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Dancing on the Fault Line


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Presentation from the Fordyce Forum 2010, presented by Jon Bartos.

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Dancing on the Fault Line

  1. 1. CANDIDATE REQUALIFICATION / RELOCATION CHECKLIST Candidate Name: Recruiter: Primary Phone: Secondary Phone: 1. Have you set expectations with the candidate? 2. Has the candidate been thoroughly prepped for the final interview? 3. Have you fully researched the products, the company and the Hiring Manager on Google? 4. Can you pass a background check (felony, misdemeanor, drug)? 5. Hot Buttons: A. What’s most important to you in your next position? B. What do you want to stay away from in your next position? C. How does this opportunity meet the requirements you are looking for in a position? 6. On a scale of 1-10, 10 meaning you are ready to accept the position, where are you in terms of interest? 1 (click for 1-10 drop-down menu) 7. What do you need to see to make it a 10? 8. Motivation to change: 9. Why? What do you like? What are your concerns? 10. Do you have any other opportunities on the go right now? 11. If so, where are you currently in their process? 12. Which opportunity are you leaning toward? Why?
  2. 2. CANDIDATE REQUALIFICATION / RELOCATION CHECKLIST 13. Discuss the other opportunity in detail. (Job, salary, years in business, role, opportunity for advancement, travel requirements, relocation requirements, etc.) 14. Are you up for any promotions or raises in the near future? When? 15. Have you discussed the opportunity with your spouse? How do they feel? Do they have any concerns? 16. Who else will be involved in your decision-making process? 17. Do you see yourself working for (my company) in the next 2 - 4 weeks? 18. Is there anything in your life that would prohibit you from making a change? 19. Do you see any issues that could affect your family situation? 20. If relocating: A. Own/ Rent? Size of house? Number bedrooms? Approximate appraised value? B. Do you need the same size house when you move? C. Have you researched the area? D. What are your expectations for relocation reimbursement? E. Are you clear on cost of living differential? F. If salary increase doesn’t cover cost of living increase, are you still interested? G. What is the spouse’s career/job? What do they make? Is the job portable? H. Children? How many? Ages? Grade? School situation? Private or public? Special needs/considerations? Local relatives?
  3. 3. CANDIDATE REQUALIFICATION / RELOCATION CHECKLIST 21. Re-confirm their current or most recent salary/bonus. Re-confirm the salary range of this job. They may check references and W-2’s, so where are you exactly? 22. What’s the minimum compensation you need to make a change? 23. Vacation Considerations? Benefits? 24. Have you considered the possibility that your current employer may make a counter offer?. Let’s discuss. 25. If I can get you can I accept the offer on your behalf? Yes No 26. My role from here on will be…
  4. 4. Defining Roles and Setting Expectations with a Candidate My Role Candidate’s Role I will act as your talent agent. You need to be as flexible as possible when scheduling I will present you to companies that will benefit from your skills interviews and time to talk with me. and experience. If I leave you a voice message or send you an email, I need to I will find companies that meet your requirements for the best know that you will get back in touch with me within four hours. next step in your career. You have my total commitment to openness and honesty at every I will present you in a positive manner. stage of this process and I need the same from you. I will set up all interviews, taking care of all the details. If you have any questions or concerns, it is imperative that you I will prepare you before interviews. I’ll discuss with you details bring them to my attention immediately. about the hiring manager, the company and the job description, I will be asking you where your interest level is from time to time, including what they look for in a successful candidate. so I want you to be thinking about that as you go through the I will debrief you after interviews, openly and honestly interview process. addressing any concerns the company might have. If your interest level ever wanes throughout the process, let me Before the final interview, I will negotiate a strong know. compensation and benefits package with the company so that If you are considering another opportunity now or during the the situation be a win-win one for you and them. process, let me know. I will walk you through the resignation process and cover the I may ask you to redo your resume, put together a list of career counteroffer. highlights, provide verification of sales production (if applicable) After you join the new team, I will follow up with you on your and/or produce a copy of the previous year’s W2 or a current pay first day, after two weeks and after 30 days. stub. If you have any issues throughout the process, no matter how In order for us to reach a successful conclusion, we need to be small, we will work together to resolve them. able to work closely together and to trust one another completely. “I want to be a partner in your success… your talent agent I will work with you to create an offer that you are willing to accept for the rest of your career.” in principal before it is officially presented by the company. Before ending the call, agree on:  Communication methods  Interview process for this position  Open and honest communication  Communication timeframe  Compensation to accept job  Ability to accept offer on their behalf
