Recruiting Training for new Recruiters in a staffing; talent acquisition, HR, recruiting, staffing companies

1. Talent Savant 101
Module 2: Recruiting
By: Darla Shaw

2. Agenda
 Standards, Ethics & Client Service
 Basics of Recruitment
 Client Interview – Job Scope & Evaluation
 Transparency & Managing Expectations
 Candidate Sourcing
 Keywords
 Resume Screening
 Candidate Interviewing & Selection
 Red Flags
 Candidate Experience
 Offer Negotiation
 Background Checks

3. Our Four Commitments
 Integrity
 Transparency
 Partnership
 Speed

4. Integrity
 We do the right thing, even when no one is looking
 We will not hide, sneak, fudge, manipulate or otherwise engage in
shady business practices
 We will not use people for our own gain at their expense
 We will not do anything illegal, either on a Federal or State level
 We will not discriminate on any level, or do anything else unethical,
whether it is legal or not to do so
 We will maintain a standard of the highest integrity at all times and
manage our brand and our reputations

5. Transparency
 We will not make promises we aren’t able to keep
 We will not misrepresent our candidates or their capabilities
 We will not misrepresent our clients to our candidates
 At all stages of the process, we will be open to negotiation, questions,
feedback and suggestions
 We will not hide things from our clients or our candidates. If we have acted
with integrity, we will have nothing to hide.
 We will never leave someone “hanging”, whether it’s a client or a candidate.
Prompt follow-up is at the heart of what we do.

6. Partnership
 We will not fight or compete with one another over candidates,
business opportunities or any other shared resource.
 We will help each other in times of need and freely offer our
expertise, advice or assistance where possible.
 We will always do our 100% best. We will never “Half-Ass” anything,
because we know other people are depending on us at all times,
whether it’s a candidate desperately waiting at home for a phone call,
or a client who is desperate to fill a role so they can keep their
business going.
 At all times, we will remember that everyone we touch or deal with is
a person. They have feelings, hardships, problems, pain and hopes.
We will never add to their pain or hardship, and seek only to help
fulfill their hopes. THAT IS PRO-HUMAN HIRING!

7. Speed
 Talent Savant has created a timeline; 2 business days to qualify and 3
candidates in 5 business days. Our commitment to speed is essential.
 If there is a reason you can’t meet that commitment, you need to be up front
and honest with that client and let them know why. You need to let the
leadership team know why so they can help you!
 We realize this is a tight timeline. That’s why you have to be at your best and
constantly researching and looking for ways to improve and speed up the
process. Niche job boards, social media, word of mouth… Creating your talent
pool will be your job when you are not doing “your job”.

8. The Talent Savant Process
Prospect
•Bulk Email & Target Hunting – No Cold Calls!
•Outline Process – Answer Questions
Sell
•Client Interview & Qualify Role (Within 2 Business Days)
•Obtain “Good Faith” Deposit - $1,000 (Recruiter Gets $500 Up Front)
•If Client Refuses Deposit, 15% Fee Applies - Emergency Only!
Recruit
•At Least 3 Qualified Candidates in 5 Days (refund deposit if not satisfied)
•Recruit Until Position Is Filled (30-Day Guarantee)
•If Not Filled, We Keep The Deposit
•Follow Up With Candidates Who Were Not Selected
Follow-Up
•Phone Call – Both Client & Placed Candidate
•Satisfaction Survey
•Check-In Monthly

9. Things To Remember
 With unsecured clients, you have a higher risk. You still get 50% of a
10% fee and there’s no guarantee they’ll even go with us. Last resort!
Do not be afraid to walk away.
 If we are not able to fill a role, we have no business collecting a
deposit! That’s why qualifying the role is so important.
 Qualifying roles with careful market research is at the heart of our
business model. The deposit is there for one reason: to protect us
from BAD CLIENT ACTIVITY.

