|
Previous Posts
Archives
|
Thursday, December 29, 2011
For the past 10 years, I have published my job growth prediction for the year using the Recruiter Barometer. Generally the Recruiter Barometer is a strong indication of how jobs will be impacted by the economy. In many ways the real estate business is similar because they look at foreclosed housing inventory and unsold homes inventory to help determine the strength of the housing market.
What is the Recruiter Barometer? The Recruiter Barometer observes the hiring of recruiters into permanent and contract positions. Consider that recruiters are not hired full time to recruit for one position. Therefore recruiters are job multipliers since they are hired to recruit for many positions. If companies begin to lay-off recruiters, we are going into a recession. If they begin to hire recruiters, we are scratching our way out of a recession. In this recession we have already experienced what the media referred to as a “jobless recovery” – obviously some indicators were up but not the key jobs indicator.
Once I look at the Recruiter Barometer, I consider what I have heard from economists and the news to complete my prediction.
Recruiter hiring has been fairly flat all year with an occasional spike – those were usually less experienced clerk types of recruiters. Generally that is an indication that companies are not yet serious about job growth. Obviously when you make a generalization, there are companies that will drive right through the prediction like a 2 story mining dump truck. Once you remove those happy aberrations you are left with the balance of companies.
Hiring generally has been fairly flat since prior to 2008. In 2007, I observed that companies had stopped hiring third party recruiters and were preparing to slow recruitment. The observation proved that the Recruiter Barometer was on target. In 2008, companies were laying off internal recruiters or reassigning them to other positions and we dove into the recession leading with our head. In 2009 there was little recruitment activity. In 2010, recruitment picked up slightly while there were still some significant lay-offs. In 2011, we had more layoffs but recruiting activity seemed to pick up. As we headed into the last quarter of 2011, recruiter hiring again flattened.
What does this indicate for 2012? My sense is that some companies have realized that they cut too deeply or possibly just enough for the current levels of economic activity. As we roll into 2012, many companies have a need to hire new employees and a new budget to enable them to do so. If they are US government contractors, they are being very cautious in hiring because our current Congress cannot agree to a budget for more than a few months at a time. Potentially this inaction exposes the contractors to either layoffs or forced unpaid vacations if the government closes down and refuses to pay them.
Money is not magic. Many European countries have discovered that it is a finite resource. Unfortunately the US is heading rapidly down Greece, Spain, and Italy’s path with our huge deficit spending. Combined with the uncertainty of the costs of the new healthcare laws that will go into effect within 2 years, companies have begun to hold a larger reserve fund instead of hiring pre-recession numbers of employees.
What is RecruiterGuy’s job growth prediction for 2012?
I predict a hiring spike early in the first quarter because hiring managers have now been conditioned that they need to hire early or lose those open positions. Many of these positions will be low to mid level career openings initially as companies try to fill holes in their current staff. This will be followed closely by a slow down for the balance of the quarter as companies cautiously integrate the new hires.
My sense is that the combination of Baby Boomers finally beginning to retire two to three years after they originally were scheduled to retire; and a two year pent up demand for hiring new people will create a cautious positive impact on hiring in the second and third quarters of 2012. During the second and third quarter I predict companies will recruit at all levels depending on their succession planning. The health of the building industry will determine the level of seasonal hiring for second quarter. My sense is this year will be a prime year for college interns – and the best of those will be locked in by the end of January.
Hiring will probably slow again in the fourth quarter as companies try to show strong numbers going into end of year. There will be the normal seasonal retail hiring during the fourth quarter. Overall I predict that hiring will be up appreciably over 2011 but not up to 2006 levels.
New college graduates will find a mixed hiring bag partially determined by their location and their desired positions. Those who have internships and co-ops in their desired fields will have a big edge over those who do not have that experience and company exposure. Labels: 2012 Job Growth Prediction, 2012 Jobs Prediction, Actuary jobs, Contract Recruiter consultant, Contract Recruitment consultant, job growth
Wednesday, December 28, 2011
Some consultants would tell me, “It’s about time you jumped on the bandwagon!” Others would say, “That is so 30 seconds ago – now we are talking mobile recruiting!” Other consultants would say, “Certainly you have begun offering the new…!”
It is interesting to have over 30 years of experience in any field. It gives you a certain perspective that less seasoned (okay, younger) professionals do not have. Over those years in recruitment, you learn about people and their behavior, simply through observing and interacting with them.
Wait a minute! How does this apply to Social Media Recruiting? Everything.
