Going from Good To 'Elite'! Becoming an Elite Recruiter


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ERE Webinar from 3/10/2010, presented by David Szary

Published in: Business, Technology

Going from Good To 'Elite'! Becoming an Elite Recruiter

  1. 1. Going from Good to ‘Elite’ elite - n., pl., • The best or most skilled good (g d) members of a group: •  Being positive or desirable in nature; not bad or poor: n., av·er·age •  Typical; Common; Ordinary Presenter - David Szary – Founder/Partner Lean Human Capital The Recruiter Academy dszary@leanhumancapital.com/734-414-9816 Link in with me: http://www.linkedin.com/in/davidszary
  2. 2. About – David Szary   “Fell” into recruiting in 1989!   First half of career, recruited (and managed teams) in “high tech” industry for small, publicly-held “high-growth” staffing/outsourced service provider.   In 1997, founded The Recruiter Academy (www.recruiteracademy.com).   2009 - founding partner of LEAN (www.leanhumancapital.com), combining Recruiter Academy education solution with analytic and process optimization experts.   Worked with thousands of recruiters from over 2000 companies spanning 8 countries, 40 states and 110 different markets throughout the US including many respected Healthcare organizations.   Unique opportunity to work with recruiters/recruitment organizations performing in all types of market conditions (don’t forget the last down turn and the .com bust) within all major industries.
  3. 3. Key Components of an “Elite” Staffing Operation – 20,000 foot view Technology Scalable Process(s) Elite Recruiters
  4. 4. What are the competencies/skills of Elite Recruiters?
  5. 5. Recruiter Competency Model Questions Rating Rating Customer/Client Focus: Maintains unwavering focus 3.83 Communicating: Expresses oneself effectively both orally 3.81 on delighting the customer/client and in written form. Actively listens to others. Drives for Results: Exhibits strong drive for results 3.92 Creative Problem Solving: Identifies and collects information 3.68 and success. relevant to the problem. Judgment: Makes sound decisions tempered by 3.91 Interpersonal Skills: Treats others with respect and dignity. 4.10 practicality and common sense. Organization/Time Management: Is organized and 3.53 Teamwork: Uses appropriate interpersonal style to steer 3.68 plans ahead in completing work tasks. members towards the goal. Business Acumen: Understands how the line-of- 3.66 Self Direction: Establishes goals, deliverables, timelines, 3.57 business supported, develops strategy, serves and budgets with little or no motivation from superiors. customers, succeeds and generates profits Evaluating Candidates: Evaluates, selects and hires 3.87 Flexibility: Willingness to change to meet organizational 3.85 top talent needs. Adapts to stressful situations Staffing Lifecycle Management: Plans and 3.55 Financial: Does not waste resources. Looks for methods to 3.61 successfully executes a recruiting, selection and improve processes that have a positive impact on the hiring process that results in top talent for the bottom line. organization. Builds Appropriate Relationships: Develops strong 3.81 Professionalism: Sets example. Stays current in terms of 3.6 interpersonal alliances at appropriate levels. professional development. Influence: Convinces others to embrace a position 3.47 Urgency: Consistently responds promptly and efficiently to 3.81 or take a specific course of action. problems and tasks. Rarely late for meeting project deadlines and is punctual. Leveraging Networks: Draws upon a wide range of 3.30 Attitude: Positive about work; is cooperative and follows 3.83 professional and/or business relationships. through on commitments. Manages stress well. Negotiation: Skillfully uses argument and 3.59 Overall Rating 3.71 persuasion to reach a favorable position without causing hostility.
  6. 6. Recruiter Skills Assessment Questions Rating Rating Strong knowledge of the line of business you support 3.72 Manage and control the staffing lifecycle efficiently 3.55 Ability to create a compelling value proposition statement(s) to 3.23 Respected as a staffing expert within the organization 3.61 engage and recruit passive, top talent for critical-to-fill positions Selling the company. Possess a strong knowledge of company 3.55 Work well with hiring managers to understand workforce 3.70 history, financials, position in the market, etc. needs, help with succession planning, etc Leverage the hiring manager and create an effective sourcing 3.60 Thoroughly defines the requisition with the hiring manager 3.72 strategy to identify and recruit top talent to understand real job needs and set realistic expectations. Use social networking tools to source qualified, passive candidates. 3.36 Engage and recruit passively-looking candidates (recruiting 3.13 top talent in the industry). Interview candidates using behavioral based assessment techniques 3.79 Building relationships and creating candidate pipelines for 3.36 to efficiently assess candidate competency. future needs within the organization you support Negotiating offers. Ability to be a trusted advisor to a candidate and 3.79 Use technology to manage data, candidate relationships, 3.45 articulate the career opportunity with your organization etc Set Service Level Agreements with Hiring Managers to define 3.72 Invested time learning and investigating ways to become a 3.21 roles/responsibilities and control the hiring process better staffing professional Build relationships with peers, hiring managers and executives 4.09 Overall Ratings 3.57 Organize and manage your time well. Can multi-task efficiently. 3.74 Customer Service Skills Rating Rating Communicate the hiring process to candidates. Set Service Level 3.19 Provide timely constructive feedback to candidates. 2.72 Agreements. Provide detailed overview of the opportunity, LOB, department, etc. 3.09 Upbeat, positive and energetic about opportunities with 3.4 your organization Overall Ratings 3.10
  7. 7. Self Reflection – You know you are an Elite Recruiter if . . .
  8. 8. Self Reflection - Ten ways you know your are an Elite Recruiter? 1.  You get referrals from candidates you turn down for a position. 2.  Your hiring managers ask you who they “should hire” . . . And listen to your advice. 3.  Candidates seek your input on preparing for the interview with the hiring manager, making a decision on an offer, etc. 4.  You keep track of all the people you have hired and have kept up an ongoing relationship with 90% of them. 5.  You track your performance (quality, efficiency, responsiveness/ delivery) on a quarterly basis.
