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A presentation of Talent Gallery Scandinavian Search Group - how we work - and a few tips and hints conducting a good recruiting process.

A presentation of Talent Gallery Scandinavian Search Group - how we work - and a few tips and hints conducting a good recruiting process.

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Talent Gallery Scandinavian Search Group Talent Gallery Scandinavian Search Group Document Transcript

  •   Talent  Gallery  –  Scandinavian  Search  Group  AboutUs 2012 © Scandinavian Search Group 2012 Page 1
  •             Dear  Client,     We  are  ompanies  stuffer  more  and  more  afnd  tche  lack  of  talents,  aever  fe  have  reecruiting  business.   of   Many  c in  living  in   he  most  interesting   or   hallenging  decade   nd  w or  the   ntered  into  a  stage     the  Candidate  driven  market.  A  situation  we  will  have  to  live  with  for  many  years?  Mainly  because     the  Baby  Boomers  are  retiring,  earch  he  Gen  iX  and  Gen  Y  pour  business  according  to  the  places.   Talent  Gallery  -­‐  Scandinavian  S and  t Group   s  developing   eople  are  fewer  to  take  their   market     needs.       Recently  a  client  s  urvey  was  executed  i  n  Norway  a  nd  the    main  feedback  from  major  companies  to   consultants  was:                   Understand  the  sector                     Listen     Give  us  new  ideas                       Be  honest             Talent  Gallery  –  Scandinavian  Search  Group  has  all  these  four  elements  on  the  agenda.  And  we  will     continue  focus  in  this  area  by     Industry  focus  –  across  borders     Process  focus  –  telling  is  not  selling     Innovation  –  and  knowledge  sharing     Honesty  is  one  of  our  core  values  –  a  very  important  one       We  hope  you  perceive  this  as  a  different  company  presentation.  We  want  to  let  you,  as  a  potential     client  –  or  existing  client,  know  how  we  work  –  and  how  you  should  expect  our  consultants  to     work.     Myself  I  have  been  working  recruitment  since  1995.  A  profession  I  love  –  and  sometimes  hate.   Finding  top  talents  to  clients  –  and  add  new  dimensions  to  people’s  life.         I  hope  you  like  the  publication.  The  presentation  is  an  extract  from  the  basic  training  we  have  in     Talent  Gallery  –  Scandinavian  Search  Group.         Porsgrunn,  September  2012                    AboutUs 2012 © Scandinavian Search Group 2012 Page 2
  •  Talent  Gallery  -­‐  Scandinavian  Search  Group  was  formed  in  January  1997  as  Edison  Consulting  AS.  Since  we  started  we  have  placed  more  than  1200  people  in  various  positions  through  search  and  selection  in  roles  ranging  from  CEO  and  CFOs  to  sales  consultants.  Talent  Gallery  –  Scandinavian  Search  Group  is  located  in  historical  environments  of  Porsgrund  Porselænsfabrik  in  the  heart  of  Grenland,  Norway.    The  company  was  founded  by  Trond  Larsen  in  1997.  We  are  operating  domestic  in  Scandinavia  as  well  as  international  search  assignments  through  a  selected  network  of  partners.  In  2011  we  rebranded  to  Talent  Gallery  and  started  working  closer  together  with  good  friends  and  peers  in  Belgium  and  Germany.       1997 1998 – 2009 2010 2011 2012 Edison Consulting Member of Opened office Rebranding to Talent Sharing founded by MRI Network in Copenhagen Talent Gallery Office opened Tron   d Larsen - Germany Talent Sharing network founded with offices in - Belgium - Denmark - Netherlands - NorwayDuring  the  spring  of  2010  volcano  ash  clouds  from  Iceland  covered  the  whole  of  Europe.  Beneath   these  clouds  four  people  from  Norway  and  Belgium  were  gathered   together  to  discuss  a  new  future…   These  four  people  were  Wim  Hernalsteen  and  Lieve  Goedefroy  from   the  successful  search  company  Talent  Gallery  in  Belgium  along  with   Sondre  and  Trond  Larsen  from  Scandinavian  Search  Group  in  Norway.   The  workshop  was  eventful,  no  doubt  -­‐  with  external  applause  from   volcanoes.    The  baby  was  presented  in  Networking  Sicily  July  2011.   Talent  Sharing  was  born.            AboutUs 2012 © Scandinavian Search Group 2012 Page 3
  • What  business  are  we  in?    We  started  by  trying  to  define  what  business  we  really  were  in.  Selling  people?  NO.  Much  more  than  that…  It’s  about:   • Creating  Trust   • Selling  Solutions   • Building  Synergy   • Finding  Talents   • Sharing  Talents   • Talent  Sharing  The  idea  Our  Big  Idea  was  to  create  a  committed  and  dedicated  network  of  partners  working  with  a  similar  methodology,  ethics,  and  business  rules.    Talent  Gallery  and  Scandinavian  Search  Group  had  been  working  together  within  MRI  Network  for  years.  When  Scandinavian  Search  Group  left  MRI  Network  in  the  fall  2009  the  friendship  and  business  relations  continued  and  the  seed  for  a  new  network  started  to  grow.    We  needed  strong  values  Creating  a  successful  business  should  be  started  by  creating  values  that  all  members  could  align  to.  During  the  volcano  meeting  and  follow-­‐up  meetings  thereafter  the  Talent  Sharing  values  were  developed  and  fine  tuned:         Partnership.         Build  a  positive  team,  trustworthy  and  with  a  family  spirit     Fun.         Create  fun  and  a  little  weirdness     No-­‐nonsense.     Do  what  you  say  and  say  what  you  do     Excellence.       Reach  WOW  in  customer  experience       Transparency.     Build  an  open  and  honest  relationship  with  communication     Shared  prosperity.     Share  to  grow  together  We  needed  a  mission  Why  are  we  doing  this?  The  Talent  Sharing  mission  statement  is:  “To  build  partnerships  with  companies  with  a  similar  vision  as  well  as  expand  our  service  solutions  in  other  countries  in  Europe  in  order  to  develop  and  provide  people  related  service  activities  to  our  clients”    We  needed  a  brand  Both  Wim  Hernalsteen  and  Trond  Larsen  have  been  working  with  brand  building  in  their  former  life.  There  was  no  doubt;  we  needed  to  create  a  brand.  Rebranding  is  a  mental  and  emotional  process  and  Scandinavian  Search  Group  was  not  an  optional  name  for  the  new  concept.  Simply  because  this  concept  is  to  be  distributed  both  inside  and  outside  Europe  in  the  years  to  come.        AboutUs 2012 © Scandinavian Search Group 2012 Page 4