If you understand how to interact with people, you are on the way to understand the basic premise – and potential problem – with Social Media Recruiting.
First, let’s define Social Media Recruiting. It is not “recruiting.” It is simply a more engaged way to source candidates. Sourcing is only one step in the recruiting process. Is it a good way to source candidates? It may be a great way to source candidates depending on your budget and priorities. I am going to use two words that guys are reputed to avoid – engagement and commitment.
Does “Social” mean we need to be sociable? In other words “friendly or agreeable, esp. in an easy, informal way” (Webster’s New World Dictionary, second college edition – sits right by me every day)? How many effective Human Resource professionals are described as sociable? Most would probably prefer to be described as a nice, effective business person.
Let’s go back to engagement and commitment. Social Media Recruiting requires engagement and commitment on a daily basis. People (mostly) are social beings and love to communicate with friends (see Facebook). How much communication with unqualified candidates will your company/department commit? Sure there will be qualified candidates mixed in with the unqualified. How many ways can you describe your corporate culture? How many times will managers agree to be interviewed on YouTube to discuss their positions? When will your recruitment marketing material begin to become dated when it is constantly put in front of candidates? When does it become background noise? How do you let the unqualified candidates know you are not going to be “sociable” with them any longer – particularly if they just happen to be your customer also? If your corporate recruiter says “I am developing my next communication in our social media program”, instead of interviewing another candidate, is that an acceptable response?
If not, then what? Do you hire a social media marketing expert simply to communicate with candidates on your Facebook, Twitter, and Corporate social media sites? Then are they trained what they may and may not communicate to candidates via social media?
In my experience almost everyone likes to be on the cutting edge of anything that appears to be really interesting and fun. Then when the darn “work, engagement and commitment” words begin to demand our time, the glimmer tends to wear off.
Let’s go to the basic premise of behavioral interviewing. When people find a successful way to deal with a situation, they revert back to it when under pressure. This is why there is the challenge to maintain a LEAN manufacturing environment when the consultant leaves; and why vestiges of social media recruiting will continue after budget and time begin to exert pressure on the social media program.
There is no silver arrow in recruitment. Social media recruiting is an arrow for your corporate quiver. It should not be your only arrow for sourcing. Every company’s environment is different. Certainly social media recruiting works in some environments. Unfortunately (or possibly fortunately) not every company can or wants to afford the engagement and commitment that social media recruiting requires.
Most companies are more successful when they focus on their recruitment strengths and improving all of their recruitment processes than spending the money and time on the next sexy technology that appears on the horizon. Remember the words engagement and commitment.
My business is on Twitter and LinkedIn, my book “RecruiterGuy’s Guide To Finding A Job” on Facebook, and my website has links to articles and videos of TV appearances and my blog. I participate in social media recruitment but it is only one source of candidates. May I consult with companies on social media as a potential source for recruiting? Absolutely! After we answer the questions above… Labels: Contract Recruiter consultant, Contract Recruitment consultant, recruitment sourcing, social media, social media recruiting
Friday, November 25, 2011
In my thirty years of recruitment, many candidates felt that attempting to interview during the Holiday season was a waste of time. They learned while working with me that it can be a very productive time to interview.
During my interview on Park City TV (http://www.youtube.com/watch?v=F9GvkP0AfOI&feature=player_embedded#!), we discussed the reasons why this is the best time to interview.
1) Many companies have a new budget on January 1st. This means that new positions open in the new budgets. Over the past couple of years, hiring managers have been conditioned that they will lose openings if they wait too long to interview and hire employees. Therefore they are motivated to interview and hire.
2) They will interview candidates in December; and start the selected candidates in the first or second week of January within the new budget.
3) Generally people feel generous and warmer during the Holidays. Consequently while still probing the candidate’s experience, the manager potentially will be more cordial.
If candidates decide to interview during this period, the best way to meet the hiring managers is to network their way to meet them.
Identify the companies who need their skills and for whom they want to work. Then network their way into them. Typically 74 to 76% of all jobs are filled through networking and somewhere between 8 and 10% are filled through the Internet job boards and corporate websites.
Understand the foundation of networking. Successful networking involves give and take. Therefore it is important to help the person who is helping you. Ask your friends/acquaintances if they know someone working at the target companies. If so, would they give you contact information to reach them? When you call that person, mention that your friend mentioned they would be either a great contact in that company or a great person to meet someone in that company. Ask “When is a good time to chat that fits into your schedule?” Once you chat with them about your experience and what you want to do next, ask them who would be the best person to talk with next? Then ask if there is anything you can do for them. If people feel you are willing to help them, they will be more willing to help you.
