Resources for Training, Scripts, and Rebuttals. Everything you need to run your desk at peak performance.
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 ALL ABOUT IT" series.
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.
This market is all about Candidate Qualification. You must be aware of each candidate's options and, more importantly, be aware of their motivations.
Master the Recruiting Call, overcome Objections like “I’m happy where I am” and “What does the job pay?", and use Adversity to sell.
...Recruiting on Paper: Old-school insight for next-level Recruiters.
Presenting your Opportunity
Let’s present your Opportunity! Top Recruiters Tell A Story: 1. Define the company (Big Picture) 2. Define an opportunity (Snap Shot) 3. Refer to the opportunity as a solution Let’s assume you receive the CV and your candidate calls you back. Review the CV and figure out what critical questions you forgot to ask. To prepare for the call, have the CV in front of you, it serves as a good timeline. Have the candidate walk you through the reasons behind job moves. At some point, you will decide it’s time to present your opportunity! Ask them... “I am working with ABC Company, what do you know about them?” (Besides getting their initial reaction, it allows you to find out if they’ve already interviewed or have been submitted). Refer to the pains in your new candidate’s situation. HOW does your job alleviate the pain? (If it doesn’t, don’t kid yourself, this is probably not a good match even if they match the specs). Lead with Sizzle! As opposed to reading a Job Description, talk about why this company is a good place to work. Tell a story. If you’ve already made a placement here, it might be valuable to tell them about someone you placed and how well they are doing! If you are hit with a question you don’t have an answer for… “That’s a great question; bring it with you on the interview!” Close on permission to present them! Recruiters often encourage the candidate to “Go check them out on the Internet and let me know if you are interested.” That is NOT the goal of this call. The goal is to get the candidate’s permission to present them on this call.
Browsers vs shoppers
Browsers vs. Shoppers This market is all about candidate qualification. You must be aware of each candidate's options and, more importantly, be aware of their motivations. Some candidates are interviewing only to receive a counteroffer from their current employer. Some candidates are interviewing on your job to get a better offer from another company. And some are just testing the waters to see what is out there. Filing your pipelines with Browsers will not only lead to turndowns, but it will make your serious candidates look bad, people that without the competition, might have been the lead candidate. Identifying a Browser (someone who is not at all serious about making a move): The Browser... 1. Lacks a need to move, no real motivation. 2. Lacks a deadline. Are more "curious" about what's out there than "furious" about their current situation. 3. Will be far choosier. 4. Will underestimate the fear of change. 5. Will ask for money and perks they know they can't get. Never present these people to clients. Instead, ask them for referrals and keep them in the back of your mind for future positions. That's enough about Browsers, candidates who really don’t want to move, will turn down your job and worse, steal the offer from your other candidates, who would have taken the job! Now let’s consider “Serious Shoppers”... Identifying a Serious Shopper (someone who has a nagging but not excruciating pain to move): The Serious Shopper... 1. Is seeking a form of status. 2. Has one or more personal factors affecting his career. 3. Sees the end coming, but feels honesty here will hurt their "leverage". 4. Has little or no "risk taking" experience. 5. Is trying to play catch up from a bad move. 6. Can be swayed by the coattail factor. You can selectively send these candidates out, under the following circumstances: 1. When the "pain" of being in the current position matches the "gain" in your job. 2. Convenience is overwhelmingly in your favour. 3. It is 2-4 months after they initially "shopped" and turned down an offer. 4. Your job "realigns" them (industry, vertical, product, career track). 5. They used to work there. 6. They have a friend inside. 7. It is a direct competitor. 8. The "CV's on your desk" factor (you know they're in trouble and they don't). 9. Your client knows them through other sources. 10. Your gut says they'll love each other. Past behaviour is a great predictor of future behaviour. Below Dem shares some questions he loves to ask to understand a candidate’s job changing patterns. The last time you made a move: 1. How long did it take? 2. What was the first thing you did? 3. How many interviews did you go on? 4. What % of the time did you get a 2nd interview? 5. What % of the time did you get an offer? 6. How did you go about your search? 7. Did you tell your boss you were looking? 8. Once you began interviewing, what mentor relationship did you rely on? What did they tell you? 9. Once you got an offer, how long before you made a decision? 10. Did you receive an increase in pay or did you move strictly for opportunity? 11. Did you experience a fear of change? To what degree? 12. What role did your spouse play? What is their frame of reference? 13. What was your relationship like with your recruiter? What worked? What didn't? 14. Six months later, did you regret having made the change? What does that tell you?