  5. 5. Defining Roles and Setting Expectations with a Client My Role in the Process My Additional Services to You throughout the Process I will find the very best players in the market quickly and I will completely qualify candidates’ compensation, skills, efficiently. accomplishments, etc before presenting them to you. I will take an in-depth needs analysis profile of your opening. I will brief you on candidates before each interview. I will understand the ideal fit for your position and culture. I will debrief with you after each interview. I will identify skill-sets, attributes and accountabilities of the I will address any issues that arise throughout the process that candidates I present to you. could create a roadblock. I will identify the competitive organizations that would have this Before the final interview I will establish with the candidate a type of talent. compensation that he is willing to allow ME to accept on his I will define what an “A” player truly is for your organization. behalf. I will help develop a win-win hiring process based upon the I will address counter offers with the candidate current market environment. I will contact the candidate and you on the candidate’s first day, I will work with you to develop a strong Employer Value two weeks after the start date, and 30 days after the start date to Proposition (defining why “A” players should work with you as address any concerns. opposed to your competitors). IF there is an issue, the three of us will work to resolve that issue I will create a search profile based on your input and approval. together. I will create a search plan for your position. I will put together a team consisting of a Researcher, Project Recruiter and Project Manager. Client’s Role I will create a Target Account List of your competitors or companies where the talent you require will reside. You need to be as flexible as possible when scheduling interviews I will develop a Recruiting Presentation that establishes an and time to talk with me. accurate identity and Value Proposition for your company. You must make sure you are available for the interviews that we I will execute the plan, making 100 to 120 calls per day. schedule. I will interview each candidate three times. You need to commit to the hiring process we establish at the start Within 2 to 3 weeks, I will present you with 3 to 5 ”A” players of the relationship. and their highlight sheets, summarizing the important You must keep communication open and honest at all times. information about them. You must provide open and honest feedback at all time. Before the call ends, set expectations about:  Communication timeframe  Communication methods  Sense of Urgency items  Ramifications for non-compliance
  6. 6. 2010 Personal Scorecard Goal setting should be an important aspect in everyone’s life. Individuals work to achieve their personal goals - not the goals of just their employers. It is important for your personal goals and those of your employers to be in alignment to increase the chance of success. Also, if you don’t know what you want or where you are going, it makes it difficult to figure out how to get there. The personal scorecard below is a quick snapshot of goals that are important to YOU in different areas of your life. It has been proven, that if you want to really reach your potential in life – goal setting is how to start. Before we set our goals, however, there are some specific questions we need to ask ourselves. Questions that will put us in the right state of mind - to be able to set very POWERFUL goals with the horsepower behind them to achieve them - in the face of any obstacle. I know it sounds a little heavy....but trust me. Write these down and spend a good 30 minutes on each question. Internalize them. Get them attached to the core of your being. Five questions to ask before setting your goals*: 1.What were my Success in 2009 – personal and professional? 2.What were some of my Shortcomings in 2009? 3.What three things could I change professionally and personally that would have a significant impact on 2010. 4.What am I truly grateful for? 5.What’s my why? *(see attached sheet for a detailed explanation of each question)
  7. 7. Goals for 2010 Name _________________________________________ Date ________________________________________________ Please list both long and short term goals (use additional pages if necessary). Be as specific as possible. Make sure each goal is SMART - Specific, Measurable, Attainable, Realistic and Timely. (To get the most out of your goal setting personal scorecard, please see notes that are included with this worksheet). Make a list of the goals and under each goal, the method you will use to reach it. Example: 1. Lose 25 lbs in 2010 •Join a Gym this week! •Buy a book on Diet and Metabolism by Jan 1. •Start my workouts first week of January. Here we go!!! Personal – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c.
  8. 8. Personal – Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c. Professional – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c. Professional – Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c.
  9. 9. Financial – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c. Financial – Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c. “Thing” Goal – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c.
  10. 10. “Thing” Goal – Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c. Health Goals – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c. Health Goals – Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c.