Don’t be the opera singer warming up – you’ve seen them at “networking events” like Chamber after hours. They run from person to person collecting cards and singing “me, Me, Me, MEEEE!”
An example of successful Holiday interviewing is this story. My professional recruitment career began in Washington, DC. After a few years, my best client was Comsat Labs. Typically they were looking for very technical candidates. One of my candidates was a woman working in Baltimore and looking for a challenging position in Washington, DC or suburban Maryland. After my phone screen the week before Christmas, the hiring manager at Comsat was very interested in meeting her.
Since Patti had to drive past Comsat on Christmas Eve to go home in Virginia, I suggested we set up the interview for that morning.
Patti interviewed all morning and it went well on both sides. The hiring manager told her they had a little pot luck lunch to celebrate the holiday; and invited Patti to stay for that hour and meet the staff. She accepted. During lunch, the hiring manager polled the morning interviewers. Right before she left, the hiring manager asked her to come into his office. He wished her a safe trip and a nice holiday. Then he extended an offer. She called me Christmas night to accept. She started the second Monday in January. Labels: Best Time to Interview, Contract Recruiter consultant, Contract Recruitment Consulting, Effective Interviewing
Thursday, November 24, 2011
1) Create effective job description that includes the 3, 6, 9, and 12 month goals for that specific position http://www.recruitingtrends.com/building-an-effective-job-description. Makes the skills and experience necessary to be successful the first year crystal clear.
2) Use the goals and the departments this position interfaces with to create an interdepartmental interviewing team that focuses on its area.
3) Create an interview that combines behavioral interviewing with 1 and 2 step interview questions to probe skills and experience.
4) Each interviewer focuses on their skill area – and reports how well the candidate would do in their area.
5) Treat the candidate as a potential client – they may be in the future.
6) After interview and within 24 hours, the interview team meets and discusses candidate. Each member of team gives thumbs up or down. The hiring manager accepts their opinions and makes the final hire/no hire decision after the reference check/drug test/background test processes.
7) The hiring manage is taught how to conduct reference checks since they know everything the candidate will need to accomplish. Remember, they make critical decisions every day that impact company. They will conduct a more meaningful reference check than anyone else.
8) Once reference check/drug test/background check process is complete, the final hire/no hire decision is made.
9) Based on the information collected during the interviewing and reference checking processes, create an offer based on corporate compensation, budget, and scarcity of candidates.
10) Begin your offer process by selling the candidate on the position again, asking how they will handle counter offer, and extending the offer. Labels: Contract Recruiter consultant, contract recruiter consulting, Corporate Candidate Interviews, interviewing tips for hiring managers
When a trusted employee is promoted into management, generally what is their first task? Replace themselves. How do they interview candidates for their replacement? Go to HR and ask for a list of acceptable questions to ask. If they are lucky, HR has a list of “approved questions.” Are the questions targeting the skills required to be successful in the position? Generally not, they are simply acceptable interview questions. Do those questions include, “If you were an animal, what would you be?” Probably not, those questions are usually created by managers who feel they need to ask something more in order to get a better picture of the candidate.
Is interviewing taken seriously in corporate America? If it were, hiring managers would be trained to be more effective in the interviewing process. As a matter of fact, trained and “certified” hiring managers from every company function would be developed. For instance, there would a certified interviewing manager in accounting, another in marketing, another in sales, etc.
If executives truly understood the cost of hiring the wrong person for a job, they would require the same or greater due diligence on the selection of a new employee as they require on the selection of a new corporate acquisition. This due diligence would include a meaningful job description, a meaningful interviewing process, and meaningful due diligence on the selected candidate after the interview.
Let’s examine the cost of hiring the wrong person. The first assumption is that they are in the position for 2 years before they make the grievous mistake that gets them fired (after being put on plan). Let’s say that person is earning $60,000 per year plus full benefits. They are in a decision making position, possibly team leader/supervisor. Let’s also say they have some client contact (customer service is full time client contact). Does this begin to sound like someone your company has hired?
What are your “hard costs” of this hire? Did you pay a recruiting fee, relocation, advertising for the position (Internet postings, newspaper, other), attend Career Fairs, etc.? What time was spent by individuals in your company during the interview process? Did you need to pay the candidate expenses to interview them in person? Did you need to call in an employment attorney prior to letting them go? Did you pay severance? Were you sued by the candidate for wrongful termination when they were let go?
