The Complete Guide to Headhunter Hiring - Karen Schmidt


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As search firm owners, a hiring paradox exists for most of us. We dedicate our lives to helping our clients create strong, efficient and effective hiring strategies, but we struggle to do the same for our own firms.

If hiring for your own team is on the horizon, this Step-by-Step Process for Recruiting Recruiters will share granular and essential pieces of the process, including:

sourcing options to find the best future superstars for your team.
how to write an effective posting, and articulate a compelling value proposition for your unique organization.
what research and preparation needs to be completed prior to any hire.
We will share how to set expectations throughout the interviewing process, specific onboarding calendars that help balance daily training with personal production, and ensure that effort breeds results!

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  • The Complete Guide to Headhunter Hiring - Karen Schmidt

    1. 1. WELCOMEWELCOMERecruiting Best PracticesOnline | Just-In-Time | CustomizedThe Complete Guide to Headhunter HiringKaren Schmidt, Managing PartnerNext Level Exchange
    2. 2. 2• Sourcing options to find the best future superstars for yourteam• How to articulate a compelling value proposition for yourunique organization• Interviewing Do’s and Don’ts• Research and preparation to complete prior to any hire• Specific onboarding calendar to balance daily training withpersonal productionAREAS TO ADDRESS
    3. 3. 3• Employee Referrals• Spouse Referrals• College Speaking• College Job Boards• Monster/CareerBuilder/HotJobs/ZipRecruiter• Review the “Join Us” Section ofWebsite: photos,testimonials, stories, unique differentiators, etc.EFFECTIVE SOURCING
    4. 4. 4• In control of your lifestyle, balance, future and income• Flexibility as to how you can build and grow, but with the structureand support of others who have paved the way for your success• Personal income directly correlated to your knowledge, skills, andwork ethic• Very few opportunities that allow you to achieve such incrediblefinancial success without an advanced degree or years of training• This business is a complete meritocracy, and those who put the mostinto the search business are the ones who will be rewarded the most –both in how much you earn as well as the impact you can make on thelives of your clients and candidates• oryour personalVipe CloudVideoWHY SEARCH?
    5. 5. 5VIDEOS
    6. 6. 6VIDEOS
    7. 7. 7• Complete this sentence: “This position is the opportunity for someone to .”– The reasons need to be beyond ‘work with great people’, ‘take the next step inyour career’, or ‘work in a great environment’ – what does your opportunity allowsomeone to do beyond what they might have the opportunity to do currently?• What are the primary reasons someone would join your organization instead ofanother search firm?• What is the career path for this individual?• What in-house resources do you have that give people a competitive advantage? Whatexternal resources?• How does your company differentiate itself from other recruiters in your niche?• Do you have a success story of someone in your organization in a similar role?• What sort of company related functions do you do on an annual basis? Anyspontaneous events? Do you or the staff ever meet for after work get-togethers suchas barbeques, softball games, golf tournaments, night at the movies, bowling night,fishing trips, or celebration of a completed search?WHY YOUR FIRM?
    8. 8. 8• What involvement do you and/or your organization have in the local community or inother charitable organizations?• What special programs do you have that accommodate family activities?• What is the tenure of your senior staff? What benefit does that provide a newassociate?• What is the training program for this new associate? Think through initially, as well ascontinued development.• What future growth plans do you have for your firm? What opportunity does thatcreate for someone? Where do you see your niche heading/evolving?• Consider including some testimonials of others on the team – what this opportunityhas provided them (where they came from, where they are now)…• What associations, networks, or boards are you/your firm affiliated with?• What are you most proud of in terms of the work that you’ve done or impact you’vemade for your clients?WHY YOUR FIRM?
    9. 9. 9• Initial Phone ScreenHIRING
    10. 10. 10• Initial Phone Screen (record a piece of the call if possibleand legal)• Behavioral Profile• Rotation Interview withTeams• Compensation Overview• Shadow Others• PhoneTest• Theory ofThrees• Integrity Breach• For All: Undersell the Opportunity and Over-communicate the ExpectationsHIRING
    11. 11. 11• Are you willing to work 10+ hour days consistently throughout your first year in orderto build your business?• What external commitments do you have currently that may create an issue for thetime commitment required in this role?• What separates you from someone else being considered for this role?• What are the three most essential characteristics that you believe someone in this roleneeds to have? How do you embody each of those characteristics?• In previous roles involving sales, what do you feel you did that differentiated you fromothers?• What are the biggest challenges you anticipate facing as a recruiter?• What are the biggest frustrations you’ve experienced in past roles?• Tell me about a time when you failed at something at work and what you learned.• Tell me about a time when you faced an urgent timeline and how you handled.• Tell me about a time at work when you experienced great success. What was it andwhy did it happen?SCREENING QUESTIONS