  • The  choice  Talent  Sharing  is  the  mothership.  A  brand  structure  is  created  below  this  with  several  sub  brands.  Some  of  these  will  be  limited  to  a  number  of  countries,  but  the  current  brand  concept  is     Talent  Gallery.     Executive  Search     Talent  Arcade.     Select  &  Recruit     Talent  Interim.     Interim  Management     Talent  Monitor.     Assess  and  Train    We  base  our  daily  operations  upon  the  following  core  values:       Quality   Openness  and  Honesty   Knowledge  sharing   Team  Work   Having  FUN    Adding  value  to  people’s  lives  and  business  by  sharing  top  talents  globally.  Actively  creating  an  International  Network  of  high  quality  search  consultants  and  through  Talent  Sharing  Operating  a  House  of  HR  Brands  with  the  following  pillars:         Search  &  Selection   Organization  Surveys   Interim  Management        TALENT  GALLERY  -­‐  Scandinavian  Search  Group  offer  services  within  the  following  areas:    The  Goal  for  SSG  is  creating  a  HR  house  including  the  following  services:   Executive  Search   Selection   Assessment  Testing   Interim  Management  The  basic  service  is  SSG  Recruit,  but  we  have  added  new  interesting  services  to  our  toolbox  in  2010.    The  idea  about  this  is  being  a  360  degrees  service  provider  within  recruiting  –  offering  services  pre-­‐  and  post-­‐recruiting  assignments.      AboutUs 2012 © Scandinavian Search Group 2012 Page 5
  •  Talent  Gallery  -­‐  Scandinavian  Search  Group  has  been  the  host  of  Best  Practice  sharing  Networking  Meetings  since  2005.  That  year  we  invited  people  from  Germany,  Spain,  Sweden  and  Norway  to  our  meeting  in  Rome.  In  2006  more  than  40  people  gathered  in  Nice  Cote  d’Azur.  In  2007  more  than  70   people  gathered  in  Networking  Barcelona  2007.  The  2008   Networking  Venice  meeting   gathered  more  than  80  people  from  all  over  the  world.    In  June  2009  we  gathered  35  people  in  the  beautiful  island  of  Malta  and  in  June  2010  we  moved  55  people  to  Palma  de  Mallorca  in  Spain.  Our  last  Networking  Meeting  is  to  be  held  in  Valencia,  Spain  mid  June  2012.    Talent  Gallery  -­‐  Scandinavian  Search  Group  is  able  to  offer  international  recruiting  services  to  clients  across  the  world.      Australia   Germany   Russia  Austria   India   Singapore  Belgium   Ireland   Scotland  Brazil   Israel   Spain  China   Japan   Switzerland  Czech  Republic   Kuwait   Sweden  Costa  Rica   Malaysia   Turkey  Denmark   Mexico     United  Arabic  Emirates  England   Netherlands   USA  Finland   Norway   Qatar  France   Portugal       Puerto  Rico  AboutUs 2012 © Scandinavian Search Group 2012 Page 6
  •    Talent  Gallery  is  operating  according  to  a  21-­‐point  search  process  and  it  is  expected  that  all  members  of  our  team  operate  according  to  these  guidelines.  On  the  following  pages  you  will  get  a  description  on  every  point  of  this  process.      THE  PLANNING  STAGE   1. Before  starting  any  search  campaign  a  thorough  Job  Analysis  must  be  made.  We  can  also  offer   a  free  Trait  Analysis  through  Profiles  International  to  identify  the  correct  traits  of  a  new   person.   2. This  Job  Analysis  must  be  forwarded  to  client  for  approval  and  corrections.    AboutUs 2012 © Scandinavian Search Group 2012 Page 7
  • 3. When  agreed  upon  the  profile  –  make  an  ad  and  place  into  www.ssg-­‐nordic.com.  This  is  a   MUST  as  our  web  pages  are  our  most  important  marketing  tool.  The  more  jobs  posted  the   better  impression  SSG  give  to  Clients  and  Candidates.  Also  remember  to  register  the  Job   Order  as  a  Job  Order  in  our  Database!   4. Start  researching  for  names.  Competitors  of  your  client  should  have  been  clarified  during  the   Job  Analysis   5. Search  the  SSG  Database  for  candidates  and  start  with  similar  positions.  Remember  to  register   the  Job  Order  into  the  Database.   6. Prepare  the  search  campaign  including  a  script  with  the  sales  presentation  of  the  Client  and   the  Position        PRODUCTION  STAGE     7. Contact  Candidates  to  sell  the  position  and/or  get  other  names   8. Qualify  Candidate  by  using  the  5  Point  Candidate  Sheet  initially  and  also  remember  to  make  a   Google  check  on  the  candidates  at  this  stage   9. Interview  Candidates,  set  up  a  1st  interview  and  use  the  Interview  form.  If  possible  (Retained   Search)  interview  candidates  Face  to  Face.   10. Rank  Candidates  –  At  least  3  candidates  for  Send  Out  on  a  Job  Order   11. Brief  before  interview.  Connect  with  Candidates  and  Client  to  brief  before  the  interview   12. Client  Interview  with  Candidates  (Send  Outs).  Make  sure  that  all  practically  issues  (date  and   place)  are  arranged.   13. Debrief  Candidates  and  Client.  Connect  first  with  Candidates  –  thereafter  Client   14. Test  Candidates.  We  recommend  Profiles  International  and  Drake  (SelecSys).  Test  all  the   candidates  who  will  be  forwarded  to  the  2nd  round.   15. Remember  to  Reference  check  those  candidates  who  are  invited  to  the  2nd  (and  normally   final)  interview.  Remember  that  reference  checks  are  the  best  way  to  also  make  a  warm   Marketing  Presentation.    AboutUs 2012 © Scandinavian Search Group 2012 Page 8