Many companies will glance at their “hard costs” of letting someone go but never even consider their potentially catastrophic “soft costs”.
Let’s examine the “soft costs” of someone who has been in a position for 2 years but is only doing part of their job – and not doing that well. What is the cost of the work that is either not done – or done by another member of the team? What is the cost of their disruption to the team? What is the cost of the credibility of the manager for hiring someone like them? Have they driven away a customer or other employees? What is the cost of managing, coaching, correcting them? What was the cost of the management time spent interviewing them; and then their replacement? Has their employment affected your brand as an employer? How has that affected recruitment? There may be many negative impacts.
On one occasional I conducted an interview training session with a small consulting firm. The attendees included the CEO and CFO. At the beginning of the session, I asked the previous questions. The table with the CEO and CFO estimated that the potential damage to the company could reach to $1 Million over 2 years. Imagine hiring just 4 people like that over a couple of years. Potentially that could make the difference between profit and loss – even between staying in business and going out of business. That is how important interviewing and selection skills are.
10 Tips for Successful Hiring Manager Interviews:
1) Create effective job description that includes the 3, 6, 9, and 12 month goals for that specific position (http://www.recruitingtrends.com/building-an-effective-job-description). This exercise makes the skills and experience necessary to be successful the first year crystal clear. Then the manager is able to focus questions on those skills and experience.
2) Use the goals and the departments this position interfaces with to create an interdepartmental interviewing team that focuses on its specific area and general corporate fit.
3) Create an interview that combines behavioral interviewing with 1 and 2 step interview questions to probe skills and experience.
4) Each interviewer focuses on their skill area – and reports how well the candidate would do in their area.
5) Treat the candidate as a potential client – they may be in the future if they are not already.
6) After the interview and within 24 hours, the interview team meets and discusses the candidate. Each member of team gives thumbs up or down. The hiring manager accepts their opinions and makes the final hire/no hire decision after the reference check/drug test/background test processes.
7) The hiring manager is taught how to conduct reference checks since they know everything the candidate will need to accomplish. Remember, they make critical decisions every day that impact the company. They will conduct a more meaningful reference check than anyone else. Coach them as you would for interviewing.
8) Once the reference check/drug test/background check process is complete, the final hire/no hire decision is made.
9) Based on the information collected during the interviewing and reference checking processes; create an offer based on corporate compensation, budget, and scarcity of candidates.
10) Begin your offer process by selling the candidate on the position again, asking how they will handle the counter offer, and extending the offer.
Using this straightforward process will improve your company’s candidate selection process and improve employee retention. Labels: Contract Recruiter consultant, contract recruiter consulting, Contract Recruitment consultant, Effective Interviewing, interviewing tips for hiring managers
Have a Wonderful Thanksgiving with your family and/or friends! Thank you to all of the people who have to work on Thanksgiving: especially the workers in the retail industry, the police and fire professionals who protect us, and the medical professionals who work 24/7/365.
We especially need to thank all service men and women who have served us since the Founding Fathers and the founding of the United States of America! They protected us through all of the years as our country developed and we worked our way to free all of our citizens; and to protect other people throughout the world who need our help.
Pray for the safe return of All of our Service men and women who serve us overseas.
During our celebrations, remember the sick and people who are out of work. Labels: Contract Recruiter consultant, Happy Thanksgiving
Sunday, November 13, 2011
As I chat with companies regarding a potential recruitment contract, it has become apparent that many companies follow the same process as candidates. They post jobs on the Internet and pray they will receive the best replies from candidates. You see evidence of this on Yahoo Groups and occasionally in various LinkedIn groups when recruiters ask where they may post for different types of candidate.
A couple of months ago a Senior Corporate Recruiter informed me that they “recruit” by posting on LinkedIn. “It’s expensive but it’s effective!” In the next sentence she told me that they had blown their recruitment budget for the fiscal year.
Posting an opening on the Internet is a marketing effort where the poster pays and prays for great results. It is not a sales effort. Recruiting is a sales process. The most successful corporate and third party recruiters realize this and build relationships with candidates.
Recruiting is a dynamic process. Efforts that are wildly successful today may fail terribly a year from now. Therefore it is important to be out there from a marketing perspective and make it easy for candidates to apply if you attract their attention. Requiring candidates to complete an application prior to a conversation is not defined as “easy”. It benefits a company to have their resume in their database. It does not benefit a company to lose good candidates because it takes too long to complete the automated 1960’s application.