    12. 12. 12• Now that you’ve gone through an initial interview, you know what arecruiter does and you know yourself better than anyone interviewing youever could. Act as if you were a recruiter presenting me to a search firmowner as a potential hire. How would you sell me on your fit for this role?Share with me the areas of great connection, and possible areas ofconcern.SCREENING QUESTIONS
    13. 13. 13• Do you think you are too old to accept an entry level position?• How many children do you have? Are they healthy?• Do you have a child care problem?• Who did you vote for in the last election?• Have you ever been arrested?• Do you belong to a church? What kind?• Have you ever been treated for drug/alcohol abuse?• What languages do you commonly use?Any other area which is not specifically related to the evaluationcriteria for the position or any others that could violate EEOC.INTERVIEWING DON’TS
    14. 14. 14Don’t make them wait in the lobby, or listen to you on a call with acandidate or client.Failure to establish rapport with the candidate.The interview never getsoff the ground - resulting in no substantive discussion about theapplicant and his/her qualifications.Failure to have a strategy. Lack of an interview system or anunderstanding of what information needs to be elicited can lead to aninappropriate and counterproductive interview.Briefness of interview. An interview that is too brief is usually superficial,yielding little valuable information about the candidate.Overemphasis on initial impression. First impressions are not necessarilytrue indications of typical behavior. Avoid making final decisions earlyin the interview before you have gathered appropriate information.(trust, but verify)INTERVIEWING DON’TS
    15. 15. 15Look at your physical office space through a new lens. What doessomeone entering your space see and experience?Send an email with the smallest details handled: where to park, how tofind the office suite, how much time to set aside, who to ask for, etc.Give the candidate a bottled water without them having to request it.Sit in a private conference room if possible. If not, turn off yourcomputer monitor, silence your cell phone, and decline all incomingcalls.Have a copy of their resume already printed and on your desk. Givethem some printed materials to review in return.Complement them on something – no matter how small.Be acutely aware of your body language and what it is communicatingto the candidate.INTERVIEWING DO’S
    16. 16. 16Take notes – it shows you are listening. Don’t take too many notes – itmakes a candidate feel like they are in a therapy session.Practice the 50/50 balance: talking versus listening. Whoever talks themost feels the conversation has gone the best – make sure it’s thecandidate. Resist the three-minute-rule: its human nature to base youropinion about a candidate on the gut feeling you develop during the firstfew minutes of the interview.To some extent, that tendency can beharnessed as a kind of intrinsic sixth sense, but have faith in the processas a whole.Assign some homework or follow-up steps of what they can do to continueto proactively pursue this path – review homework, watch introductorytraining videos, read certain industry-relevant material.Clearly articulate next steps of what they should expect from you followingthe interview.INTERVIEWING DO’S
    17. 17. 17Remember the “why”:•The training program is not aboutYOU and whatYOU want tosee, but instead aboutTHEM and whatTHEY came to build andaccomplish•Decrease the onboarding/placement timeframe in service ofstaying motivated and excited for each dayTRAINING PROGRAM“I am committed to your success, and here is someinformation about your performance that should help inthat endeavor. ”
    18. 18. 18
    19. 19. 19Prior to Hire:• Job Order with Signed Agreement for first search (recruit first,market second)• Candidate call plan with at least 600 contacts• All forms, form emails, candidate data sheets, codes, formletters, etc loaded into the databasePost Hire:• Planning Issue• Execution Issue• Talent IssueELIMINATE ISSUES
    20. 20. 205 Minute Morning Standing Coaching Meeting. Objective:• Check the plan for the day. Are there 100 people to call, for real? #1 reason new hires are slow onthe phones is because of poor planning. Determine this on the FRONT END of the day, not after ahorrible day.• What are their measurable goals for the day? (I want to talk to 15 people…I want to have 4 hours onthe phone…I want to recruit two candidates for ABC…I want to get 5 solid direct referrals…etc)• What brief coaching can you give them that will help them meet their goal? (Want to get 5 referrals?Talk about the three most impactful name gathering questions you’d ask on each call.)• Then LEAVE! Barring any unforeseen circumstances, you’ll see them at the end of the day.30 Minute Afternoon Debrief• Compare their “actual results” to their “measurable goal” – it only takes them falling short a coupleof times before they stop falling short.• Go through their PRINTED LIST of presentations they made. This is the #1 biggest thing you can doto make sure your new hire is truly on the phone, talking with people, and making things happen. Ifyou don’t have their printed list, you are relying on their interpretation of how their day went. If youhave the list, you can give targeted and timely feedback based on who they actually talked with andwhat the results were of those conversations.• Go through any areas of coaching that’s needed for them to have a stronger day the following day.DAILY CHECKPOINTS
    21. 21. 21Karen SchmidtManaging Partnerkaren@nextlevelexchange.comCONTACT