  11. 11. Other Important Goals – One Year: 1. a. b. c. 2. a. b. c. 3. a. b. c. Other Important Goals– Five Years: 1. a. b. c. 2. a. b. c. 3. a. b. c. Personal Vision Statement: Personal Responsibility and Accountability Statement:
  12. 12. Top Reasons to Set Goals From 1. Goals can give you a target to aim for. Dr. Maxwell Maltz, author of the classic Psycho-Cybernetics, said that human beings have a built-in goal seeking "success mechanism" that is part of the subconscious mind. This success mechanism is constantly searching for ways to help us reach our targets and find answers to our problems. According to Maltz, we work and feel better when our success mechanism is fully engaged going after clear targets. All we have to do to use this mechanism is to give it a target. Without one, our success mechanism lies dormant, or worse, pursues targets we didn't consciously choose. Goals provide your success mechanism with clear targets of your own choosing based on what is most important to you. 2. Goals can help you concentrate your time and effort. One important reason goal setters achieve such outstanding results is that they have learned how to focus and concentrate their time, energy, and resources on a single objective; even if it is just for a few hours at a time. Their concentrated power can produce results that are much greater than those achievable through the diffused and unfocused energy many people use to get through their days. A clear example of the power of the concentration and focusing of energy can be seen in a simple magnifying glass. The light from the sun arrives at the Earth as diffused energy. We know the energy is there because we can feel the heat from sunlight on our skin. When this diffused energy is concentrated through a magnifying glass, and then focused on a specific point, it can easily burn a piece of paper or wood. The same amount of energy that in one instance could only produce a very slight increase in temperature, when focused can start a fire. Another example is the laser beam. When all the light waves from a given source are concentrated so that they are all in phase, we end up with a laser beam. When a laser beam is focused on a given target, the results can be astounding: the light waves from a powerful laser beam can easily cut through a thick piece of metal. When we focus and concentrate our time, energy and resources, we can similarly cut through many of the challenges and obstacles that are standing in our way. One major time management challenge we are facing today is that there are more things available for us to do than anyone could possibly attempt, let alone accomplish, in an entire lifetime. If we are not careful, it is very easy to diffuse our time and energy with many different trivial pursuits, aimless distractions, and general business. Goals provide a way to focus and concentrate your time and energy into carefully chosen targets that are designed to make significant positive impacts in your life. 3. Goals can provide motivation, persistence and desire. Most significant accomplishments are riddled with obstacles, struggles, and failures. It is estimated that Thomas Edison failed over one thousand times before he finally discovered a way to make the light bulb work. It is very rare for something important to be accomplished successfully on the very first try.
  13. 13. If you want to achieve anything significant, it is likely that you will struggle and fail many times before you finally reach your target. High achievers keep picking themselves up after each fall and continue working steadily toward their targets until they finally reach their goal. Struggle and failure are often part of the price you have to pay for high achievement. As you can see, any major accomplishment requires motivation and persistence. Where does this motivation come from? It comes from your desire and purpose, from the reasons why you want to accomplish it. It's been said that a person with a big enough "why" can bear almost any "what" or "how." When your "why" is big enough, you find a way to reach your targets, even if you have to struggle and try many different things to get there. One of the main reasons people give up so easily in the face of failure is that they lose sight of their "why." Goals can help you remember your "big why" when you need to pick yourself up and keep going in the face of adversity. 4. Goals can help you establish priorities. You will find many forks in the road between where you are now and where you want to be. Instead of just going with the flow and letting the "current" or other people's interests determine where you end up, you have to consciously decide which way to go. Goals and the missions, visions, and dreams that inspire them, provide a natural framework to help you identify and establish your priorities and make the "right" choices based on the long-term view of what is most important to you. 5. Goals can provide a roadmap to take you from where you are to where you want to be. A well crafted strategy with an accompanying set of intermediate goals provides a framework to reach far away targets. One of the best ways to deal with large or seemingly "impossible" tasks is to break them up into a series of intermediate achievable steps and get to work on each piece. As Brian Tracy likes to say, "By the yard it's hard, but inch by inch it's a cinch!" Your intermediate goals give you valuable feedback: they tell you whether you are making progress or not, and can warn you if you are getting off course. In almost any endeavor, you will need to make adjustments to your plans and overall strategy as you learn from your mistakes, face and overcome obstacles, and experience unexpected setbacks. As the old adage states, "No plan survives first contact with the battlefield." Your strategy will also need to change and adapt based on the situations and circumstances you experience. Note that in all the five reasons above, I say that goals can help you in various ways. In order for goals to help you, they have to be the right kind of goals and you have to use them in the right way. The rest of this website is designed to help you do that.