"Dynamic Discretion" script
There has been a seed change in contemporary recruiting. Two factors have changed the basic way we recruit candidates. The technological advances in the tools we use and the behaviour of the competition. We need to find a way to submit faster, without losing our integrity as recruiters. So instead of qualifying a candidate, presenting them with an opportunity, and then once you've secured their interest presenting them to your client, we have decided we need to proceed with their "Dynamic Discretion". This means when we first interview them, we get their permission to submit them on any opportunities we feel would be a good fit based on the initial conversation we had with the candidate. Read the script below to understand the concept. “NAME, let me tell you how we work so you can make an informed choice. I work best, and we make the most placements, when we have DYNAMIC DISCRETION with a candidate. That means that you and I do the hard work of figuring out the type of career move you are seeking (where, size and culture of client, location, product, value proposition, including money), and then you give me the Dynamic Discretion to infiltrate the market and submit your credentials and secure interest. Once I have a client interested, I call you back and YOU decide whether to pursue. The market moves so fast this is the best way to proceed by far. If you are overly concerned about confidentiality or just really "shopping", we could call you as each situation comes up before submitting, but in the contemporary market, this is an ineffective method. Does that make sense? So can I proceed with Dynamic Discretion?”
Fear of Change
The fear of change can be overwhelming for some people. Especially if they have been with their current company for a long time. Sometimes, you get a live one! A relentlessly optimistic person who doesn’t feel his/her life is over, and is convinced that patterns can be overcome, and they need a new job and some new friends and change! You have to make this close emotional. Call them before they turn it down and tell them "time kills deals", and you know from experience how hard this is. You want change on a logical, rational level, but the heart whispers, What if I’m not any good? What if I get exposed?” Most people in one company for a long time should stay there, because they can’t overcome their fears. But you know what? They get old before their time. Challenge them. Ask, "What would you do if you weren’t afraid? If you were unemployed and you interviewed at both my job and the one you currently have, which one would you want?” (If they say yours, you point out that only fear is standing in the way). Ask if they want your opinion, knowing that you have a vested interest? Ask if they trust you enough to tell the truth? If they say yes, you say, “I know how you feel, and it is scary, but others have felt that way, and they found if they make the change it does incredible, life changing things for their spirit, and if they lose nerve and don’t make a change, their spirit starts to wither…I don’t want to see that happen…” You have to make them face their own mortality. Their personal legacy is at stake. Help them see it.
Structured Interview Outline
The difference between a good Recruiter and a great Recruiter is the depth of knowledge of each candidate they work with. This starts with how thorough an interview you conduct. Once you get a candidate's CV it's important to have an organised list of questions that force the candidate to let you gather the information you will need to sell them to your client. Below is an organised list of questions to help you get started: 1. Why would you make a change now? How much pressure to move do you feel? What kind of company? Size, market? What are your top criteria? 2. What are your current career goals? If you had your choice, what would be your title, the scope of your position, how would you spend your day? 3. What are your longer-term career goals, over the next 3-5 years? 4. What has been the biggest motivator in your career? 5. What is your career path in your current company? 6. Help me understand your career moves, i.e. why you made each move and what you hoped to accomplish in making each move. (Do in order of first job to current position.) 7. Describe a typical day in your current position. What are your responsibilities and functional tasks? Prioritise them for me. 8. Tell me how you are measured? 9. Tell me what you do best? 10. Talk to me about your areas of expertise. 11. What areas do you think need improvement? Where do you want to gain increased expertise? 12. What separates you from your peers? How? What difference has it made to your success in the past? 13. What are your most important career accomplishments to date (be specific about ways you have, for example, made money, saved money, increased sales, developed a new process or procedure, won a company award, etc.)? 14. Do you hold any relevant professional certifications? 15. Talk to me about your current compensation. 16. To reach your next career goals what would be your minimum income requirements? 17. How far are you willing to drive? 18. If relevant, how much travel are you willing to do? 19. Will you relocate? 20. Have you discussed making a job change with the people who are important to you? 21. Has that discussion included the possibility of relocation? 22. How much notice do you have to give your employer? 23. When would you be able to start a new position? 