10. Good Clients vs. Bad Clients
Good Client
 A Good Client first and foremost wants to fill their role
 They provide transparent and prompt candidate feedback.
 They update expectations and letting us know where we are succeeding (standing up!) and
failing (falling down)
 Treats candidates and recruiters with respect
 They work with us until the role is filled!
Bad Client
 Doesn’t really intend to fill the role
 Ghosts us/blows us off
 Changes expectations without communication
 Is “dating” every agency in town, stringing recruiters along
 Does not value our work
 Does not treat our candidates with respect

11. Pods & Role Assignment
 You will be assigned a “Pod” with a Talent Leader who will be funneling roles
to you. To qualify as a Talent Leader you must:
 Be Full-Time
 Be willing to do business development at least 50% to 60% of the time!
 Have outstanding leadership skills
 As we get bigger, we may divide into even more pods than we have now. Some
of you already assigned to a pod may be picked to be another Talent Leader.
 Talent Leader’s will assign roles through a “Round Robin”, trying to deal them
out equally, but taking into consideration position requirements and skillsets
first.
 A Recruiter has ONE HOUR to respond to the combination of email and text
(Not one or the other – both!), affirming the or she wants to qualify the role.
If there is no response within that hour, the role will go to the next recruiter
in the pod. You are not “in trouble” if you miss it! You will get a chance on
the next role.

12. Client “Ownership”
 Lead – 30 Days then rotated
 Opportunity/Contact – 1 Week – qualification, deposit, etc.
 If your contact is going on vacation, will be out of the office, make sure you are making notes in
Bullhorn. Bullhorn is our Bible. If it doesn’t go into bullhorn (even text messages) it DID NOT HAPPEN
and you do not have contact ownership.
 Job – 1 Month
 Placement – FOR LIFE (Note: This is for that specific client/contact in the company. There may be
more than one hiring manager owned by different people!)
 When you can “lose” a Client: If your client/Opportunity has not been contacted in 90 days,
leadership has the right to remove you from the client account and assign a new Talent Partner and
we will do so, unless the Client specifically asks you to not contact them for a certain amount of
time and those notes are in Bullhorn.

13. Availability
Recruiters will have the ability to indicate their availability for roles. We
are setting up the SharePoint so you can indicate your status!
 Green – Open to roles and ready to go!
 Yellow – Have a lot of roles but could take one or two more if
necessary
 Red – Completely full! Can’t take any more!

14. Active Status
 In order to stay “active” with our company, full-desk recruiters must
qualify at least one role per month and receive the Good Faith Deposit.
 If you are a BD, you must source at least two roles per month that are then
qualified and receive the Good Faith Deposit (60 days for the first two for
training and ramp up).
 If you are a recruiter, you must qualify at least one role per month.
Recruiters have less power over what roles they are assigned, so we have
flexibility in this (it’s not someone’s fault if they get three roles in a row
that are not qualified). The biggest indication of your active status
however will be if you are responding to offered roles. If you miss more
than 3 roles we will follow up to see if everything is okay! KEEP YOUR
TECHNOLOGY CLOSE!

15. Questions?

16. Basics of Recruitment
 The Client Interview – Job Description/Scope
 Qualification
 Qualification Report Out
 Candidate Sourcing
 Candidate Interviewing
 Candidate Submission
 Feedback from Client
 Job Offer/Negotiation

17. The Client Interview

18. Purpose Of Client Interview
 Thorough understanding of the job; duties, challenges,
description, education, experience, salary range, etc.
 Understand the company culture and values and the personality
type needed to work in their team environment
 Understand roadblocks; what difficulties have they had filling this
role? What methods have they used to try and recruit already?

19. Purpose Of Client Interview
 Thorough understanding of the job; duties, challenges,
description, education, experience, salary range, etc.
 Understand the company culture and values and the personality
type needed to work in their team environment
 Understand roadblocks; what difficulties have they had filling this
role? What methods have they used to try and recruit already?