  14. 14. Top Six Reasons People Don't Set Goals Experts estimate that only 5-10% of people bother to think about their goals on a regular basis, and only 1% to 3% have clear written goals. If goal setting is such a powerful tool, why don't more people use it? 1. They don't have a good reason to set goals. Goals can help you get what you want, but they won't help you figure out what that is! You have to be clear about what you really want before you can use goals to help you get it. 2. They don't know about it. Another reason people don't set goals is that they don't realize the power and value of goal setting as a tool for success and high achievement. Maybe they were never introduced to goal setting. After all, it is not something usually taught in our school system. If you don't know about a tool, you can't use it. 3. They don't know how to use it. Many people think they have goals, but what they really have are just wishes. You ask them what their goals are and they say something vague and generic like "I want to be rich," "I want a better job," or "I want to be healthy." Those are good dreams to have, but they are not goals. Others say that they tried goal setting and concluded that it doesn't work. They tell you something like "I tried setting a New Year's resolution a few years back, but I didn't even last a week!" What they don't realize is that most New Year's resolutions are merely vague wishes, not real goals. People almost never write them down or prepare a plan for achieving them. Imagine someone trying to use a power drill without knowing that you have to plug it in, and then telling you that power drills don't work! Goal setting is a tool that helps you achieve what you want step by step, but you need to know how to use it properly or you won't get anything from it. 4. Fear. Fear is a powerful emotion that can help us in many circumstances, but can also be destructive and paralyzing in others. Goal setting often requires us to overcome several deep rooted-fears: fear of failure, fear of rejection and fear of the unknown. Failing to overcome these fears leads to mediocre goals that produce mediocre results, or worse, to not setting goals at all. 5. They feel too busy & disorganized. A common reason people don't set goals is that they are too busy and disorganized to even consider taking on new challenges. They reject the notion at a subconscious level and come up with excuse after excuse of why they can't set goals right now. They just can't fool themselves into believing that they will be able to achieve their goals when they already feel stressed and overwhelmed just trying to cope with their current demands. One common excuse is "I'll set goals someday when things settle down a bit and I get more time," but they never end up finding the time. You have to make time for goal setting.
  15. 15. 6. They get overwhelmed. Many people get inspired to try goal setting because they read about it or hear it on the news. They want to be more successful and achieve better results, and they understand that goal setting can help them. A large number of them fall into a common trap that quickly leads to overwhelm and frustration, and they often end up abandoning goal setting before they even get started. The trap I'm talking about is trying to set a large number of goals for every aspect of their life. They grab a piece of paper, write the word "Goals" on it and then struggle to come up with anything to put down. They are trying to juggle in their mind everything they want in all the different areas of their life before committing to any one thing. No wonder they can't find it. Or they may come up with too many goals for everything from health, fitness, spouse, kids, community, spiritual, learning, career, money, toys... and quickly realize there is no way they can handle it. Think of goal setting as a muscle. Like any muscle, the more you use it, the stronger it gets, but you have to be gradual about it. What would happen if you go into the gym and try to bench press too much weight? You would strain or tear your chest muscles. To get stronger, muscles need gradual increases in resistance. Goal setting is the same way; you have to start small and gradually build up. New goal setters should limit themselves to one small "warm-up" goal that they can pursue from beginning to end in a matter of a few weeks or months. After completing their first goal, they can increase the resistance by pursuing one or two larger goals. Eventually, most people can simultaneously pursue one or two large goals in every important part of their life without feeling overwhelmed. They just have to get there gradually to avoid straining their goal setting "muscles."
  16. 16. SMART GOALS By I encourage you to pick up a pen and a piece of paper and jot down the goals you want to reach. Look at each goal and evaluate it. Make any changes necessary to ensure it meets the criteria for a SMART goals: S = Specific M = Measurable A = Attainable R = Realistic T = Timely Specific Goals should be straightforward and emphasize what you want to happen. Specifics help us to focus our efforts and clearly define what we are going to do. Specific is the What, Why, and How of the SMART model. WHAT are you going to do? Use action words such as direct, organize, coordinate, lead, develop, plan, build etc. WHY is this important to do at this time? What do you want to ultimately accomplish? HOW are you going to do it? (By...) Ensure the goals you set is very specific, clear and easy. Instead of setting a goal to lose weight or be healthier, set a specific goal to lose 2cm off your waistline or to walk 5 miles at an aerobically challenging pace. Measurable If you can't measure it, you can't manage it. In the broadest sense, the whole goal statement is a measure for the project; if the goal is accomplished, the is a success. However, there are usually several short-term or small measurements that can be built into the goal. Choose a goal with measurable progress, so you can see the change occur. How will you see when you reach your goal? Be specific! "I want to read 3 chapter books of 100 pages on my own before my birthday" shows the specific target to be measure. "I want to be a good reader" is not as measurable. Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goals.
