Resources for Training, Scripts, and Rebuttals. Everything you need to run your desk at peak performance.
JOB ORDERS DECODED: READ ALL ABOUT IT!
What is it?
Every Recruiter needs to start with a solid foundation. When you are new to Recruiting you are a sponge soaking up everything you can get your hands on...and that is what you will find in our brand new and updated READ EDITION.
For the “I’ll just read it later” crowd who actually does.
No video, no noise, no excuses. Just the full breakdown of every topic, technique, and tip, ready for you to digest and revisit when you need a refresher.
Read it. Highlight it. Pretend it’s serious work.
The single biggest mistake Recruiter’s make in today's market is in qualifying Job Orders. You will learn brand new techniques for taking down and qualifying the Job Order.
The Job Order tells you EVERYTHING! Learn how to qualify jobs, test Job Orders, get Fee agreements signed, and set client expectations.
The best Recruiters in our business are not necessarily better on the phone, or more salesy, or harder workers, but they don't make bad Job Order choices and their selection skills are excellent.
...Read it. Highlight it. Pretend it’s serious work.
DEM's Job Order Story...
DEMsays...When I first started, I took down Job Orders in the normal way. I filled out a Job Order form, and if I had the "courage", sent a fee agreement to the client. The whole process took about 45 minutes. In hindsight, it’s hard to believe how careless I was with my time. Then I would spend 2 weeks chasing down candidates I "hoped" might be right for the position. “It’s all a numbers game”, I would tell myself. I learned quickly that sort of rationalisation works if you have an endless supply of energy and tolerance for being a doormat for insincere, or unqualified clients. It took some time, but for me, this approach finally got old. Here you will learn from my mistakes and hopefully "get it" a lot quicker than it took me!
"Urgency" defined
The Definition of Job Order Urgency is...the pressure the company or client is feeling to get the position filled QUICKLY. The number one reason why Jobs "die" halfway through the process is because the Recruiter misunderstood the Urgency the company had in wanting to hire someone. Determining urgency is critical in planning decisions about where you should be spending your time!
3 Ways clients let you down
1. False sense of Urgency. The client isn’t ready to hire anyone right now. 2. Unrealistic Expectations. The “ideal” candidate doesn’t exist or can’t be found. 3. Hidden Agenda. The client has already chosen someone and is using you to compare. Of course, Job Order funerals are a 2-way street. Like it or not, we have to assume some responsibility for Jobs that go unfilled.
4 Ways recruiters let themselves down
1. Poor qualifying and misunderstanding urgency. Insufficient information gathering. We get lazy. 2. Excessive pride. We take on ‘impossible’ searches. 3. We don’t establish our value. Instead we allow the client to set the ground rules for the search, leaving us in a position of weakness.
Job Order Qualifying checklist
Review this checklist before committing any time to working on a Job or Search: 1. Are they urgently looking? 2. Are they available to interview? 3. Are you working with the decision maker? 4. Has the fee been approved? 5. Is the hiring process fast? 6. Is the salary competitive/realistic? 7. Is there an exciting opportunity for candidates? If it matches these criteria, commit and fill it! If not, get on the phone and find another Job Order!
Testing a Job
Average Recruiters want to fill EVERY Job Order they get. Great recruiters choose NOT to work most of the Job Orders they get. But how do they make that decision, and how do they not get fooled? Some of the best billers in our industry will not commit an ounce of energy to working on a Job until they go through the following 3-Step Test: 1. Find ONE qualified candidate who is at least 75% right. 2. Present the candidate VERBALLY. 3. If the client doesn’t want to see the person for any reason, STOP, and walk away. If they want to see the candidate, keep working on your shortlist.
Slow Moving clients
Like most things in our business, when you run into client issues during the process, the root of the problem usually lies somewhere in the past, and it’s normally a Job Order/Client qualifying issue. Typically, the reasons are, either HR is your contact and has no authority, or there is no Urgency. The bigger the company, the bigger these issues will be for you. Remember, explaining how we work and defining how we will communicate is as important as our fee and how we get paid. The actual content of your process can be as detailed as you choose, as long as you establish that you HAVE a process!