May I suggest a new recruiting dynamic? How about “Post and Prey”? There is a reason for the title “Headhunter”. These are specialists who know where to find the best candidates in any field and then deliver their “heads” to their clients. Does this take more time? It depends on how active a corporate recruiting staff is while building relationships with future candidates. What is the corporate budget telling them? When does the company forecast they will need certain talent? Then begin to identify that talent – not after the position has been opened.
Posting positions where potential candidates hang out virtually or physically is fine – just call it recruitment marketing. Then use the available tools like LinkedIn or Broadlook.com to identify who you want to hunt. That is the “prey” part of the process. Then call them not email. Thus the recruiter is beginning a professional relationship with the potential candidate.
During the conversation, ask if they saw your posting. If yes, where? If no, find where they are looking and their peers are probably there also. Now you are conducting market research at the base level and fine tuning your recruitment marketing. No need to spend money where the pool has dried up.
Candidates love to be told they are wanted by another company. Posting and preying is more effective and more fun than posting and praying. Labels: candidate recruitment, Contract Recruiter consultant, Contract Recruitment Consulting, effective recruiting, recruitment sourcing
Thursday, October 27, 2011
You know, this is a lot more complicated problem than simply analyzing the numbers. There are between 20 and 25 million people who are unemployed right now. Many of those have dropped off of the statistics because they are no longer on unemployment.
Wouldn't you agree that part of the problem may be the jobs are not located where the properly skilled workers are? Let's face it, many people are so underwater on their mortgages right now, if they had to move and sell their house (if they could even do so), they would also have to write a check at closing. With savings gone or almost gone, that is not a possibility.
Then you have the problem that there may be qualified help nearby but they are not perceived as a cultural fit. And some of that is as a result of their frustration of being out of work for a long period of time.
Since there are 3.1 million unfilled jobs, I do not feel that the problem is a trade problem. The problem is how to find the appropriate workers for the appropriate jobs. Once those positions are filled, the income generated and thus the consumer spending, will create more jobs.
Companies condition candidates. If it is difficult to find the open positions, people give up trying to work for that company. If the ATS requires candidates to complete a 7 to 13 page application (I saw one of those) prior to a conversation that generates mutual interest, people give up because too many companies have conditioned candidates that for all that work, there is no reply. How many times have you heard the phrase "black hole" when referring to a company hiring process? That conditioning is compounded by friends telling friends or groups of people that there is no point in applying to that company "because you never hear back."
I am a recruiting consultant/recruiter/author and therefore have the opportunity to see and understand the business side.
On the volunteer side, I am one of the volunteer organizers of the Park City Career Network. Park City is a resort town of approximately 12,000 fulltime residents. Since Aug. 2009, we have coached 64 people into new positions, mostly professional. I hear the words spoken that I referred to above.
We've discovered that most people who are unemployed really do not understand how to look for a job. They do not understand that the job search is a sales process. On the business side, many companies do not understand that recruiting/hiring is a sales process. Want proof? Look at their ATS hiring process.
As I mentioned in the beginning, this is a very complicated problem that will not be solved easily. It's not something that you can throw money at - tried and didn't produce advertised results.
Quite possibly it's an education problem. Both sides of the equation need to better understand they are in a sales process. Labels: finding a job, Finding Work, Recruitment Strategy Development
Tuesday, September 13, 2011
It is interesting to listen when companies complain they have difficulty attracting candidates from out of state. With a little research, a consultant may easily determine why they are experiencing those problems.
Relocation of candidates requires an understanding of psychology, an understanding that recruitment is a sales process, and a recruitment process that does not interfere with those understandings.
One of my clients decided to transition an important IT organization from Washington, DC to Cedar Rapids, IA in the early 1990’s. I was tasked to develop the recruitment strategy; and developed these tips. As a result, we recruited 200 IT professionals for Cedar Rapids in 20 months (prior to the Internet as a widely used sourcing tool). Of those 200 IT professionals, we needed to relocate approximately 145 individuals and families from cities all over the United States. I like to think we could have done it more quickly today because sourcing is so much easier and more targeted. However, the other side of that sword is absorbing and effectively orienting those new employees, especially since we also needed to recruit Senior Managers and orient them.
