosophy;
• Explain Time-To-Fill and Cost-Per-Hire values to the HR representative. Show them how you can save them time and money. You must research this area to really understand the time-to-fill and the cost-per-hire comparison;
• You want and need to be on the same team with them working together to complete a successful placement effort. Work out the parameters for both parties to achieve the greatest potential for success;
• Schedule the Employer�s Hiring team for an Employer In-house Presentation. This is a great opportunity for you to create new and expanded business with the employer.

Putting together offers through HR

Cooperation is paramount when working with HR. Understand their motivations. Like the recruiter, HR has a responsibility to find expertise to meet the needs of their internal clients'. When it comes to finding and securing talent the Hiring Managers, within the Employers, are HR�s internal customers. Communicate how you can partner with them to assist in serving their internal customers.

• Address their concerns:
• Don�t allow them to feel you're in competition with them.
• They often have pre-allocated departmental budgets to pay for placement services from agencies. It is extremely important to provide them with value-added services.
• HR usually has direct responsibility to the top executives and decision-makers within the company. This gives them a tremendous amount of critical decision making power regarding the usage of outside staffing firms and other related services.

Working within HR's Protocol

• Dealing directly with the Hiring Manager, with HR�s knowledge and approval.
• Working through HR, feedback from Hiring Manager allowed.
• Working only with HR � no Hiring Manager contact (This often happens when dealing with organizations where company policies have allowed HR to be given total control of the hiring process).

HR�s Focus

HR is an influential administrative function within the company. Your processes may depend on the HR Departments involvement. Every employer�s HR department has a multitude of responsibilities. Staffing is only one of their functions. HR does not always maintain the technical resources to evaluate professional candidates for every occupational specialty. They outsource many of these functions to service providers and they are approached by everyone who wants to provide a staffing resource. Being knowledgeable and creative is required to represent your candidates to them well. Resumes don�t always display a person�s ability to do the job in the proper light. Well-targeted resumes, along with strong verbal presentations will assist you in becoming increasingly more successful in your dealings with HR.

Job Description

In this section you will learn the correct procedure to follow when securing a client job description. It is imperative to gain all pertinent information relative to the company and their position. Learn everything about the company, its products and/or services, the culture of the company and the people who work within it. This is the perfect time to gain rapport with the representatives of the employer.

Success Questions

�Success Questions� are designed to help you understand and gather the most detailed information about a job description.

• Answer all the main Job Order questions, 1-15 below. Then move to any additional questions you wish to ask.
• Use a consultative approach, not an interrogating one;
• Job information should be completely accurate, and should enhance your ability to represent the employers� needs;
• Be sure to get a commitment (date and time) from the client for primary interview times for your top selected candidates. This last step is absolutely necessary to accomplish your objective. Without interview times, you may be wasting your time screening potential candidates.

Success Questions: Securing the Job Order

1. What is the title of the position?
2. Who does the position report to? (Verify their name and title).
3. What are the requirements for the position? (mandatory/desired)
4. What are the day-to-day responsibilities of the position?
5. What level of education/degree, certification, and applied experience does the job require?
6. What systems or software will a successful candidate utilize within the position?
7. Why is the position open?
8. How quickly does it need to be filled?
9. How would you describe the work environment?
10. How would you describe the company�s business, financial condition, and culture?
11. What personality type would best fit the department and position?
12. What is the management style of the supervisor?
13. Describe the growth opportunities and timeline for advancement.
14. What is the salary range for the position? (Base/Bonus/Incentives).
15. What type of benefits does the company provide employees? (get description of the benefits package offered by the company (ask for % of candidate coverage by hiring company)?

Additional Job Order Questions

1. If it's a supervisory position: how many will the position supervise? (professionals/clerical)
2. How large is the department they will be working in? (professionals/clerical)
3. What product/service does the greatest percentage of the companies' revenue come from?
4. Is the company publicly traded? If yes, what stock exchange is it traded on? Under what symbol? Once you have the symbol, use Yahoo Finance find the 52-week high/low, the latest closing price, and the annual revenues.
5. If they are not publicly traded, try to find out what their revenues are.
6. What percentage of growth has the company experienced over the last 3 years?
7. How many employees in this facility? Company wide? How much has the company's' workforce increased over the last 3 years?
8. What degree of interface will this position have from staff to executive levels?
9. How long have they been with the company?
10. Where did you work before you joined them?
11. Where did you receive your education?
12. How would you describe your management style?
13. Will this new position come with an office?
14. How would you describe the company's' facilities?
15. Who are the company's' main competitors? (Get at least three or four competitors).
16. Have you interviewed any other candidates' who are currently being considered?

Job Order Questions for Temporary/Contract Assignments

1. Is this position strictly a temporary or contract assignment, or is there a possibility it could become a temp-to-hire?
2. What is the duration of the assignment?
3. How soon does the assignment need to be filled?
4. Who is in charge of the interviewing and hiring decisions?
5. How many temps/contractors do you have working in your department at this time?
6. How many temps overall within the company?
7. Who will be responsible for receiving invoices and insuring payments?

