1. Going from Good to ‘Elite’
elite - n., pl.,
• The best or most skilled good (g d)
members of a group: • Being positive or desirable in
nature; not bad or poor: n.,
• Typical; Common; Ordinary
Presenter - David Szary – Founder/Partner
Lean Human Capital The Recruiter Academy
Link in with me: http://www.linkedin.com/in/davidszary
2. About – David Szary
“Fell” into recruiting in 1989!
First half of career, recruited (and managed teams) in “high tech” industry for small,
publicly-held “high-growth” staffing/outsourced service provider.
In 1997, founded The Recruiter Academy (www.recruiteracademy.com).
2009 - founding partner of LEAN (www.leanhumancapital.com), combining Recruiter
Academy education solution with analytic and process optimization experts.
Worked with thousands of recruiters from over 2000 companies spanning 8 countries,
40 states and 110 different markets throughout the US including many respected
Unique opportunity to work with recruiters/recruitment organizations performing in all
types of market conditions (don’t forget the last down turn and the .com bust) within all
3. Key Components of an “Elite”
Staffing Operation – 20,000 foot view
Scalable Process(s) Elite Recruiters
4. What are the competencies/skills
of Elite Recruiters?
5. Recruiter Competency Model
Questions Rating Rating
Customer/Client Focus: Maintains unwavering focus 3.83 Communicating: Expresses oneself effectively both orally 3.81
on delighting the customer/client and in written form. Actively listens to others.
Drives for Results: Exhibits strong drive for results 3.92 Creative Problem Solving: Identifies and collects information 3.68
and success. relevant to the problem.
Judgment: Makes sound decisions tempered by 3.91 Interpersonal Skills: Treats others with respect and dignity. 4.10
practicality and common sense.
Organization/Time Management: Is organized and 3.53 Teamwork: Uses appropriate interpersonal style to steer 3.68
plans ahead in completing work tasks. members towards the goal.
Business Acumen: Understands how the line-of- 3.66 Self Direction: Establishes goals, deliverables, timelines, 3.57
business supported, develops strategy, serves and budgets with little or no motivation from superiors.
customers, succeeds and generates profits
Evaluating Candidates: Evaluates, selects and hires 3.87 Flexibility: Willingness to change to meet organizational 3.85
top talent needs. Adapts to stressful situations
Staffing Lifecycle Management: Plans and 3.55 Financial: Does not waste resources. Looks for methods to 3.61
successfully executes a recruiting, selection and improve processes that have a positive impact on the
hiring process that results in top talent for the bottom line.
Builds Appropriate Relationships: Develops strong 3.81 Professionalism: Sets example. Stays current in terms of 3.6
interpersonal alliances at appropriate levels. professional development.
Influence: Convinces others to embrace a position 3.47 Urgency: Consistently responds promptly and efficiently to 3.81
or take a specific course of action. problems and tasks. Rarely late for meeting project
deadlines and is punctual.
Leveraging Networks: Draws upon a wide range of 3.30 Attitude: Positive about work; is cooperative and follows 3.83
professional and/or business relationships. through on commitments. Manages stress well.
Negotiation: Skillfully uses argument and 3.59 Overall Rating 3.71
persuasion to reach a favorable position without
6. Recruiter Skills Assessment
Questions Rating Rating
Strong knowledge of the line of business you support 3.72 Manage and control the staffing lifecycle efficiently 3.55
Ability to create a compelling value proposition statement(s) to 3.23 Respected as a staffing expert within the organization 3.61
engage and recruit passive, top talent for critical-to-fill positions
Selling the company. Possess a strong knowledge of company 3.55 Work well with hiring managers to understand workforce 3.70
history, financials, position in the market, etc. needs, help with succession planning, etc
Leverage the hiring manager and create an effective sourcing 3.60 Thoroughly defines the requisition with the hiring manager 3.72
strategy to identify and recruit top talent to understand real job needs and set realistic expectations.
Use social networking tools to source qualified, passive candidates. 3.36 Engage and recruit passively-looking candidates (recruiting 3.13
top talent in the industry).
Interview candidates using behavioral based assessment techniques 3.79 Building relationships and creating candidate pipelines for 3.36
to efficiently assess candidate competency. future needs within the organization you support
Negotiating offers. Ability to be a trusted advisor to a candidate and 3.79 Use technology to manage data, candidate relationships, 3.45
articulate the career opportunity with your organization etc
Set Service Level Agreements with Hiring Managers to define 3.72 Invested time learning and investigating ways to become a 3.21
roles/responsibilities and control the hiring process better staffing professional
Build relationships with peers, hiring managers and executives 4.09 Overall Ratings 3.57
Organize and manage your time well. Can multi-task efficiently. 3.74
Customer Service Skills Rating Rating
Communicate the hiring process to candidates. Set Service Level 3.19 Provide timely constructive feedback to candidates. 2.72
Provide detailed overview of the opportunity, LOB, department, etc. 3.09 Upbeat, positive and energetic about opportunities with 3.4
Overall Ratings 3.10
7. Self Reflection – You know you are an Elite
Recruiter if . . .
8. Self Reflection - Ten ways you know your
are an Elite Recruiter?
1. You get referrals from candidates you turn down for a position.
2. Your hiring managers ask you who they “should hire” . . . And
listen to your advice.
3. Candidates seek your input on preparing for the interview with the
hiring manager, making a decision on an offer, etc.