  • QUALIFICATION  STAGE       16. Assist  Client  in  negotiating  the  deal  with  the  candidate  if  they  want  you  to  do  so.    We  often   see  that  this  is  a  game  from  many  clients  where  they  offer  far  lower  salary  than  initially   expected.  Keep  close  connection  with  Candidate  during  this  stage  and  use  your  Listening   Skills.  If  you  sense  a  negativity  in  the  candidate’s  tone  of  voice  –  follow-­‐up.    I  have  turned   many  Fall  Offs  to  Placements  in  this  stage.     17. Assist  Candidate  during  the  resignation  period,  as  this  is  normally  a  tough  time  for  the   Candidate.   18. Follow-­‐Up  Candidate  in  the  Notice  Period.  In  this  period  the  Candidate  has  no  loyalty  to   former  employer  and  no  loyalty  to  the  coming  employer.  Ask  your  client  to  bring  the  new   Candidate  into  the  organization  by  inviting  to  sales  meeting,  conferences  and  social  events.   19.  When  Candidate  has  started  –  be  sure  to  follow  up  after  1  month  to  make  sure  that   everything  is  working  as  expected  from  both  Client  and  Candidate’s  side.  Ask  Candidate  for   referrals  on  potential  candidates  for  other  searches  and  remember  to  ask  client  about   potential  future  staffing  needs.   20. After  3  months:  Everything  working  as  planned?    If  not  –  what  is  wrong?  Could  Coaching  be   and  alternative?  Ask  Candidate  for  referrals  on  potential  candidates  for  other  searches  and   remember  to  ask  client  about  potential  future  staffing  need.  Ask  Candidate  and  Client  if  they   are  pleased  with  your  services.     21.  After  6  months:  Everything  still  OK?  Ask  Candidate  for  referrals  on  potential  candidates  for   other  searches  and  remember  to  ask  client  about  potential  future  staffing  needs.  Any  other   services  we  could  offer  Client?    Like  Coaching/Mentoring,  other  companies  needing  people?                                AboutUs 2012 © Scandinavian Search Group 2012 Page 9
  • Interim  Management  is  hiring  experienced  hands-­‐on  managers  who  –  on  a  short  notice  –  are  able  to  assist  a  company  or  organizations  in:   Implement  changes   Fill  unplanned  "gap"  in  the  organization   Restructure  the  organization   Make  turnaround  projects  or  business  areas  where  it  is  not  performing  well  enough.   Conduct  a  critical  project  or  activity   Starting  a  new  business  or  new  business   Increasing  efficiency  in  the  management  groups  GOAL   Rapid  achievement  of  results   Interim  management  is  more  and  more  seen  as  one  of  the  most  effective  ways  to  recruit  in   order  to  achieve  flexibility  and  immediate  access  to  highly  experienced  executives   A  very  good  alternative  to  traditional  recruitment  or  hiring  expensive  consultants    VALUE  FOR  MONEY                     COST EFFICIENT QUICK EXPERT RESPONSIBLE     Comparative costs Able to start Most often Responsible for   of permanent quickly overqualified for implementing a   employment the task to be solution not only   Has expertise that solved advisor More cost means the interim Minimum 15 years "Interim Manager"   effective than manager very of experience and is just as good as management quickly becomes have generally he was on his last consultants effective varied experience mission. He must that substantiates deliver - ALWAYS Keen to achieve that they have rapid results to experience in keep up a good similar reputation assignments / problemAboutUs 2012 © Scandinavian Search Group 2012 Page 10
  • INTERIM  MANAGERS   Are  experienced  and  highly  qualified  "hands-­‐on"  managers  with  the  knowledge  and   experience  that  makes  them  capable  of  delivering  rapid  and  tangible  results?   Differs  from  Management  consultants  by  taking  operational  and  profit  responsibility  and  not   only  gives  advice  on  what  to  do?   In  most  cases  they  are  over  qualified  to  perform  the  engagement  and  has  experience  of  being   responsible  for  similar  projects.   Have  chosen  to  work  as  independent  rather  than  further  career  in  larger  organizations?   Are  available  at  short  notice?   Most  of  our  selected  Interim  Managers  have  more  than  15-­‐20  years  of  work  experience  and   have  chosen  Interim  Management  as  a  career  path  to  be  able  to  use  their  experience  from   various  companies  and  business  Interim managers and employees managers complement each other  AboutUs 2012 © Scandinavian Search Group 2012 Page 11
  • Interim Manager Management ConsultantAn Interim Manager is hired as an A consultant works normally in a largerindependent person on the basis of their company and is usually hired more due topersonal knowledge and experience the companys overall experience than the consultants own knowledge baseAn Interim Manager will always seek to A consultant will often try to stretch thereduce costs and increase organizational time of engagement and often attempt toeffectiveness to achieve the organizational sell into other services from consulting togoals as quickly as possible. This is because improve their own and their companysit is achieved will build Interim Managers revenue.intrinsicAn Interim Manager not only gives advice A consultant will provide advice on thebut take charge of implementation of the matter but would not normally implementproposed tasks and could therefore be the proposed tasks. ..described as problem solving ..An Interim Manager reports directly to you A consultant reports to his consultingas a leader and not through his own company who then report to you. Thiscompany. You can be assured that there is increase the cost and extend the process.no conflict of interest between the partiesAn Interim Manager working with your A consultant will often bring in otherteam in your own organization. You decide consultants they would like to work with100% who the Interim Manager will be instead of working with the people alreadyworking with. hired in your organizationAn Interim Manager is normally a specialist A consultant is usually no specialist but ain the area you have decided to use him and generalisthave wide experience in this particular area        AboutUs 2012 © Scandinavian Search Group 2012 Page 12