20. Interview Form
Company Name:
Geographic Area of Position (City, State, Zip):
Nearest Cities Within Commuting Distance:
Job Title of Position:
# of Open Roles:
Time Role Has Been Vacant:
Urgency of Role: (estimate desired time to fill; ask
“if we filled the role within such and such amount of
time, would you consider that quick or slow?”)
Industry:
Department:
Will Report To:
Direct Reports:
Salary Range :
Company Benefits Offered:
Relocation Assistance?:
Exempt or Non-Exempt:
Minimum Education Required:
School Or Degree Preference:
Desired Certifications or Licenses:
Minimum Industry Experience:
Open To Other Industry Backgrounds?:
Similar Companies or Desired Specific
Company Backgrounds (Note: check for non-
competes):
Type of Preferred Company Background (small,
large, Fortune 500, etc.):
Major Job Duties:
Minor Job Duties:
Technology Used & Frequency:
Major Projects or Tasks In First 90 Days:
Company Dress Code:
Position Hours/Schedule:
Telecommuting/Work From Home Possible?:
Position “Must Haves”:
Position “Would Be Nice To Have”:
Type Of Personality Desired (outgoing, quiet,
independent, go-getter, etc.):
Company/Manager Pet Peeves:
Description of company “culture”:
Other Position Notes:

21. Things To Keep In Mind
 Do not be afraid to ask for clarification around technical terms.
 Employers are often reluctant to divulge salary details because
they think it gives them a weaker bargaining position or they don’t
want to count out a candidate. At the very least, you need a
range! Candidates are 70% more likely to respond to a job with a
salary included. Teach THEM to be transparent!
 Manage expectations from the beginning. If you see issues up
front, voice them, but assure them you’ll test the market to verify.

22. Rules of Thumb
Rule of Thumb for Qualifying a role:
 Contact 25 qualified candidates
 Hear back positively from 3-5 candidates
A role that is unqualified would be:
 Contact 25 candidates
 Hear back positively from less than 3 candidates (sometimes 0)
 Hear back negatively from 3-5 candidates (low salary, does it have relocation assistance,
bad company reputation, etc).

23. What Issues Do You See?
 Job Title: CEO of Small Oil & Gas Company
 Salary: $100K
 Experience: 20+ Years in Oil & Gas industry, specifically exploration and development
 Education: MBA or better from Ivy League University
 Location: Madison County, Texas; small rural community. No relocation assistance.
 Job Responsibilities: Managing a small team of 6; financial reporting, accounting, land
management, environmental and HSE compliance.

24. Qualification Report Out
One of Two Responses – Yes or…Issues
Issue Report
 Salary Problems
 Education/certification issues
 Location
 Other Issues
Always include recommendations!!

25. Sample Issue Report Wording
“Hi Becky!
Thank you so much for the opportunity to qualify your role. After testing the market, I can see why
you’re having such a hard time filling this position. I have gotten feedback from several candidates as
well as done quite a lot of market research and I think I know why there might be issues.
- The salary offering of $100K is significantly below market for your location and industry. According
to salary.com, glassdoor.com and payscale.com, the average offering for a CEO in the Oil and Gas
industry in Texas for a company of your size is $150K to $200K.
- Your desire to have your CEO come from an Ivy League university speaks to your high standards, but
in this case it significantly limits our talent pool. Candidates from these universities expect a
premium salary, and as your salary offering is below market, it is very difficult to find interested
candidates.
- Your job responsibilities are not in line with the normal duties of a CEO. Much of what you’re asking
the CEO to do is usually given to a CFO, Land Manager or Operations Leader.
Due to the above issues, I can’t guarantee we will find you at least 3 candidates within 5 days. If nothing
changes, I would say I could have at least 3 candidates to you in 15 business days.
I would however like to make the following recommendations in order to speed up your time to fill:
- Increase salary offering to $200K and open up the education requirements to include other
universities.
- If you are unable to increase the salary, consider changing the job title to Operations Leader, and
consider promoting to CEO based on experience. In either case, opening up the education
requirement and increasing the salary offering would be ideal.”