Job Order Audit
You have [X] amount of Jobs you’re working, but how do you really know which ones are "hot" and which ones are "not hot"? Here are ways to tell: 1. If 3 or more weeks have passed since the last activity. Not hot! 2. You’ve had a Job on your desk for 5 days and no follow up activity with the client.. Not Hot! 3. You have no Fee Agreement signed. Not Hot! 4. More than 10 business days after a 1st interview and still no 2nd set up. Not Hot! 5. The client tells you they’ll schedule 2nd interviews only after they complete 1st interviews. Not Hot! 6. The client tells you that your candidate is still in consideration, but they want to see more candidates. Not Hot! 7. You keep sending candidates and none of them go to the next step. Not Hot!
Structured format for taking down a Job Order
Your Job Order Journey begins with a Client saying... "We ARE looking for someone right now..." Your Opening Statement 1... "Okay, great! In order to do this properly, I need to ask you some questions that will help me accurately represent your company in the marketplace, and obviously find you the best person. Is now a good time?" Your Opening Statement 2... "Okay [NAME], I’m sure I can help, and obviously I’d like to earn your business. If you could spend some time with me going over the kind of background you would want the successful person to have, I’d be happy to work on it for you. Is this a good time to talk." Your Opening Statement 3... "[NAME], to better understand the Job and my ability to help you, I need to take you through a very brief set of questions. Is now a good time?" Setting Up a Client Visit... "[NAME], I think I can fill this position, but the first person I need to send you is ME. What does your diary look like this week?"
Urgency questions
Qualifying Urgency is the most critical part of working a solid Job Order. Essentially you should be looking for Jobs where the client can’t afford NOT to hire someone. Without Urgency, there is no need to hire and you will experience major process problems once you start. Look for tangible reasons for needing the person to start by a certain time. Urgency Questions... 1. Why is the position open? 2. How long have you been looking? 3. When do you need the person to start? 4. What happens if you don’t fill it? 5. Who was the last person to hold this position? 6. Where did they go? 7. Best attributes of the last person who held this job? 8. Who is doing the Job now? Bonus Urgency Phraseology... "Let’s assume I have a superstar candidate from your leading competitor on the phone. How quickly can we respond to the candidate?" A Test for Urgency... "[NAME], is the urgency of this position critical enough that we should arrange to meet tomorrow morning or afternoon Online to discuss it in more detail?" If they say "Nope, I don't have time..." "[NAME], put yourself in my position for a moment. If our roles were reversed, would you be willing to commit your time and resources before you had all the information you needed to complete it properly? The time I spend with you is a logical first step, not only in finding you the right person, but also being able to properly represent your company in the marketplace."
"Current Status" Questions
In this section, your objective is to find out where you are catching them in the search, in other words, what have they done so far to find someone. This is a critical step. If they are close to hiring someone, you don’t want to invest too much time. "Current Status" Questions... 1. Where am I catching you in the process? 2. Have you advertised? 3. Are you using other agencies? 4. Have you looked internally? 5. Have you extended any offers? 6. How many people have you interviewed? 7. Do you have anyone in contention? 8. Is there any chance of this being put on hold?
"Hiring process" Questions
In this section, you will ask a series of questions to determine the exact process the company will follow before they actually hire someone. Be careful if their Hiring Process is too long! Hiring Process Questions... 1. What is the Interview process? 2. What is the length of your decision? 3. How many interviews in your process? 4. How long will each interview take? 5. Who else will talk to my candidate? 6. Who makes the final decision? 7. Will there be any testing? 8. Who else can I contact if I can’t get hold of you? Bonus Hiring Process Phraseology 1... "If I find a recruited candidate already in the process with a competitor, are you prepared to respond faster, if necessary?" Bonus Hiring Process Phraseology 2... "From the candidate’s point of view, how can we speed up your process in a way where you’re comfortable that you’ve done your homework, but my candidates are comfortable that you can make a decision? "
"The Opportunity" or "Sizzle" Questions
In a candidate-centric market, if a company’s opportunity isn’t better than what candidates already have, they will likely turn down the job. You need a great opportunity to get recruited candidates excited enough to move. The best billers in our business are not always the best recruiters, but they have the most exciting opportunities. Sizzle Questions... 1. Why should someone take this position? 2. What are the best features of your company? 3. Long term possibilities associated with this position? 4. Is there a formal training or development plan? 5. Have good people moved quickly upwards in the company? 6. Why would someone want to work for you personally? 7. What is your company’s perception in the marketplace?