  •  RECRUITING  INTERIM  MANAGERS      WHAT  ARE  THE  COSTS? Are  available  at  short  notice?   You pay a fixed fee per hour or day depending on what we agree on   The price is determined by a number of factors but will generally be competitive with the costs you have to have a permanent employee in the position.   This is significantly cheaper than hiring a Management Consultant   You always have full control over your costs as you agree on how much it should be working   You are billed directly from the Interim Manager without any form of premiums from Talent Interim   There will be no costs other than the price it has been agreed   No employer tax   No holiday pay   No fringe benefits   Talent Interim has a separate agreement with the candidate  AboutUs 2012 © Scandinavian Search Group 2012 Page 13
  •   Interim Managers are often offered permanent employment after the assignment is completed.   Talent Interim will participate in the change   The person is already thoroughly tested through the work performed   Talent Interim will in such cases, charge the following costs:   o If a permanent employee during the first 12 months billed fee equivalent to 3 months rent   o If the employee during the period 12-24 months billed fee equivalent to 2 months rent   o If a permanent employee after an Interim Management period of over 24 months not billed fees     • Before a contract can be accepted and implemented, a representative advise customers on items that may prevent Talent Gallery SSG from performing the contract for the customer. • Talent Gallery - SSG consultants will not knowingly contact one placed candidate with the intent to place him/her in another organization within 24 months after placement. • A confirmation from the candidate (oral is ok) will be made at an early stage before revealing personal information to the client. • A representative must comply with the clients instructions about confidentiality and limitations of information that can be disclosed to the candidates. • During the process the Talent Gallery - SSG will communicate continuously with both client and candidate. • No information about the client or candidate, knowingly, will be held back even if it can have a negative impact when it comes to the outcome of the recruitment process.“I’ve  missed  more  than  9.000  shots  in  my  career.  I’ve  lost  almost  300  games.  26  times,  I’ve  been  trusted  to  take  the  game  winning  shot  and  missed.  I’ve  failed  over  and  over  again  in  my  life.  And  that  is  why  I  succeed.”  -­‐  Michael  Jordan      AboutUs 2012 © Scandinavian Search Group 2012 Page 14
  •    Search  is  where  a  consultant  will  target  and  identify  sources  of  top  performing  individuals  and  then  approach  them  to  offer  a  specific  opportunity  with  the  intention  of  placing  them  –  or  find  an  appropriate  opportunity  for  them.  There  are  certain  areas  where  you  should  focus  your  efforts  finding  business  opportunities:   1. Niche  markets  where  demands  exceed  supplies.   2. Markets  where  key  players  are  hard  to  find,  where  they   don’t  tend  to  respond  to  advertisements.   3. Client  companies  have  an   urgent  and  critical  need.   4. Client  cannot  find  the   candidates  themselves.   5. Markets  where  the  search   consultant  can  do  something   the  client  can’t;  i.e.  recruit  or   headhunt.   6. Targeted,  confidential  and   professional  approach   7. Improves  the  quality  of   candidates  lives   8. Increasing  the  revenue,   product  range  or  technical   expertise  of  client  companies                        AboutUs 2012 © Scandinavian Search Group 2012 Page 15
  •      WHY  TALENT  GALLERY  -­‐  SCANDINAVIAN  SEARCH  GROUP?   Features   Benefits  18  years’  experience   Consistent  Quality  of  Service  21  point  search  process   Consistent  Quality  of  Service  Talent  Gallery  Training   Personal  and  Professional  Development  Talent  Monitor  +  Talent  Interim     Additional  Service  to  Clients  Selected  offices  around  the  world   Local  knowledge,  National  Strengths    OUR  ROLE  AS  AN  EXECUTIVE  SEARCH  CONSULTANT  Our  role  in  this  business  is:   To  identify  and  select  quality  candidates  via  recruiting.   To  build  client  relationships  to  generate  fee  income.   To  network  and  research.   To  become  a  knowledge  worker  (an  individual  who  not  only  knows  and  understand  his  market   but  is  also  prepared  to  use  it  in  the  conversation).   Knowledge  of  clients,  marketplace,  hands  on  experience  within  their  industry.  AboutUs 2012 © Scandinavian Search Group 2012 Page 16
  • Draw  on  previous  experience  within  market  sector.   Educational  background.   Industry  experience.  Be  proud  of  what  you  do,  set  yourself  apart  from  the  competition.    It’s  not  our  perception  of  what  service  we  sell,  but  our  client’s  perception  of  what  service  they  get.        Have  the  vision  and  stick  to  it!    Exerts  from  an  ad  for  a  recruiter:  “The  basic  function  of  this  position  is  to  promote  sales  of  placement  services  to  customers  and  prospective  customers  within  the  assigned  desk  specialty.  To  maintain  and  develop  satisfied  customers  for  the  company  through  proper  handling  of  customers  and  candidates  and  cooperate  with  management  in  resolving  problems  in  areas  of  collections,  guarantees  and  any  other  negotiations  or  functions  that  may  be  assigned.”    