26. Managing Expectations
 Sometimes a client will be offering a salary that is average for the market, but their job
responsibilities, culture, vacation policies or their location makes it difficult. You need to be up
front and honest with your clients at all times about the challenges involved. For example, some
companies want a “rock star” but pay the average. A good way to address that is to assure them
that “If you pay average, you will only get average”.
 Try to get as much flexibility as possible! Education, experience, location…. All of these should
hopefully be negotiable depending on the candidate.
 Requalify based on any changes made. If you are still unable to qualify the role due to
inflexibility, discuss with Leadership about adjusting the time commitment or getting additional
resources.
 Ask up front how they feel about criminal history. What is their standard?
 Sponsorship! This is a big one for clients. Ask if they are willing to sponsor on a NEW VISA or on a
Transfer.
 Some roles are just UNFILLABLE. If the client is not willing to change expectations, know when to
walk away with the kind truth. We are here to place candidates in jobs, not find “Unicorns” that
don’t exist.

27. Candidate Sourcing
 LinkedIn – Most powerful tool available!
 Indeed.com – Post free jobs!
 Simplyhired.com – Post free jobs!
 Craigslist – Most jobs free. Others $25. Resumes are posted free.
 Facebook/Twitter/Instagram (Tip: add Intelligence Search to Chrome!)
 Google+ - specific communities like CPA or Accountant
 ZoomInfo – Free Community Edition
 BreezyHR – Free!
 The Ladders – Free!
 Stackoverflow, Github and Data.com – tech roles
 Schools & Universities
 Mobile Apps: SearchOnTheGo – made for recruiters; convert to Boolean string
keywords
Bottom Line: Technology Is Key!

28. Candidate
Sourcing Tips
“Ping” (linkedin message) 100
candidates (should be doable
with connection requests) and
get 25 responses. Request and
receive 15 resumes, interview
10 candidates, submit 5, and
one will get the job.
Sample Candidate message: Hi
NAME, Just curious—would a
new role at X salary in X city
at a company who does Y
interest you? If so, I’d love to
chat. Recruiter Name.
REMEMBER - This is a NUMBERS
GAME. You MUST play the
numbers game in order to win.
There is a reason that they
client cannot fill the job! It’s
Time Consuming Work.

29. Selling To the
Candidate
 We are in a CANDIDATE MARKET. That means,
for certain types of candidates, you will need to
provide some finesse with your approach.
Certain skill-sets get BOMBARDED with
recruiter messages. Most of them are horrible
and uninteresting. To stand out, you will have
to be a walking, talking cover letter for the
company you are representing.
 That means, you will have to sell them on why
the opportunity is a good one! And this should
be something you discover in your qualification
call.
 Don’t be afraid to ask the hiring manager
what it is that makes them like their job,
what it is that they like about the company,
what about the opportunity is special, etc. And
share this with your candidate!

30. Keywords
 Keywords are words used to narrow down a search from thousands of possible
results. They are usually specific to that job or industry.
 Example keywords for finance: Analysis, Asset, CFA, Client, Compliance, Equity,
Excel, Financial, Insurance, Investment, Licenses, Management, Models,
Performance, Portfolio, Recommendations, Reports, Research, Review, Valuation
 For LinkedIn, doing an advanced search and including the words “seeking new
opportunities” in their profile search will help you find candidates actively looking
 Boolean – A smarter, faster means of searching for keywords. You can include
and exclude certain phrases. For LinkedIn and other search engines like
Google, Boolean is the default search language. We will cover Boolean strings
in “Advanced Tactics” – Module 3.

31. Questions?

32. Resume Screening
Don’t Be Judgmental!
 Old Thinking
 Misspelled Word – Toss Out! No Attention To Detail
 Moved From Job To Job – Must Be A Quitter
 No Degree – Can experience make up for that? Willing to get a
degree with tuition assistance?
Other agencies let a computer do much of their screening for them. ATS will not
show resume without keywords. Do not be a computer!!