Fortunately my client was very light on its feet and welcomed innovation. Otherwise, we would have failed. We changed parts of our strategy when they were not as effective as they once were – while keeping the strategies that continued to work. The strategy was developed so it fit within my client’s basic needs of personal interviews, reference checking (very valuable), background investigations, and drug testing. Otherwise we were able to change the process as needed.
The following tips will help your company succeed in attracting top talent that needs to be relocated.
1) Examine your current recruitment processes. If you put up roadblocks to top talent, you will have difficulty attracting them. For instance, do you require candidates to complete an application prior to a conversation to develop mutual interest (a la the 1960’s Personnel Department)? This practice is Clerk recruiting at its worst. Professional recruiters talk to candidates first and develop an interest prior to any applications.
2) Avoid asking candidates to make a big decision. Keep asking for small decisions until relocation is a logical next step. People resist making big decisions without enough information – and asking them to pull up roots and move is a very big decision because it potentially impacts a whole family. Do you tell candidates in the first conversation that they Must move to your town? If so, you are probably making relocation a more difficult issue.
3) Will the candidate be viewed as a diversity candidate? If so, they will be concerned about what happens if they move and the work relationship fails. They will also be concerned whether or not they will “fit in” to the company, neighborhood, schools, etc. It is important to introduce them to other similar employees in your company or area.
With all of the potential complications, what process works? Remember first of all, this is a sales process. Therefore you want to ask the candidate to make small easy decisions with each one leading the candidate to the next obvious conclusion.
You need to determine if the candidate is qualified. In your introductory phone call you discuss your company/client and the specific position to see if there is interest. It’s important to honestly sell each – company and position. It is good to mention the location of the position but that’s not important yet. What is important is their interest level in a position like that and in your company. At this point if they say I don’t want to move to (Park City/Washington, DC/Iowa, etc), you reply “I understand. What’s more important at this point is if you are interested in this position and the direction of the company.”
“We don’t even know if you qualify for this position yet. When is a good time to sit down to discuss your qualifications?” Set up a phone screen. At the beginning of the phone screen, refresh their memory about the position and the company. Be sure to add some new information that will keep their interest. Once you have decided they are qualified, then you may say “The next little step is to have a phone conversation with the hiring manager. Would you prefer to have that conversation during the day or in the evening?” If they object that they do not want to move, simply say “I’m not asking you to move. It doesn’t cost you anything to talk. Let’s just chat with the manager to see if this type of position is interesting to you.” You want them thinking about the next easy decision – when to phone interview with the manager. Once you have a mutually agreeable time, contact the hiring manager to set up the call and coach them about the next steps.
After the call with the hiring manager, ask how it went. Find their level of interest. If it is high, the next little step is to meet with the manager in person and meet people on the team. Then a tour of facilities, followed by a tour of the area by a chosen professional real estate agent who is there only to sell the area but not a property (that may happen later). The real estate agent will ask them during the tour what they would like to see – schools, playing fields, cultural locations (museums, live theaters - repertory or off-Broadway), hiking/biking trails, etc. While they are conversing, the real estate agent should ask them if they like what they’ve seen - in other words, understand their objections. This is key to your success because candidates will tend to be more open to discussing concerns with someone who is not connected directly to the company.
Once you know their true objections – and if the hiring manager really wants to hire this candidate – you may be able to answer that objection in your debriefing conversation. For instance, they may say they won’t make a decision without their spouse seeing the area. One client answers that objection early by inviting the spouse/significant other to the onsite interview trip. They tour while the candidate interviews. After the interview, the other person joins them and is shown what the first liked the most about their tour (and will probably talk about their interviews).
After the real estate agent debriefs you, you can debrief the candidate. If there is an objection, treat it as important but not a show stopper (the person could just have a little cold feet). If there is mutual interest at this point, the next little decision is an offer. At this point, it is expected and the move will seem like a smaller decision because of the additional information since the first conversation.
If this is a key position, companies need to have some flexibility on relocation benefits (especially in this housing market), signing bonuses, and compensation/title (it still needs to be within the compensation structure). How much is this empty position costing the company per month?
Before the offer is extended it is important to review all of the reasons why the candidate should strongly consider the position and get their agreement on those reasons. Then with excitement extend the offer to them. Once they accept, negotiate a start date and coach them on the Counter Offer again (but that’s another blog!).
Happy Hunting! Labels: candidate relocation, candidate sourcing and relocation, Contract Recruiter consultant, Contract Recruitment Consulting, Recruitment Strategy Development
All information ©2001-2011 RecruiterGuy.com a division of The Humbert Group, LLC unless otherwise noted.
|