  17. 17. Attainable When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop that attitudes, abilities, skills, and financial capacity to reach them. Your begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals. Goals you set which are too far out of your reach, you probably won't commit to doing. Although you may start with the best of intentions, the knowledge that it's too much for you means your subconscious will keep reminding you of this fact and will stop you from even giving it your best. A goal needs to stretch you slightly so you feel you can do it and it will need a real commitment from you. For instance, if you aim to lose 20lbs in one week, we all know that isn't achievable. But setting a goal to loose 1lb and when you've achieved that, aiming to lose a further 1lb, will keep it achievable for you. The feeling of success which this brings helps you to remain motivated. Realistic This is not a synonym for "easy." Realistic, in this case, means "do-able." It means that the learning curve is not a vertical slope; that the skills needed to do the work are available; that the project fits with the overall strategy and goals of the organization. A realistic project may push the skills and knowledge of the people working on it but it shouldn't break them. Devise a plan or a way of getting there which makes the goal realistic. The goal needs to be realistic for you and where you are at the moment. A goal of never again eating sweets, cakes, crisps and chocolate may not be realistic for someone who really enjoys these foods. For instance, it may be more realistic to set a goal of eating a piece of fruit each day instead of one sweet item. You can then choose to work towards reducing the amount of sweet products gradually as and when this feels realistic for you. Be sure to set goals that you can attain with some effort! Too difficult and you set the stage for failure, but too low sends the message that you aren't very capable. Set the bar high enough for a satisfying achievement! Timely Set a timeframe for the goal: for next week, in three months, by fifth grade. Putting an end point on your goal gives you a clear target to work towards. If you don't set a time, the commitment is too vague. It tends not to happen because you feel you can start at any time. Without a time limit, there's no urgency to start taking action now. Time must be measurable, attainable and realistic. Copyright © 2008 Jonathan Scott International, LLC All Rights Reserved
  18. 18. Five questions to ask before setting your goals*: Question 1. What were my successes in 2009? By taking stock of what went well last year, it will help you realize that the year might have been a better year than you thought. For me for instance - it made me realize the obvious successes that I achieved with hiring the right people as well as new accounts we brought in. Feel good about your successes - even celebrate. Question 2. What were some of my shortcomings in 2009? We know what we did well. Now lets take a look at what didn't go as well as planned. Why not? Was it something you did? Something you did not do? Was it the economy? Or was it the decisions you did not make - that caused you the shortcomings? Did you not make the change fast enough? If you find your self blaming something or someone else, go back and ask those questions to yourself. Then once you got these down... Question 3. What Can I learn from 2009? Along with this question is this one - "What three things personally and three things professionally that if I can change today , will significantly impact my life for the better." Many of us could go on with more the three, but three will be enough - if they are the most important ones. These are the things you need to put on the top of your list - and take action on today. Action to change these three things - so 2010 can be rid of the distractions that will keep you from your potential. Question 4. What am I truly Grateful for in my life? When goal setting you need to keep in the forefront of your mind what is most important to you. By taking a look at what you are grateful for, you can make sure your goals are consistent with whats most important to you. Goals that are not congruent with what is most important to you - tend to be self defeating. You don't want to just win the battle, but ultimately end up losing the war. For example - if one of your goals is to get more customers all over the us, however it will take you away from your family more often - we may need to rethink that strategy. Sit back. Reflect. Smile....Isn't it such a great feeling to focus on what you are grateful for.. Question 5. What is my Why? Probably the most important question of all. Your "Why" is the how come I get up in the morning. Its the thing that drives you. Its what you are passionate about. Its what you are excited, enthusiastic about in life. It's what you will climb any mountain for - walk through a brick wall for - or even take a bullet for. It could be an event, a person, or purpose. If you can develop and internalize that powerful "WHY" the how will be.....easy. Your "Why" is always the most powerful when it is NOT about you. If you can figure out your "Why"....the rest will be a given. By answering these five questions and really internalize them, you will be well on your way to making 2010 your best year yet.