"Compensation" Questions
This series of questions will determine how competitive the company’s salary package is compared to what the market is currently paying. Make sure you are thorough. You don’t want the candidate turning it down at the end because you misread the benefits and compensation. It’s also a critical skill to try and stretch what the client is willing to pay. Transitional Statement for Compensation... "Let’s talk about salary for a minute. Salary, and your philosophy about it, is very often going to be the difference between us getting a top candidate or not. I won’t work with anyone who’s ONLY motivated by money, but they are going to want to KNOW about money. Money IS a contributing factor in them making a decision. So to whatever degree you offer a compensation package that’s competitive, that could be the difference between them wanting to interview with you versus someone else. So let’s talk about salary and I’m going to ask you a couple of questions about it". Compensation Questions... 1. What is the ideal salary range for this person? 2. If I find the ideal person, will you go higher? 3. How soon is the first salary review? 4. How much can it be worth? 5. How much of an increase do you usually offer candidates? 6. Relocation? What do you pay for? 7. Medical Aid? Pension? Bonus? Car? Shares? Petrol? Cell Phone? Entertainment? Tuition? Other? 8. Are you going to vary your compensation based on the talent of the people? 9. What specific experience would make you say, "that’s worth paying more"? Why is that?
"Job Spec" Questions
The questions in this section will determine the functional aspects of the position, in other words, what the candidate will actually be responsible for on a daily basis. Remember, you don’t need to be an expert in what the candidate does. If you are not sure of something, simply say, "what do you mean by that?" Clients will have more respect for you than if you pretend you know. Job Description Questions... 1. What are the most important functional responsibilities? 2. Walk me through a routine day in this position? 3. Will this person work in a team? 4. Will the person manage others? 5. Will there be any travel? What % of the time? Job Spec Phraseology 1... "If my contacts as a headhunter in your market space were a search engine, what key words would you enter in order to find the right person for this position?" Job Spec Phraseology 2... "How are you going to measure this person in the next 30 to 60 days? What will they have to accomplish in order for you to know you’ve made the right choice?" Job Spec Phraseology 3... "What questions or phraseology can I use to make sure a candidate really knows their stuff?" Job Spec Phraseology 4... "You’ve given me all the specs, but in the real world, which one of these is flexible?" Job Spec Phraseology 5... "Okay, I will do my absolute best to get you that person. I have to be honest though, and tell you that in the real world, I can find you exceptional people who have most of what you said you want, but not everything. Out of all the criteria you’ve given me, what would you consider the absolute essentials, and what would be the 'nice to have’s'?"
"Ideal Background" Questions
If you ask the right questions, the client will give you the roadmap of where to find the right candidate. The answers to the following questions will lead you to that person. Ideal Background Questions 1. What qualifications must the person have? 2. What specific experience should the candidate have? 3. How many years experience? Specific industry where the candidate should come from? 4. Any specific companies you would prefer me to target? 5. Is there anyone specific you would like me to approach? 6. Any companies I should not approach? 7. Who are your biggest competitors?