33. What To Look For
 Basic Quals – experience, skills, etc.
 Depth of experience
 Leadership
 Personality Traits – creativity, detail, thought process
 Societies & Seminars
 Connections
 Recommendations
 Recent LinkedIn Activity
 Social Media

34. What Can You
Tell Me About
David From
His Resume
Alone?
David P. Trout
340 Colorado Dr. ● Burleson TX 76028
C: (281) 460-1956 ● H: (682) 224-1555
davidtrout1970@gmail.com
_______________________________________________________________________________________________________________
OBJECTIVE: To gain a production supervisor role in the manufacturing inbustry with a company that will pay me so I can support my
family. I am hardworking, honest and punctual.
EDUCATION:
BS Psychology, 3.228 GPA MS Aeronautical Science & Aerospace Management 3.727 GPA
University of Houston Embry Riddle University
Houston, TX 77058 Malmstrom AFB, MT 59405
EXPERIENCE: 07/12 – Present: Production Supervisor, Johns Manville;
07/00 – 03/12: Major, Safety Officer, United States Air Force
07/12-Present: Johns Manville Production Supervisor ($65,000/year): Accountable to the Cleburne Plant Production
Superintendent/General Supervisor for crew’s daily production. Managed schedule/pay for 50+ union members using the web-based
program designed by Automatic Data Processing Inc., (ADP). Reviewed/posted crew’s daily Key Performance Indicators (KPI)
with emphasis on safety, quality, and throughput and works with SAP resolupion team members to rectify end of shift reporting errors.
Communicates daily mechanical/process issues to leadershim prior to weekly staff meeting with JM headquarters in Denver CO.
 #1 of 4 crews FYE re prod uptime; consistent focus on safety/daily prod goals ensured FPY goals were met on all P&M units
 Slashed 4th Qtr scrap levels; interest in prod processes vaulted crew to new level--low scrap numbers equated to higher FPY
02/11-01/12: 341st Wing Staff Officer ($55,000/year): Responsible to Wing Chief of Safety for the budget and allocation of funds
during continuing resolution. Selected to review all write-ups assigned by the Inspector General (IG) after 2010 visit and coordinated
with wing leadership to provide prompt and accurat responses to all findings. Managed the base’s National Guard Military
Appropriations Program, a critical manning program used to help sustain manning levels while key members were deployed.
 Smart mgmt of Nat’l Guard prog! Gained funding for 73 Guard mbrs for placement on active duty orders to fill crit positions
Planned safety event for 3,500+ Malmstrom AFB members / received $8K in funding approval for professional speaker
06/10-02/11 & 02/08-09/09: Operations Officer X 2 ($50,000/year): Led 147 personnel in six flights; managed $148 million
dollars in vehicles and training facilities and $10.8 million budget. Managed technical and ancillary training program for 640+
Maintenance Group personnel and analyse metrics and student progress. Advised group and squadron commanders on staffing, safety,
maintenance production, support capabilities and limitations. Additionally, helped with Manpower/Human Resource actions that
affected Airmen.
 Created first squadron level metrics dashboard, provided immediate information to leadership elevating effectiveness
 Mission oriented! Instituted best practices from previous unit to facilitate the maintenance set-up of 13 live fire events
06/09-06/10: Logistics Manager ($50,000/year): Oversaw planning and performance capabilities for AF's only organic Basic
Airfield Expeditionary Resource logistic support squadron consisting of 205 military and civilian personnel. Established
metrics/analysis of processes for management of $238 million dollars of equipment along with daily human resource issues that
required action on my behalf.
 Worked with the Army’s Surface Deployment and Distribution Command & created base’s first Installation Deployment Plan
 Superb logistician! Aided US forces humanitarian relief to Haitian earthquake victims—19 vehicles valued at $1.5
09/04-02/08: Generation & Facilities Flight Commander ($50,000/year): Led 181 Airmen in support of maintenance efforts for
150 Minuteman III ICBMs, 150 launch facilities, and 15 missile alert facilities. Directed ICBM generation in support of
USSTRATCOM plans and implements $6.2 billion dollars in Air Force Space Command weapon system upgrades. Ensured
maintenance teams' compliance with technical orders, nuclear surety, and safety directives across 9,600 square mile complex.
 #1/6 Company Grade Officers (CGO) / Squadron CGO of the Year / Wing’s Leo Marquez Leadership award nominee
 Integrated missile, guidance, and weapons modifications into daily maintenance--fielded 1st mark 21 re-entry vehicle

35. Interview Questions
 Illegal Questions To Ask:
 Compensation History (multiple states – possibly national)
 National Origin/Citizenship Status – Questions about accent
 Religion/Politics
 How many children? Are you married? Plan to have children?
 How old are you? What year did you graduate high school?
 Questions You CAN Ask:
 Reliable transportation?
 Provide proof you are eligible to work in the United States?
 Willing to undergo background/drug test?
 Able to perform essential functions with or without accommodation?