  19. 19. Process for Recruiting Planning: 4:30pm on the Previous Day  Define the specific position you will be recruiting for  Get a Job Description and 18pt Job Order form from AE  Fully understand the position, company and compensation  Fully understand potential titles and key words to look for  Create a Rollup List in PCR  Do PCR internal database search a. Candidates b. Companies to pull from  Do external database search- Monster, CareerBuilder, HotJobs, ZoomInfo a. Candidates b. Companies to pull from  Do Networking site search- LinkedIn, association websites,, etc a. Candidates  Write a very compelling recruiting script (great intro, benefits, sell, close)  Write a very compelling recruiting e-mail  Write a very compelling recruiting voicemail message  Have the profile of a job written to e-mail to a candidate  Create email roll-up and send email out to COI (Circle of Influence) in market Recruiting Calls: 9:00am-noon, 1:00pm-4:00pm  Pull up Rollup List in PCR  Start with the candidates that are the closest match  Goal of at least 10 presentations, 3 CDS’s and 2 QC’s per day.  Goal of each recruiting call is:  Get referrals first  Get their interest second  Get information about them, their company and their industry third  Get an idea of their next dream job before the call ends  When candidates show interest, fill out a CDS Short Form  Input into PCR  Get a resume sent to you and schedule a follow-up call for CDS Long Form  Input resume into PCR once it’s received  Set expectations with the candidate on how the relationship will work  Address the issues of a counter offer  If the candidate is a direct fit, fill out a Highlight Sheet and send it to the AE (Send the Highlight Sheet, CDS and resume)  Have the candidate change the resume if necessary Taking the Candidate Through the Hiring Process:  Prep the candidate with the AE before each interview  Debrief the candidate with the AE after each interview  Address the issues of a counter offer with the candidate  Get the ability to accept an offer on the candidate’s behalf
  20. 20.  Requalify the candidate at each step in the process Copyright 2008 Jon Bartos
  21. 21. Job Order Matrix A B C D E Score Difficulty of Search You know the Internal Match External Specific General Known availability of match Probable Surgical Recruiting candidates Availability Recruiting 5 4 3 2 1 Urgency Extreme Critical Average Little None How high is the priority to fill this position quickly 5 4 3 2 1 Exclusivity Total Client will also One other Multiple Firms Everyone Who else is trying to search firm fill this position 5 4 3 2 1 Hiring Cycle Fast Good Average Slow Forever Time to process a candidate 10 days 11-25 days 26-45 days 40-60 days Over 60 from first contact to final decision 5 4 3 2 1 Salary/Earnings Over $100k $80-100k $65-80k $50-65k Less than $50k Weight score based on high or low fee % 5 4 3 2 1 Repeat Business 7 or more 5 to 6 3 to 4 1 to 2 None Realistic # of placements w/in the 12 month period 5 4 3 2 1 Mutual Cooperation Total Takes most Must send Must go to Little or none How involved and calls resume 1st HR Not engaged accessible is the Hiring Manager 5 4 3 2 1 Fillability No Problem Easy Average Difficult Extremely How realistic is it to Difficult fill - based on the combination of factors 5 4 3 2 1 Completeness No JO blanks Some blanks Unsure of Sent elsewhere Skeleton How well developed answers are the job order and descriptions 5 4 3 2 1 Fee 30%+ of first 25-29% first 20-24% first Less than 20% Below minimum What is the realistic year comp year comp year comp but greater than of $12k gross fee this job $12k will pay 5 4 3 2 1 Relationship Long-term Never worked Is the client new or existing? rela. with many together Have there been successful placements placements in the past? 5 4 3 2 1 Interview Dates Dates set and No Dates Set Have there been any confirmed interview dates set? 5 4 3 2 1 Total 51-60 - A - Solid Search Assignment Sub Total: 0 Total 41-50 - B - Ok Job Order - Can you approve it? Agreement Adjustment (+/-) Total 40 or Below - C - Upgrade Job Order or Do Not Work on it. Total: 0
  22. 22. Selling Situations Success Rate Easiest Account Contact Market/Desk Spec. 95-100% Existing Existing Existing Existing New Existing Existing “C” Level Existing New Account Existing Existing New Account New Contact Existing New Account “C” Level Existing New Account New Contact New Market Toughest 1%