24. Are there any scheduled events that your new employer would need to be aware of (holidays, seminars, etc.?) 25. Ask, if you were to receive an offer for (match to goals), paying (match to compensation, located (match to location), would you be able to accept within 24 hours? 26. Have you ever received a counteroffer? 27. Have you ever accepted a counteroffer? Why? 28. Would you accept a counteroffer from your current employer? 29. If we are going to conduct an active search for you, we would like a 15 – 30 day exclusive with you. (Explain search process and MPC process.) 30. So as not to duplicate your efforts, where have you interviewed recently? For what type of position? How was it arranged? 31. Any offers pending? 32. Are you working with any other agencies? Which ones? 33. What companies already have your CV? 34. Are there any companies you would want us to approach on your behalf? 35. When are you available for interviews? Summarise by explaining how you work... "Honesty is the cornerstone of my business. That means that I will be honest with you about my clients and my process. That also means that I expect no surprises from you. This frees you up to tell me about any potential skeletons in your closet, bad references, failed drug tests, overstatements of education, if there's anything, now is the time to tell me." Explain your process of communication (what they can expect from you and what you expect from them)... "You can expect me to be upfront with you, communicate any new or necessary information to you in a timely manner and to treat you with overall professionalism and respect. In return I expect you to return my calls, call me after an interview, keep me up-to-date on your job search, any new activity, change in plans, goals, etc., and to move decisively when an offer is made. Does that work for you?" Get a "YES". "Now, here is my plan for presenting your background to my client…" End by thanking them for their time and telling them that you are looking forward to working with them.
The Cold Recruiting Call Part I
The Cold Recruiting call is a call made to a candidate in an attempt to recruit them. In its coldest form, you call the company and ask for the “Engineering Manager”. This person was not referred to you, you do not have their CV and you do not know whether or not they are looking. We make the cold recruiting call in 2 parts: THE FIRST CALL: The 2 Goals of a Recruiting Call: 1. Who are you? (Qualification) 2. Are you serious about moving? (Urgency) END WITH A CALL TO ACTION! Let’s make this call! Introduction: “My name is DEM (use your name NOT mine!). I’m an Executive Recruiter [Headhunter]. I place some of the top [TITLES] in the [NICHE] industry. I’ve got a very compelling opportunity with a company that …[SIZZLE]. But before I get into details, how receptive are you to other opportunities at this time?” Transition Statement: “I don’t believe you and I have talked before, how receptive are you to new opportunities at this time?” “ You and I have not worked together before, what is your role at ABC Company?” “WHO ARE YOU?” Questions: What is your title? Detail questions about the responsibilities... How long have you been there? What have been some of your accomplishments? BASED ON THE ANSWERS, YOU WILL HAVE TO MAKE A DECISION: OPTION I: Not right for this or any search. Go into referrals, HARD. Ask about people they know and have earned their respect. Ask if their company is hiring and who the decision makers are. OPTION II: Not right for this search, but may be right for something else down the road or within your department. May be possible MPC! Show your value)... “I am deeply connected in your industry. Many of the top (TITLES) stay in close contact with me to be sure that they always know when a strategic opportunity is about to open up Let’s make sure you are on my radar screen for just those situations…” Call to action... “I have to make a confession. I talk to so many people in any given day that I will not remember the details of this conversation unless I begin a file on you in our system. Send me your CV so I have a place to store your information and will find you 6 months from now when we have the right type of search.” Get a Referral... “Let me take 2 more minutes of your time to give you a short overview of what I am working on today and see if there is someone you respect enough to open a door for.” OPTION III: Background is right for this search! Move on to “ARE YOU SERIOUS?” Questions... Everything is about timing. Talk to me about what you are trying to accomplish in a move? What is missing at your current job? What are the pains? Why? Let’s take a step back, knowing what you know now, would you RE-INTERVIEW for your job? What are you looking to accomplish in a move? Where have you interviewed in the last six months? Any offers? Why did you turn it down? (If they’ve not interviewed, be concerned). Who have you told? (If no one, be concerned) Call to Action... “This has been very informative for me and I suspect that we will have a search that will interest you. I have an upcoming appointment, let’s do this. Email me your CV sometime this morning, I’m sure I’ll have a few more questions. I want to look at the details of a couple of searches on my desk. Let’s talk (or have them call you) at 4pm today.” It is very tempting to present your job on your very first Recruiting call. There are two reasons to do it in a second call… 1. What if the CV arrives and it’s not suitable to your job? If you’ve already given your client name/details, your candidate can now go around you. 2. Most importantly, waiting until a second call allows for 2 tests of seriousness: 1. Send the CV. 2. Call me later today Now Read Part II!