36. Sample Interview Questions
 Please tell me about yourself?
 Tell me about some of the projects you’ve worked on before.
 What are your career goals? Where do you see yourself in 5 or 10 years?
 How advanced are your computer skills? What software have you used?
 Give me an example of a time when you had to solve a problem that required you to convince others to see your side or do things your way? How did you go
about convincing them?
 Give me an example of a time when you had to be very adaptive to new and changing situations
 Describe a time when you had to resolve a conflict either between yourself and another peer or co-worker, or between other people.
 What is your greatest professional strength?
 What is a weakness you would like to improve on?
 Do you prefer to tackle the difficult problems first, or get the smaller ones out of the way and then address the tougher issues?
 How do you keep yourself organized throughout the day/week?
 Give me an example of a time when you had to work under high pressure/tight deadlines, etc? How did you handle that pressure/stress?
 Describe your ideal supervisor?
 Tell me about your greatest achievement at work?
 Describe the work environment in which you will most effectively be able to contribute.
 What kind of oversight and interaction would your ideal boss provide?
 Tell me about a time when you had to overcome a major obstacle that stood in the way of you accomplishing a goal or commitment. How did you approach
the situation?
 Why are you leaving your current employer? (If the applicant is employed.)
 What are the three most important attributes or skills that you believe you would bring to our company if we hired you?
 How would your coworkers at your current job describe your interaction with them and your general effectiveness in your work performance? How would
your coworkers describe you?

37. Genuine Red Flags
 Fake Universities
 Conflicting Dates
 Gaps in Employment – Ask what they were doing
 Less than a year at multiple jobs (Unless Contract)
 Too many keywords or crazy accomplishments (smell the
BS!)
 Long Commute – Even if they say it’s not a problem
 Talks Too Much – Doesn’t Listen
 Talks Too Little – Pulling Teeth
 Negative Attitude!!
 CULTURE FIT!!!
 Gut Feeling

38. Candidate Experience
We are dedicated to providing a better candidate
experience than our competition!
 Make sure you’re hiring to fill a real/solid need
 Write clear job descriptions/postings – Keep it simple and post a salary!
 Make it easy for candidates to apply to the job
 Follow-up early and often
 Communicate with (and thank) candidates during each step of the hiring
process
 Give candidates information about what to expect at in-person interviews
 Give candidates your full attention
 Tell candidates if you’re no longer considering them, as soon as you can
 If you want to keep certain candidates in mind for future openings, keep
track of them and check in now and then
 Be open to giving (and receiving) feedback

39. Offer Negotiation
We Want To Be The One To Make The Offer!
 Watch out for low-balling by the company; be sure you have been clear about
the candidates salary expectations up front! If you’re going to the low-end of
the candidate’s salary range, be sure you tell the company that and have
some good benefits/perks to offer.
 Discuss benefits/vacation packages. Ask if there’s wiggle room and let them
know in advance if you expect push-back from candidate.
 When making the offer to the candidate, be sure to discuss not just salary,
but vacation and other benefits. Try to get the medical costs to them so they
can see how much they’ll pay in benefits monthly.
 Encourage honesty. If you sense hesitancy, ask the candidate to voice their
issues up front and help them renegotiate. Watch out for their needs as well
as the clients!

40. Background Checks
 We WILL perform background checks. Honesty is key! Have them tell us up
front if they have something in their past. Let them know we WILL find out
when we run the check and it doesn’t automatically disqualify them, but we
need to know up front. Lying will disqualify.
 Do a Social Media check. Facebook, Twitter, Instagram!
 Drug Testing/Screening – Marijuana still a hot issue. It will depend on the
state and company. Remember that it is still illegal on a FEDERAL level.

41. Questions?