It  went  on  to  list  our  9  major  responsibilities:   Selling  Placement  Services     Account  Development     Pricing     Customer  Service   Sales  Estimates     Candidate  Development     Records  and  Reports     Expense  Control     Maintain  Professional  Standards    WHY  SEARCH?  Why  is  search  the  most  appropriate  method  of  sourcing  candidates  in  a  “demand  exceeds  supply”  marketplace?   In  a  demand  exceeds  supply  market  place  it  is  unlikely  that  you  will  have  enough  short-­‐supply,   high-­‐demand  candidates  in  your  database.   The  most  motivated  and  best-­‐qualified  professionals  in  any  industry  are  normally  happy  in   their  position  and  qualified  to  do  their  job  well.  They  do  not  tend  to  respond  to   advertisements  and  are  not  registered  with  employment  agencies  or  job  boards.   The  best  candidate  for  your  clients  opportunities  are  those  who  are  currently  employed  doing   a  good  job  for  their  competitors  and  are  being  well  compensated.   The  only  way  to  access  these  candidates  is  by  going  to  the  market  place  and  approaching   those  individuals  directly.    AboutUs 2012 © Scandinavian Search Group 2012 Page 17
  •  Remember  that  you  are  not  doing  business  with  a  company,  but  with  the  people  inside  these  companies?  If  a  client  contact  leaves  the  company  and  a  new  one  appears  -­‐  you  might  have  a  new  client.  If  you  have  put  away  a  company  because  of  a  person  not  interested  in  working  with  you,  check  out  if  the  new  decision  maker  has  the  same  attitude.  You  can  expand  your  market  with  50  to  75%  by  rechecking  old  leads.    Connect  at  least  once  a  year  companies  you  have  put  aside,  you  might  have  met  them  on  a  bad  day!  Surveys  show  that  our  clients  are  normally  using  the  following  hiring  methodologies:    Organizations  Web  sites   21%  Employee  Referrals   19%  General  Job  Boards   15%  Search  Firms   10%  Campus  Recruiting   8%  Other   6%  Niche  Job  Boards   5%  Newspaper  Ads   5%  Social  Networking   5%  CV  Databases   4%  Career  Fairs   3%      AboutUs 2012 © Scandinavian Search Group 2012 Page 18
  • Based  upon  years  of  experience  with  demanding  clients  and  observations  we  have  learnt  that  companies  buy  our  services  from  the  following  reasons:     1. Client  will  make  more  money   2. Client  will  SAVE  money   3. Client  will  SAVE  time   4. Client  will  have  a  better  reputation  in  the  market   5. Client  will  survive    Why  don’t  client  want  to  work  with  recruiters?   No  Opening   We  advertise  ourselves   We  do  not  use  head  hunters   Too  expensive   We  do  not  pay  for  services  like  these    The  essential  criteria  of  a  search  assignment  are:   1. Urgent  and  Critical  need  (Start  date,  times  and  dates  of  1st  interview,  2nd  interview)   2. Mutual  respect  (Direct  line,  Mobile  number,  Home  telephone  number  –  yours  as  well  –  “I’m   doing  this  for  you”)   3. Complete  understanding  of  duties  and  responsibilities   4. Compensation  and  benefit  package  –  full  details.  Competitive  with  industry  standards   5. Full  fee  cleared   6. Company  history  and  growth  information  (Everything  you  can  sell  to  the  candidate)   7. Full  biography  of  the  Decision  Maker   8. Hiring  process  takes  a  specific  time.  (What  I  will  do  for  you  and  what  I  expect  you  to  do  for   me)   9. Decision  Maker  understands  he  must  work  with  the  Search  Consultant  to  “sell  opportunity”   (These  people  are  headhunted  candidates)      AboutUs 2012 © Scandinavian Search Group 2012 Page 19
  • Defining  an  ideal  success  profile  takes  more  than  a  concentration  on  one  competency.  It  needs  to  focus  on  the  interaction  of  three  core  competencies:   • The  candidate’s     o Intelligence   o Knowledge   o Skills   o Abilities   o Necessary  experience   • The  candidate’s   o Interest   o Motivation   o Energy   o Drive   • The  candidate’s  fit  (personal  characteristics)  necessary  to  be  successful  within  the  culture  of   the  company  The  most  common  form  of  assistants  to  the  interviewer  during  a  hiring  process  is:     Job  Description   o Defines  and  describes  the  job.    Title  of  the  position    To  whom  the  job  reports    Brief  overview  of  the  job    Job  Duties  or  responsibilities    Position  requirements    Salary  level  Ten  Tough  Questions  to  Answer   1. What  single  characteristic  is  considered  most  important  by  hiring  managers  in  a  potential   candidate?   2. If  there  are  two  equally  well-­‐qualified  candidates  for  a  job,  what  determines  the  final  choice?   3. What  are  the  personality  styles,  traits,  and  habits  of  those  who  get  promoted  or  seem  to  be   the  most  highly  regarded  in  your  organization?   4. If  an  employee  were  asked  what  adjective  most  accurately  described  the  best  employees’   personalities,  what  word  would  they  choose?   5. If  a  customer  were  asked  to  describe  the  culture  of  your  organization,  what  would  they  say?   6. How  do  you  deal  with  poor-­‐performing  employees?   7. Who  is  considered  the  most  valuable  employee  in  your  organization?  What  distinctive  traits   or  characteristics  does  s/he  have?   8. How  do  major  decisions  get  made?  Are  they  made  by  consensus,  a  majority  viewpoint,  or  a   single  person?   9. What  do  you  expect  a  good  employee  to  have  as  general  career  aspirations?   10. What  does  an  employee  have  to  do/demonstrate  in  order  to  be  considered  for  a  promotion?      AboutUs 2012 © Scandinavian Search Group 2012 Page 20