The "How we work" Discussion
You’re now ready to discuss how you work. This is a conversation you should take control of. It should be strong and decisive. By having this conversation, you are establishing that you are an expert in what you do. ou can make this conversation as detailed as you like, as long as you articulate to the client that you HAVE a process. It begins with a Transitional Statement... "How We Work" 1... "Based on what you’ve just told me about how critical this position is, I think I can help, and of course, I’d like the opportunity. Let me take a minute now and explain how we work at [YOUR COMPANY NAME], because it’s probably a bit different to what you might be used to". "How We Work" 2... "Okay [NAME], based on what you’ve told me about how critical this position is, I think I can help, and obviously I’d like to earn your business. Let me tell you what gets this process started". Communication Expectations... "If I call you to make a presentation and you’re not available, I need to hear back from you within the same day. Are you okay with that?" Getting Interview Times Upfront 1... "[NAME], when I recruit the type of person we’ve just discussed, I need to give them a window of time for an interview. What does your diary look like next week?" Getting Interview Times Upfront 2... [NAME], you’re hard to get hold of, and I don’t want to be chasing you in voice mail. Here’s what I suggest. Give me some alternative times next week when you can talk to candidates. I’ll fill you in with the names as I get them. And if you don’t want to see them that’s fine, but let’s makes sure we have those times available. What does your diary look like next week?" The "If I get it Wrong" Discussion... "I have a good sense of what you’re looking for and I have a pretty comprehensive screening process, so if I send you someone it’s because I’m confident that they’re right. If for whatever reason the person isn’t right, I need time with you on the phone to find out why. Does that make sense?" The "Debrief" Discussion... "If we’re going to work together on this, I’m going to need feedback from you after every single interview, so I can either close the person and get them onboard, or handle any concerns or objections you might have. And obviously if you’re not interested in the candidate I’ll need to know why do that I can avoid bringing you those same people for the next round." The "Offer Stage" Discussion... "In this market, the hardest part of getting someone on board is the negotiation and extension of the offer. In order to avoid late surprises, I prep all my candidates that any salary and compensation questions need to go through me, and I will ask you the same". The "Status" Discussion... "It’s really important that I know at all times who is in the process. In return for that, I will tell you what else my candidates have and where your opportunity ranks compared to the others, if there are others. Fair enough?" Your Closing Statement... "Ok, I think I've got all the information I need. I’ll get started right away. My first step will be to come up with a candidate to use as a benchmark. In order to be successful, I will need to discuss the first several candidates I qualify. Communication will be critical. Can we set up a time to talk on [PICK A DAY WITHIN THE NEXT SEVERAL DAYS] to answer any questions and hopefully present the first candidate?"
The 5 Minute Job Order
In an ideal world, the client would have the time right then and there to give you all the information you need in order to qualify a Job Order, but sometimes it's just not possible right away. In light of this, we have put together a series of questions that will allow you to get the bare minimum and get started working on the search until such time as the client can give you the time required to enable you to take down a complete Job Order. The 5-minute Job Order... 1. First of all, why is the position open? 2. How long has the position been open? 3. What would happen if you don’t find anyone right away? 4. What have you done so far to try and fill it? 5. Tell me about your interview process? 6. What sort of salary package did you have in mind? 7. Why would someone leave their job to take yours? 8. Tell me about the background of the ideal person? 9. What are the most important functions of the job? End with a "Summary Close"... "So, if I understand the situation, if I found a qualified candidate and we scheduled an interview for next week, and if it was the right person, you could make a competitive offer and have that person start in about (2 to 3) weeks?"
Response to "we are looking for someone"
"Ok, great! In order to do this properly, I need to ask you some questions that will help me accurately represent your company in the marketplace, and obviously find you the best person. Is now a good time?" "Okay [NAME], I’m sure I can help, and obviously I’d like to earn your business. If you could spend some time with me going over the kind of background you would want the successful person to have, I’d be happy to work on it for you. Is this a good time to talk?" "[NAME], to better understand the job and my ability to help you, I need to take you through a very brief set of questions. Is now a good time?"
Emailing Presentations
Most clients will prefer that your presentations be done in Email. The reasoning is simple, they can review your candidates on their timeline and they can not be SOLD. The time to set the expectations for verbal presentations is when you take the Job Order. Once you get an acceptance of your terms, you need to take some time to articulate your process. To create buy-in for verbal presentations, let them know that dialog will be critical while you are fine-tuning the profile with the first several candidates you present. “Great, then I will begin the search. My first step will be to come up with a candidate to use as a benchmark. In order to be successful, I will need to discuss the first several candidates I qualify. Communication will be critical. What is your cell phone number? Can we set up a time to talk on (pick a day within the next couple of days) to answer any questions and hopefully present the first candidate?” Why Verbal is better: 1. When they make up their mind without you, it is very difficult to change it. 2. Speed. The discussion becomes instantaneous and can not be procrastinated. 3. You can convey your enthusiasm; enthusiasm is contagious. 4. You can answer questions about the Candidate. 5. You can overcome objections. 6. You can leave the presentation with a Sendout. 7. It gives you an opportunity to check the status of the search. When it’s ok to Email... 1. When the candidate is a “perfect fit on paper”. 2. When you know the Line Manager is not accessible on the phone and you’ve pre-arranged the email. 3. As a last resort. Don’t kid yourself, if a Line Manager won’t return your call, either the Urgency has waned or you have somehow lost status as a true partner. 2 Mistakes we make... 1. We AUDITION instead of PRESENT. 2. We leave our contact of client up to CHANCE. Great Recruiters…. Pre-close on a timeline for the candidate's availability... “I’m going to present your background to [XYZ], what is your schedule for tomorrow and (the next day)?” Set up the next call on the job order (or previous call). Get alternative times with no voice mail chase.