The Cold Recruiting Call Part II
So, it’s the second call, let’s roll out your job! Let’s assume you receive the CV and your candidate calls you back. Review the CV and figure out what critical questions you forgot to ask. To prepare for the call, have the CV in front of you, it serves as a good timeline. Have the candidate walk you through the reasons behind job moves. At some point you will decide it’s time to present your opportunity! “I am working with ABC company, what do you know about them?” (Besides getting their initial reaction, it allows you to find out if they’ve already interviewed or have been submitted). Refer to the pains in your new candidate’s situation. HOW does your job alleviate the pain? (If it doesn’t, don’t kid yourself, this is probably not a good match even if the qualifications are right) Lead with Sizzle. As opposed to reading a Job Description, talk about why this company is a good place to work. Tell a Story... Hopefully you uncovered a success story when you were taking your Job Order. If you’ve already made a placement here, it might be valuable to tell them about someone you placed and how well they are doing! Focus on the strengths of your job, especially those that counter their current job’s weaknesses! Avoid “They are looking for…” If you are hit with a question you don’t have an answer for… “That’s a great question; bring it with you on the interview!” Close on permission to present them! Recruiters often encourage the candidate to “Go check out their Website and let me know if you are interested.” That is NOT the goal of this call. The goal is to get the candidate’s permission to present them on this call.
Qualifying Candidates Seriousness
Qualifying Candidates Early Process! 1. Why do you think you called me back? Why are you even talking to me? 2. Have you already made a commitment to pursue another job? Who have you told? Does your boss or any of your co-workers know? Have you told your significant other? Have you sent your CV anywhere else? Have you already interviewed? (If no to all, WHY NOT?) 3. So on a scale of 1-5 with 1 being I could be perfectly happy staying here and 5 being I don’t want to be here one more miserable day longer, where would you rank yourself? Why? 4. Have you had any offers that you’ve turned down? Why? 5. If you left your job tomorrow, what would you miss? How difficult would that be to replace somewhere else? 6. Did you ever really love your job? Why? What’s changed? 7. Do you fit the culture? How do you define it? Has it changed since you’ve been there? (you can’t change it back). 8. If you decided to stay, what change would your company need to make? And then who’s life would have to change to accommodate yours? 9. Is there any family or personal situation that relegates your job to secondary status? You’ve established they are serious... 1. Talk to me about what you are trying to accomplish in a move. What’s missing in your current job? 2. What are the criteria you’re using to measure these things as you explore new opportunities? 3. What have you done to see if it’s possible to get what you want from your current company? Serious and Qualified for your job... 1. If client is looking to make a quick hire: This process will most likely move from interview to offer to acceptance and start within the next 3-4 weeks. Do you see any reason why that time line won’t work for you? Be sure to get and qualify/quantify specifics 2. If client process will be longer... There will be 3-4 steps in this interview/hiring process, including a presentation of a 30-60-90 day business plan. This may take 6 or more weeks. Tell me more about where you are with other opportunities and whether or no you’ll most likely have to make decisions on other potential offers before the end of this process. 3. Money Full understanding of all components in Total Package Basic, commissions, when paid, (monthly, quarterly, annually), bonus (based on what), car allowance or expenses, company car, home office, shares (What are they worth? What happens when you leave? Medical benefits? Cost? Pension, retirement benefits? Leave? Other perks (gym memberships, onsite day care, paid lunch, etc) Outstanding commissions How much? When? Next review/ increase? When? What’s the past history of increases? "All good people leave something behind, what are you willing to walk away from?" 4. What is the range of your salary expectations as you look to make this move? If there is an opportunity that meets all of your other objectives for making a job change how open would you be to stepping sideways or potentially taking half a step back to go forward? We are trying to establish if their expectations are in line from the beginning. Counter-Offer Discussion... 1. Any experience with it? 2. No matter what, you WILL get one. 3. It will be emotional, they will make it personal. 4. They’ll reveal big plans that they have in store for you. 5. Big increases, promotions, etc. 6. The CEO will want to meet with you. 7. Your boss will want to take you to dinner. 8. THIS IS A STRATEGY. YOU’RE NOT SPECIAL. COMPANIES DON’T LIKE TO BE FIRED!!