  • Job  specification   o Composition  of  Job  Description  plus  an  additional  section  called  Performance   Requirement  Factors  focusing  on  one  of  the  three  core  competencies  (Ability  to  do  the   job  OR  Interest,  motivation,  energy  OR  fit  within  the  culture).    Identifies  and  brings  focus  to  the  personal  and  professional  characteristics  that   are  critical  to  success  in  the  company.     The  ideal  success  profile   o Composition  of  Job  Description  plus  an  additional  section  entitled  Success   Characteristics  –  the  4  to  7  most  important  characteristics  for  job  success  as  defined   by  the  client.    These  factors  focus  on  the  interaction  of  the  three  core  competencies.   o The  purpose  of  the  ideal  success  profile  is  to  assist  you  in  gathering  the  best  data  to   assess  each  candidate.          WHAT  TO  LOOK  FOR  ON  CV’S   • Not  a  “natural”  citizen.  Is  work  permit  needed?   • Swift  moves,  i.e.  under  18  months  in  1  Job  or  3  or  more  Jobs  the  last  5  years.   • No  contact  telephone  number,  addresses   (under  divorce?)   • No  birth  date  (too  young,  too  old?)   • Low  educational  level  compared  to  norm   (investigate)   • Where  someone  has  put  employed  1989  to   1992  –  is  these  2  years  and  2  months  or  3   years  and  10  months  or  something  in   between?   • Income  –  break  it  down  into  every  element.   • Reasons  for  leaving  their  jobs  –  get  full  details.   • Consultancy  –  how  did  they  get  work?  How  large  were  the  assignments?  Note:   Consultancy  often  means  unemployed!   • Periods  of  unemployment?      AboutUs 2012 © Scandinavian Search Group 2012 Page 21
  •  I  felt  the  interview  began  cordially.  The  conversation  was  interesting  and  easy  to  maintain.    The  interviewer  spent  time  on  rapport  building.  There  was  a  smooth  transition  to  the  content  portion  of  the  interview  and  although  I  knew  that  the  search  professional  would  compare  my  intellect,  skills,  abilities  and  personality  to  an  ideal  success  profile,  there  was  no  evidence  of  it.    No  questions  and  no  embarrassing  paperwork.  She  might  have  taken  a  few  notes  –  or  she  might  not.  I  was  asked  some  broad,  open-­‐end  questions  that  were  designed  to  spark  the  conversation.    One  of  these  was:    -­‐  Could  you  tell  me  about  one  of  your  truly  outstanding  accomplishments  in  the  last  few  years?    That  question  really  got  the  ball  rolling.  I  was  proud  when  I  told  the  interviewer  a  great  success  story.    The  interviewer  became  involved  in  the  conversation  and  it  felt  much  more  inter-­‐active  than  a  question  and  answer  session.  There  was  no  attempt  to  trick  me  or  catch  me  up.  And  I  was  amazed  of  the  number  of  follow-­‐up  questions  asked  on  the  same  topic.  They  call  it  probing  in  the  interview  jargon.  Thinking  about  the  patience  that  the  interviewer  displayed,  it  seemed  as  if  she  would  have  been  content  to  spend  the  whole  hour  on  that  one  question…    Her  follow-­‐up  questions  addressed  how  and  why  I  did  things,  and  she  spent  a  great  deal  of  time  on  my  management  and  decision-­‐making  styles.    As  I  recall,  she  was  very  interested  in  my  preferences,  dislikes  as  well  as  likes.  Yet,  it  never  seemed  that  she  lost  the  flow  of  the  conversation.  When  she  finished  exploring  one  area,  she  asked  another  open-­‐ended  question  that  changed  the  direction  of  the  discussion,  and  then  she  probed  with  follow-­‐up  questions.  I  also  felt  that  the  interviewer  was  a  very  good  listener.  She  was  involved  in  the  conversation  and  able  to  concentrate  on  what  you  had  to  say  for  the  entire  interview.      When  I  said  something  unclear  to  her,  she  asked  for  clarification  or  confirmed  her  understanding  of  the  situation.    She  seemed  to  have  an  open  mind  as  we  were  discussing  the  way  I  handled  difficult  situations.  I  remember  her  as  sincere,  warm  and  interested.  When  it  came  to  the  point  of  concluding  the  interview,  she  did  so  in  a  respectful  manner.  She  did  not  make  promises  but  indicated  that  my  background  was  strong  and  on  target  with  the  search.    She  said  that  she  hoped  to  be  back  to  me  in  a  few  weeks,  but  of  course  she  had  to  be  somewhat  unclear  because  the  company  would  decide  on  the  timing  of  the  interviews.    The  meeting  ended  cordially.                      AboutUs 2012 © Scandinavian Search Group 2012 Page 22
  • There  are  several  reasons  for  loosing  good  candidates  during  a  hiring  process.    A  few  of  these  are  worth  mentioning:   Arrogance  among  executives   o Many  hiring  managers  do  not  understand  the  degree  of  respect  that  top  candidates   expect  to  be  shown.   Motivation   o The  relationship  between  an  individual’s  motivation  and  drive  and  that  person’s  fit   with  the  culture  of  a  company.   Interview  info  consistency   o Defining  the  characteristics  of  the  ideal  candidate  prior  to  beginning  the  interview   process  is  critical.   Preparation   o Many  interviewers  have  unfortunately  learnt  the  hard  way  that  a  few  minutes  worth   of  preparation  can  make  all  the  difference  in  conducting  a  successful  interview.   Building  a  partnership   o Outstanding  candidates  who  have  options  begin  to  evaluate  the  interviewer’s  ability   to  build  partnership  with  them  from  the  first  moments  of  the  interview.   Managing  the  Sell   o The  Sell  begins  the  first  minute  an  outstanding  candidate  walks  into  the  company.   Everyone  in  the  organization  is  part  of  that  sales  effort.   Negotiation   o The  interviewer,  as  well  as  the  candidate,  often  shows  her  true  mettle  in  the   negotiation  process.    The  objective  is  to  come  out  with  a  win/win  situation  and  it  takes   integrity,  finesse,  patience  and  understanding  in  addition  to  an  excellent  set  of  skills  to   accomplish  that  goal.    REFERENCE  CHECK  OBJECTIVES:   1. Verify  information  provided  by  the  candidate   2. Identify  the  candidate’s  past  work  performance,  accomplishments,  strengths  and  weaknesses   through  their  past  supervisors  and  colleagues   3. Get  an  assignment   4. Get  referrals  of  potential  clients  and  candidates   5. Recruit  the  individual  providing  the  reference  Recruiters  mostly  do  reference  checking  candidates;  although  some  clients  prefer  to  do  this  themselves.  Some  firms  conduct  them  internally,  while  others  outsource  the  process.  Unfortunately,  both  approaches  are  often  executed  with  little  concern  for  accuracy  or  effectiveness.    AboutUs 2012 © Scandinavian Search Group 2012 Page 23