Job Order Questions for Hiring Manager who has a contract with another agency

1. What staffing firm is holding the temp contract now? When is the contract reviewed for renewal?
2. Does the contract allow for the use of additional firms to fill critical positions?
3. Who are the decision makers responsible for evaluating and negotiating these staffing contracts?
4. When are the decisions made in regards to accepting bids and proposals from competing firms?

Pre-Employment Testing & Psychological Profiling

More and more candidates are being tested during the interview process by companies and independent third party testing companies. Such tests might include:

• Drug Testing;
• Intelligence Tests (Usually timed);
• Aptitude Tests (tests the candidate�s technical capacities) are generally tailored to the corresponding openings;
• Personality Tests (testing based on the idea that one�s accomplishments in the workplace are influenced by personality). This is especially evident when pursuing management and executive positions;
• Interest Tests (Yes/No tests that display likes & dislikes of potential candidates and matches them with the job requirements);
• Skill Tests (range from typing tests to complex strategy or mathematics tests; depending on the requirements of the job).

Preparations for Sending the Candidate

After securing the Job Description and selecting the potential candidates for referral, you need to understand the interview process through which the candidate will go. This will help you increase the chances of your candidates� success.

The "Hiring Team"

The hiring team will be different in each situation. Your responsible is to know all names and titles of each member within the team. It is imperative that you know these names because you may be dealing with these individuals at various times as you proceed through the placement process. Other benefits include:

• Gaining a perspective of the hiring manager�s team.
• Increased ability to initiate action.
• Increased contacts for the future.

The table below illustrates a sample hiring team

	Names	Title	Relationship to The Hiring Manager
1.	Brodick Smith	CFO	Hiring Manager's Boss
2..	Shirley Jems	Dir. Finance	Hiring Manager
3.	Vacant	Finance Mgr.	The Open Position
4.	John Hat	Senior Analyst	Manager�s Subordinate
5.	Dennis Horn	HR Director	Company HR Representative

The "Live Interview"

After securing the job description, gain a commitment form your client for a "Live Interview" by following these steps:

1. Review the information gathered from the client and convey complete understanding of the position;
2. Be committed to filling their requirements. Explain your capabilities in providing the best candidates to fulfill their requirements;
3. Live Interview Presentation

For example, you might say

• "During our discussion I�ve used the information you have given me to create a search list of candidates. I can see there are several which could meet the criteria for this opening. I will begin my screening process in order to identify the top two candidates who have interest, and who will fit your requirements. This may take a few days to complete. I'll need two available times when you can meet and evaluate my top selections. What times are best for you within the next few days? (secure specific times a least two days in the future)."
• "I have one candidate in particular who I feel may fit this position well and I can see from previous notes in their portfolio that they prefer interviewing times between the hours of 7:00 AM and 9:00 AM or 5:00 PM and 6:00 PM either Thursdays or Fridays. Which of these times can work best for you?"

Interview times outside of normal business hours are very desirable for many working candidates. Finding flexibility from the hiring managers regarding interview times is conducive to greater interview acceptance possibilities form your candidates.

Live Interview Objective

Once you have received a thorough job description, immediately secure the dates and times for candidate interviews. If you have a specific candidate in mind for the position while you are on the initial call, move forward with the following.

• Describe the details of the candidate�s background, and how it relates to the client's open position
  • "I am reviewing a candidate right now who has an strong background in�. (relate to the skills within the job description that the employer is seeking).
• Confirm the time you want them to secure for this candidate.
• Tell them you will get confirmation from the candidate and forward their information so that they are prepared for the interview.
• If they have any questions, let them know to please contact you immediately for discussion."
• Describe your selection and screening process, and still schedule the times for interviews. "Write my name in your calendar for the times we have discussed.
  • I'll call you back to confirm the candidates I've selected."

"Live Interviews" are not possible

When working with clients who absolutely insist on reviewing resumes before committing to interviews, make sure the resume is properly formatted and tailored to meet the employer�s expectations. Consult the candidate about their resume content and format. It may be necessary to send the candidate a copy of "Creating a Winning Resume" via e-mail recommending a re-write of their resume. Send the candidate your employer�s job description in order for them to adjust their resume to better highlight their skills and experiences relative to the open position.

When emailing a candidate's resume to the client, reference the person who should receive the resume "per our conversation". Go into detail within your email message about the candidate skills beyond just what is on the resume. Promote the pertinent details on the candidate�s resume as they relate to the open position.

You should solicit prompt and thorough feedback from the receiver. If they lack interest in interviewing with your candidate based on the resume, you'll need to gather more information in order to find the right fit for their open position. Consult with HR on the pertinent details of the candidate�s attributes. HR may have the primary interface with the hiring manager who ultimately makes the decision on whether or not to interview your candidates. The importance of a strong presentation is the key to gaining their assistance.