4. You keep track of all the people you have hired and have kept up
an ongoing relationship with 90% of them.
5. You track your performance (quality, efficiency, responsiveness/
delivery) on a quarterly basis.
9. Self Reflection - Ten ways you know your
are an Elite Recruiter?
6. You quantify the ROI of your services to your key stakeholders.
7. You have clearly written quarterly Performance Improvement goals.
8. You spend time each week helping those less fortunate find
employment, craft a better resume, prepare for an interview., etc.
9. You invest at least 15 minutes to ½ hour developing a written – hour
by hour - daily plan of action that you deploy before each day.
10. You have received gifts from candidates/hiring managers for
“changing their life” for the better.
10. Going for good to ‘Elite’ – The Journey
Starts with your mindset!
Must track performance – ‘Can’t manage what you
Focus on flawless execution of the ‘basic steps’ of the
Life-long learner who has written, quarterly goals
11. Mindset of ‘Elite’ Performers
“Just because you've been doing something for
years doesn’t mean you can't or don't need to
“Often, people get satisﬁed at being good at what
they do. They stop doing all the little things that
made them great.”
“Good is the enemy of Great.”
- Jim Collins
12. Mindset of ‘Elite’ Performers
“If you are not continually learning and upgrading your skills,
somewhere, someone is. And when you meet that person,
you will lose.”
- Reid Buckley
“Fortunes are NOT made in the boom times….That is merely
the collection period. Fortunes are made in depressions or
lean times when the wise man overhauls his mind, his
methods, his resources, and gets in training for the race to
- George Wood Bacon
13. Motto’s of ‘Elite’ Recruiters!
“My job is not to find you someone you can live
with, it is to find you someone you can’t live
“My job is to find the best talent period not the best
“I change people’s lives for a living!”
14. Can’t manage what you don’t
VOC - - I want a cost effective recruitment solution that
provides high quality candidates as quickly and efﬁciently as
Do you set SLA’s
Are your services
(time to route, time
to fill) and do you
Quality Process Efficiency
How do your hires Are you Lean, eliminate
perform compared waste and avoid the
to others in the “Seven Deadly Sins”
15. 7 Deadly Sins of Waste - Definitions
1. Defects: The effort involved in inspecting for and fixing defects
2. Overproduction: Production ahead of demand
3. Over Processing: Due to poor tool or product design creating activity
4. Motion: People or equipment moving more than is required
5. Waiting: Waiting for the next production step
6. Inventory: All components, work in process and finished product not being
7. Transportation: Moving products that are not actually required to perform the task
16. Flawless execution at each step of
“It is not one thing I do that makes me a top performer, it is all the
little things I do from the moment I get into the office till I leave”.
“Elite” recruiters work hard, are process-driven, and have developed
good habits and routines with respect to:
Workforce / Resource Planning
Hiring Manager Intake Sessions / Setting SLA's
Managing the Hiring Process
Time Management, Planning, and Goal Setting
17. Life-Long Learner with Goals!
Successful people have clearly written goals and plans
to achieve them.
Harvard Business School study found:
- 83% of the population do not have any clearly defined goals.
- 14% have goals but not written down.
- 3% of the population have goals that are written down.
The study concluded that the 3 percent that did have written goals were
earning an astounding 10 times that of the 83 percent group. In addition, similar
studies have shown that individuals with written goals also tend to have better
health and happier marriages than those without goals.
USA Today – People who set New Years resolutions, but not in writing, only 4%
had followed through. But of those people who had written down - - 46%.
1100% different success rate.
18. Life-Long Learner with Goals!
Advice for developing your Quarterly CI
Good habits are hard to create but easy
to live with.”
Don’t bite off more than you can
- Million Dollar Habits – Brian Tracy
chew! – Pick 3 things to work on
each quarter that will improve
your performance “10%”.
Implement one CI goal at a time
“Bad habits are easy to create but hard
to live with.” and work at it for 21 days.
- Million Dollar Habits – Brian Tracy
Utilize the Goal/Plan/System
technique for developing your
Quarterly CI Plan.
19. Life-Long Learner with Goals!
Read something educational/motivation at least 15-60
minutes each morning.
30-60 minutes a day = 1 book a week. To earn a PH’D
from a major university, you would read/study 40-50
books in a year.
Use your drive time to “read” 30-60 minutes a day (ave
person spends 500-1000 hours each year in his/her
20. Definition of Insanity
Doing the same thing over and over
and expecting different results!
21. Going from Good to ‘Elite’ – Next Steps
Take our free competency/skills assessment. email@example.com
– Subject Line: Elite Recruiter
For our benchmarking study, we are trying to get 2500 participants by July
Identify area’s of improvement. Develop a written Quarterly Action Plan for
to get 10% better (we can provide examples if you like).
Put an “idea Pad” on your desk for when you get insightful ideas that can
improve performance - - write them down!
Assess what metrics you are tracking regarding performance – Cost,
Quality, Efficiency, Responsiveness.
Set aside time to ‘learn’ for 15-60 minutes each day (or 4 of 7 days a
22. Additional “Take-Aways”
Interested in our weekly newsletter and free resource
center that has more information on all the topics
discussed! - sign up at www.recruiteracademy.com
Interested in white papers on Lean, JIT recruiting & the
Seven Deadly Sins of Waste – in Recruiting – email me