  •  The  climate  is  changing,  and  I’m  not  talking  about  global  warming.  Our  business  climate  is  undergoing  significant  shifts.  The  talent  pool  is  evolving,  and  businesses  and  individuals  everywhere  must  adapt  or  face  professional  extinction.  What  we’re  experiencing  is  the  cusp  of  a  talent  crisis,  and  we’re  already  seeing  some  major  changes.  And  there  are  more  ahead.  It’s  time  for  businesses  —  and  recruiters  —  to  deal  with  this  new  reality.  At  its  heart,  the  talent  crisis  means  that  organizations  will  not  be  able  to  find,  attract,  hire,  and  retain  talent.  This  is  due  to  five  trends:  more  jobs  than  qualified  people  to  fill  them;  the  increasingly  multi-­‐generational  workforce;  the  end  of  retirement  as  we  know  it;  stronger  demands  for  employer  flexibility;  and  a  big  drop  in  average  employee  tenure.  Taken  separately,  each  of  these  trends  presents  a  challenge.  But  now,  as  at  no  time  before  in  our  history,  these  trends  are  converging  and  strengthening.  I  feel  so  strongly  that  the  talent  crisis  is  the  single  most  important  problem  businesses  face  today  that  I’ve  written  a  series  of  articles  on  this  topic.  This  month,  I  examine  the  people  —  and  skill  set  —  shortage  and  what  it  means  to  our  clients,  to  us,  and  to  both  of  our  bottom  lines.      A  Severe  Skill-­‐Set  Shortage  We’ve  all  heard  that  according  to  government  statistics,  there  will  be  more  positions  than  people  in  the  near  future.  Estimates  vary,  but  experts  agree  there  will  be  between  3  and10  million  more  jobs  than  people  by  2010.  Those  are  daunting  statistics,  but  as  a  recruiter  you  know  we’re  already  facing  a  shortage  in  2007:  a  lack  of  qualified  individuals  for  specific  positions.    A  skill-­‐set  shortage  is  preceding  the  people  shortage.  If  you’ve  spent  a  day  recruiting  in  the  healthcare  or  IT  fields,  you  know  what  I’m  talking  about.  AboutUs 2012 © Scandinavian Search Group 2012 Page 24
  • We’re  experiencing  a  severe  skill-­‐set  shortage.  Last  month,  I  took  a  look  at  the  job  aggregators  to  gauge  the  demand  for  IT  talent.  There  were  over  38,000  openings  for  SAP  FI/CO  consultants  on  jobster.com  alone.  But  this  problem  is  not  unique  to  healthcare  and  IT.  Many  other  industries  are  facing  this  same  issue.  Your  market  is  in  the  midst  of  a  skill-­‐set  shortage  if:  1.  Time  to  fill  for  some  critical  jobs  lengthens  to  six  months,  a  year,  or  more.  2.  Companies  start  lowering  their  standards  to  fill  positions,  refusing  to  hold  out  for  top  talent.  3.  Salaries  are  moving  up.  What  was  once  the  high  end  of  a  pay  range  will  become  the  median  income  for  hard-­‐to  find  skill  sets.  The  skill-­‐set  shortage  is  wide  ranging.  If  it  isn’t  affecting  you  and  your  clients  yet,  it  will,  no  matter  the  industry.  For  example,  it’s  estimated  that  56%  of  unskilled  labourers  need  to  have  the  skills  necessary  to  use  some  type  of  automated  technology.  This  isn’t  your  father’s  workplace:  most  warehouse  labourers  on  the  shipping  dock  today  use  wireless  handheld  computers  to  process  transactions.  Statistics  indicate  that  to  keep  up  with  the  jobs  generated  by  current  economic  growth,  the  United  States  will  need  18  million  new  college  graduates.  That’s  12  million  more  than  we’re  currently  graduating.  Clearly,  this  dilemma  isn’t  going  away  anytime  soon.  But  as  a  recruiter,  you’re  uniquely  positioned  to  use  this  trend  to  your  advantage.  It’s  Recruiting  101,  but  it’s  more  important  to  our  industry  now  than  ever.      YOU  AS  A  CLIENT  SHOULD  BE  ABLE  TO  ANSWER  DURING  HIRING  PROCESS    Before a job candidate becomes an employee, there are questions they should be asking youas their potential employer. Some are questions theyd actually pose to you. Others, like #35,are rhetorical questions theyll ask themselves. The more questions you can answerthroughout this process, the more successful the employee will be.The  First  10  Questions  We  begin  with  a  set  of  very  high-­‐level  questions  one  would  ask  when  trying  to  decide  whether  they  want  to  join  a  particular  company:   1   Who  are  you?   2   What  do  you  make/sell?   3   Why  should  I  work  there?   4   What  is  the  corporate  culture  like?   5   What  kinds  of  people  work  there?   6   What  skills  are  necessary  for  success?   7   How  competitive  is  your  total  compensation  package?   8   What  is  your  companys  reputation,  and  are  you  an  ethical  company?   9   Where  are  you  located?   10   What  will  have  you  on  my  resume  mean  for  me  in  the  future?    AboutUs 2012 © Scandinavian Search Group 2012 Page 25