The Classic Qualifying of the Fee
Summary Close... “Based on what you’ve shared with me about how critical this position is, I think I can help, and of course, I’d like to earn your business…” Transitional Statement (use any one of these)... “Let me tell you what gets this process started.” “Let me tell you how we work, because obviously, we don’t do this for free…” “If we work together, you are going to end up paying a premium for my work…the good news is that you don’t pay anything unless we find the right Candidate.” Declaration... “I charge 1/4 of the total Cost to Company. We back that up with a solid 60 day replacement guarantee.” Close... “I assume that if we find the candidate that we discussed, and as you indicated it’s not going to be easy; that our fee isn’t going to be a problem?” “Whose name needs to be on the agreement for signature?” Qualifying the Fee... Qualifying the Fee is a simple transfer of information: 1. Fee in Rands and Percentages. 2. Terms and conditions. 3. Approval from a decision maker. DO NOT... Quicken the tempo of your speech. Appear tentative and/or nervous. Use passive phrases like: “Typically...” “We ask for...” “Our normal fee is...” “I’ll speak to my manager...”
Urgency: "A" vs "B" Jobs
The Key to Writing a Good Job Order is…Qualification 2 Types of Urgency: 1. Company Urgency 2. Search Urgency If Company’s Urgency is Lacking... Little/No Pressure to Get it Filled. Lateral or Upward Pressure Overly Selective Long Interview Process Fee Trouble Insufficient Offers If Search’s Urgency Is Lacking... Multiple Recruiters Lack of Cooperation Unrealistic Candidate Criteria Poor Fee Company Sizzle is Lackluster
Conclusion...
One of the biggest mistakes consultants make in this market is in not qualifying their Job Orders. Spend a little bit more time in the beginning of the process and you will have less heartache and hassles at the end. Assign a Grade to each and every Job Order you write. How much time you will spend on each one will depend on the Grading you give them. There are many resources on this site to help you subjectively analyse your Job Orders, although the simplest and most widely used method is to assign them with a grade of either A, B or C, using the following criteria... A: Best chance of placing within the current month. Plenty of information about the job, critical urgency, you understand the job order completely, and you know where to find the right candidates. B: You have all the info you need, but something is missing. Either the company has indicated that the job is not Urgent or the Process is going to be too long, or you know that you are going to struggle to find the right candidates. C: Incomplete job order, uncooperative client, no Urgency, lack of suitable candidates. Spend the majority of your time on "A" Jobs, Some time on the "B" Jobs, and leave the "C" Jobs alone unless you really have nothing better to do with your time. Remember, the goal is always to try and turn C's into B's and B's into A's!
Recruitment training, your way. LISTEN to it, WATCH it, or READ it. Just don’t ignore it.
Job OrderS DECODED: LISTEN IN SERIES
Pop in your earbuds, hit play, and learn while you’re doing life, or “working from home” (no judgment).
No slides, no distractions, just straight talk, real examples, and the occasional DEMism to keep you awake.
_edited.png)
Job OrderS DECODED:
SITUATIONAL TRAINING
See it. Feel it. Try not to laugh too hard.
This is Recruitment Training with a bit of energy, and a healthy dose of sarcasm.
For recruiters who learn best when they can roll their eyes and take notes.
READ ALL ABOUT IT!
For the “I’ll just read it later” crowd who actually does.
No video, no noise, no excuses. Just the full breakdown of every topic, technique, and tip, ready for you to digest and revisit when you need a refresher.
Read it. Highlight it. Pretend it’s serious work.
Recruitment training, your way. LISTEN to it, WATCH it, or READ it. Just don’t ignore it.
APSO calls Dem...
“...one of the BEST recruitment specialist trainers in the country...”
DEMsays...“Nothing you do as a manager will ever equal the rush of closing a placement. But no placement you close will ever equal the satisfaction of helping a rookie become great!”
DEMsays..."Converting a Job Order into an exciting story will increase your Recruiting effectiveness".