  9. 9. Self Reflection - Ten ways you know your are an Elite Recruiter? 6. You quantify the ROI of your services to your key stakeholders. 7. You have clearly written quarterly Performance Improvement goals. 8. You spend time each week helping those less fortunate find employment, craft a better resume, prepare for an interview., etc. 9. You invest at least 15 minutes to ½ hour developing a written – hour by hour - daily plan of action that you deploy before each day. 10. You have received gifts from candidates/hiring managers for “changing their life” for the better.
  10. 10. Going for good to ‘Elite’ – The Journey   Starts with your mindset!   Must track performance – ‘Can’t manage what you don’t measure’   Focus on flawless execution of the ‘basic steps’ of the recruitment process   Life-long learner who has written, quarterly goals
  11. 11. Mindset of ‘Elite’ Performers   “Just because you've been doing something for years doesn’t mean you can't or don't need to improve.”   “Often, people get satisfied at being good at what they do. They stop doing all the little things that made them great.”   “Good is the enemy of Great.” - Jim Collins
  12. 12. Mindset of ‘Elite’ Performers “If you are not continually learning and upgrading your skills, somewhere, someone is. And when you meet that person, you will lose.” - Reid Buckley “Fortunes are NOT made in the boom times….That is merely the collection period. Fortunes are made in depressions or lean times when the wise man overhauls his mind, his methods, his resources, and gets in training for the race to come.” - George Wood Bacon
  13. 13. Motto’s of ‘Elite’ Recruiters! “My job is not to find you someone you can live with, it is to find you someone you can’t live without!” “My job is to find the best talent period not the best available!” “I change people’s lives for a living!”
  14. 14. Can’t manage what you don’t measure VOC - - I want a cost effective recruitment solution that provides high quality candidates as quickly and efficiently as possible! Responsiveness Cost   Do you set SLA’s   Are your services (time to route, time cost competitive? to fill) and do you meet them? Quality Process Efficiency   How do your hires   Are you Lean, eliminate perform compared waste and avoid the to others in the “Seven Deadly Sins” organization?
  15. 15. 7 Deadly Sins of Waste - Definitions 1.  Defects: The effort involved in inspecting for and fixing defects 2.  Overproduction: Production ahead of demand 3.  Over Processing: Due to poor tool or product design creating activity 4.  Motion: People or equipment moving more than is required 5.  Waiting: Waiting for the next production step 6.  Inventory: All components, work in process and finished product not being processed 7.  Transportation: Moving products that are not actually required to perform the task DOOMWIT!
  16. 16. Flawless execution at each step of recruitment process   “It is not one thing I do that makes me a top performer, it is all the little things I do from the moment I get into the office till I leave”.   “Elite” recruiters work hard, are process-driven, and have developed good habits and routines with respect to:  Workforce / Resource Planning  Hiring Manager Intake Sessions / Setting SLA's  Candidate Sourcing  Candidate Assessment  Managing the Hiring Process  Offer Negotiation  Data Management  Time Management, Planning, and Goal Setting
  17. 17. Life-Long Learner with Goals!   Successful people have clearly written goals and plans to achieve them.   Harvard Business School study found: - 83% of the population do not have any clearly defined goals. - 14% have goals but not written down. - 3% of the population have goals that are written down.   The study concluded that the 3 percent that did have written goals were earning an astounding 10 times that of the 83 percent group. In addition, similar studies have shown that individuals with written goals also tend to have better health and happier marriages than those without goals.   USA Today – People who set New Years resolutions, but not in writing, only 4% had followed through. But of those people who had written down - - 46%. 1100% different success rate.
  18. 18. Life-Long Learner with Goals! Advice for developing your Quarterly CI Plan: Good habits are hard to create but easy to live with.”   Don’t bite off more than you can - Million Dollar Habits – Brian Tracy chew! – Pick 3 things to work on each quarter that will improve your performance “10%”.   Implement one CI goal at a time “Bad habits are easy to create but hard to live with.” and work at it for 21 days. -  Million Dollar Habits – Brian Tracy   Utilize the Goal/Plan/System technique for developing your Quarterly CI Plan.
  19. 19. Life-Long Learner with Goals! Read something educational/motivation at least 15-60 minutes each morning.   30-60 minutes a day = 1 book a week. To earn a PH’D from a major university, you would read/study 40-50 books in a year.   Use your drive time to “read” 30-60 minutes a day (ave person spends 500-1000 hours each year in his/her car.)
  20. 20. Definition of Insanity Doing the same thing over and over and expecting different results!
  21. 21. Going from Good to ‘Elite’ – Next Steps   Take our free competency/skills assessment. info@leanhumancapital.com – Subject Line: Elite Recruiter   For our benchmarking study, we are trying to get 2500 participants by July 2010!   Identify area’s of improvement. Develop a written Quarterly Action Plan for to get 10% better (we can provide examples if you like).   Put an “idea Pad” on your desk for when you get insightful ideas that can improve performance - - write them down!   Assess what metrics you are tracking regarding performance – Cost, Quality, Efficiency, Responsiveness.   Set aside time to ‘learn’ for 15-60 minutes each day (or 4 of 7 days a week?)
  22. 22. Additional “Take-Aways”   Interested in our weekly newsletter and free resource center that has more information on all the topics discussed! - sign up at www.recruiteracademy.com   Interested in white papers on Lean, JIT recruiting & the Seven Deadly Sins of Waste – in Recruiting – email me @ dszary@leanhumancapital.com.