  • The  Second  Set  The  next  10  questions  represent  questions  one  might  ask  if  theyre  interested:   11   How  can  I  learn  more?   12   Where  can  I  find  your  financial  data?   13   Where  are  you  located?  Where  can  I  find  your  open  jobs?   14   How  do  I  navigate  your  website?   15   Where  can  I  hear  from  current  employees?   16   What  current  corporate-­‐wide  initiatives  are  taking  place?   17   Have  you  dealt  with  any  major  shake-­‐ups,  scandals,  litigation,  etc.?   18   How  is  your  organization  set  up  (reporting  structure)?   19   What  is  this  company  most  proud  of?  What  is  their  heritage?   20   Who  is  your  customer?  The  Third  Set  These  questions  ask  very  specific  questions  about  your  companys  interviewing  process:   21   Who  is  your  customer?   22   What  kind  of  interviews  do  you  conduct?   23   How  do  I  get  to  the  facility?  Where  do  I  stay?   24   How  much  detail  can  I  find  in  your  brochures/website?   25   How  can  I  get  more  detail  about  the  topics  that  interest  me?   26   How  much  information  do  you  require  from  me,  and  when  do  you  want  it?   27   Where  can  I  find  detailed  benefits  information?   28   How  will  you  compensate  me  for  leaving  my  current  situation?   29   How  competitive  is  your  relocation  package?   30   Who  in  your  company  knows  Im  interviewing?  Is  this  job  search  on  the   radar  screen  of  senior  leaders?  The  Fourth  Set  The  remaining  questions  represent  the  hesitation  so  many  job-­‐seekers  feel  upon  recalling  past  recruitment  horror  stories:   31   When  will  I  hear  back?   32   How  many  interviews  will  I  have?   33   How  many  return  trips?   34   What  will  drive  my  compensation  package?  Will  you  be  flexible  or  tell  me   "Thats  what  it  pays,  take  it  or  leave  it"?   35   If  this  isnt  a  fit,  will  you  respect  me  by  telling  me  in  person?   36   Will  your  background  process  treat  me  with  dignity?   37   How  long  will  it  take  to  get  my  reimbursement?   38   Will  you  value  my  time?   39   Will  you  pressure  me  into  a  decision?   40   Did  you  only  introduce  me  to  people  you  thought  Id  like?   41   Will  I  feel  like  you  respected  me  at  the  end  of  the  process?  AboutUs 2012 © Scandinavian Search Group 2012 Page 26
  • Infant  The  period  when  you  can  do  nothing  for  yourself.  Someone  must  feed  you,  protect  you,  teach  you  and  care  for  you.  Juvenile  You  think  you  know  it  all.  You  don’t  feel  you  need  help  (or  ”interference”)  from  anyone.  You  know  it  all,  and  if  you  don’t,  no  one  does.  Adult  You  realize  you  don’t  know  it  all,  and  learning  through  others  is  the  best  means  for  achieving  your  ends.   • The  losers  are  those  who  never  advance  past  the  juvenile  stage  in  any  endeavour.  In  no   fields  is  this  more  evident  than  in  selling.   • The  single  worst  error  made  by  practitioners  in  our  industry  is  that  they  stop  learning  and   improving  their  selling  skills.   • A  great  difference  between  winners  and  losers  is  their  attitude  towards  what  they  need  to   know.  Losers  feel  it  is  someone  else’s  job  to  teach  them  everything  they  need  to  know.   Winners  are  determined  to  learn  and  will  seek  best  possible  training,  if  necessary   completely  on  their  own.   • In  every  major  recession  in  our  industry  since  World  War  II,  at  least  2/3  of  the  consultants   go  out  of  business.  Leave  our  industry.  Fail!   • Responsibility  for  the  on-­‐going  permanent  vital  skill  improvement  rests  with  you!    Sometimes  during  your  new  life  as  a  Search  Consultant  you  will  experience  times  of  great  revelation  –  and  plateaus.  These  are  dangerous.  You  try  to  improve  your  skills  without  results.  You  want  immediate  results  without  seeing  them  appearing.  You  try  to  gather  new  knowledge,  but  don’t  feel  the  kick.  You  will  become  sour,  negative  and  feel  that  there  is  actually  nothing  left  for  you  to  learn.  Here  are  a  few  tips:   • Review  initial  training,  like  the  Jeff  Kaye  videos,  SSG  Search  Manual  and  the  Recruitment   Handbook   • Go  back  over  what  you’ve  already  “learned”  because  you  might  not  really  have  learned  it   • The  best  material  won’t  work  effectively  if  it  isn’t  taught  properly.   • Repeat  readings  and  under  linings.   • Read  books  about  Selling.   • Record  your  telephone  conversations  and  play  them  afterwards.   • Ask  for  help.    AboutUs 2012 © Scandinavian Search Group 2012 Page 27
  •  -­‐  You  beat  50%  of  the  population  by  working  hard  -­‐  You  beat  another  40%  by  being  a  person  of  honesty  and  integrity  and  standing  for  something  -­‐  The  last  10%  is  a  dogfight  in  the  free  enterprise  system  Art  Williams  tells  his  story  how  he  founded  one  of  US’  biggest  insurance  companies:  “My  first  two  years  in  the  business,  I  was  dying  every  day.  I’ve  got  the  kind  of  personality  that  makes  me  want  everyone  to  like  me  and  agree  with  me.    When  I  started,  I  wanted  to  quit  every  single  day  for  two  years!  You’ve  got  to  work  hard,  not  for  a  few  weeks,  but  for  a  few  years.  It  takes  3  to  5  years  to  establish  yourself  in  any  business,  and  the  first  two  years  are  nothing  but  a  survival  time.  Even  after  you’re  doing  well,  you’ve  got  to  keep  working  hard,  if  you  want  to  get  better  and  keep  your  business  growing  and  developing  until  you  make  it  big.  If  you  are  willing  to  work  hard,  you’ve  already  beaten  50%  of  the  population.    Most  people  roll  out  of  bed  every  morning  and  they  don’t  have  any  purpose  of  life.  One  thing  I  have  discovered  in  business  is  that  the  smartest  people  in  the  world  make  some  of  the  same  mistakes  as  the  not-­‐so-­‐smart  people.    You  will  win  when  you  master  the  fundamentals:   • Become  a  Dreamer  again   • Have  a  crusade   • Dream  BIG  –  but  keep  it  simple   • Always  be  positive   • Treat  people  “good”   • Never  give  up                    www.talent-­‐gallery.no             www.talent-­‐interim.no    AboutUs 2012 © Scandinavian Search Group 2012 Page 28