"What else have you got going"
This is a common mistake made by Recruiters. We ask, "What else do you have going?" and it leaves it up to interpretation. What exactly do you mean by "going?" Interviews scheduled? Sent in a CV on a posting? Talked to a recruiter? We want to ask the question in a way that means ALL of these things, and everything else! So instead ask: "Let's compare this opportunity, in terms of a career match and in terms of timing, to the other opportunities you have the option to pursue.”
Working with Spouses or significant others
Spouses are often central to candidate's decision making. It’s just that some are more forthcoming about the "spousal factor" than others. The candidates who aren’t serious use the spouse as an excuse not to take the job because it seems unimpeachable. They use the classic line, "I have to do what's right for my family.” You should never try to usurp the spouse's power. And don’t try to ignore it. They can torpedo a placement, and do. So it’s better to engage them in the process, get them on your side as an ally. Make it a part of your standard interview by asking the following questions... 1. “How does your spouse feel about this move?” 2. “Will your spouse be inconvenienced in any way?” Examples include day care, travel, and the spouse’s own job. 3. “Does he/she have any misgivings about you moving, or are they asking you to hurry up and get it done?” Once I measure whether the spouse is friend or foe, I say this... “To work effectively together, it must be collaboration. Part of that collaborative effort includes your spouse. Until I talk to him/her, I'm just the person in your life creating disruption and change. We do a 15 minute call with spouses before we begin contacting our clients on your behalf, to introduce ourselves to your spouse, bring an element of comfort, and often get input from them as to how best to work with you. After all, nobody knows you better. When can I have that conversation with your spouse?” My experience is that good candidates see this as a value added service, and bad candidates, the "control problems", are scared to death of it. Why? Because they haven't told their spouse they're looking, that's why. You cannot do this for ALL your candidates, but if you identify a serious candidate who you think might get an offer, it's a worthwhile step.
Where do the best candidates come from?
Generally the best candidates come from Cold Call Recruiting and Referrals. Sometimes Referrals FROM Headhunting, where someone says they're not looking but refers you to someone else. The goal for a great recruiter is to find “passive” candidates, people who are NOT actively looking. Finding people on the Internet or through advertising is generally not the way to find the best people. The real ‘art’ in our business is mastering the practice of cold recruiting, or headhunting. The cold recruiting call is made to a candidate in an attempt to recruit them.
An Effective Recruiting Plan
An effective Recruiting Plan starts with a complete Job Order. Before you start Recruiting, your Job Order must be complete with: 1. Complete Job Specs and requirements. 2. Full understanding of the company and opportunity. 3. Knowledge of where the client would like to see candidates from. 4. An explicit agreement on hiring process. When, who, timetable for interviews and action. Find out your client's schedule for the upcoming weeks and get a commitment to set aside time for first interviews. 5. An agreement of how you are going to communicate with the client. How often and when. 6. Make it clear that you will present candidates verbally [not by email], before sending any documentation. If you do not have this information and an agreement as to how you will work together, get it before you start Recruiting!
Your 10 Step Recruiting Plan
1. Conduct a Database Search. 2. Conduct an Internet Search. 3. Post an Ad. 4. Make a list of 10 or more companies to target. Put the companies identified by your client at the top of the list. 5. Practice your Recruiting call scripts and rebuttals. 6. Call! There is no substitute for the telephone. Do not use Email to establish contact. Do not do company research or look through the Internet while you phone. 7. Complete the first round of calls in no more than 3 days. 8. Make daily status calls to client to let them know the status of the search. Regular client contact assures that you are not surprised by changes in the job status or job requirements. 9. Once you have recruited and qualified candidates, prepare your presentation based on the information on the Job Order. 10. Make your presentations verbally! This way you can fight for your candidates. Schedule interviews. Then send CV's.
Recruiting Timeline
DAY 1: Complete Job Order taken. DAY 2: Internet and Database Search. DAY 3: Identification of Target Companies. DAY 3: Recruiting Calls to Targeted Companies. DAY 4: Recruiting Calls to Targeted Companies. DAY 5: Presentation of Candidates.
COnvincing candidates to Interview with you
To convince candidates to come in to see you, you’ve got to give them not only the "WHAT", but the "WHY". What’s in it for them if they do? If you are asking them to interview because of a specific position, then the reason is obvious. You have a career opportunity for them. If you are asking them to interview to register for future positions, you need to stress that you are their eyes and ears in the marketplace. n either case, you should certainly make it clear that you will not represent candidates you have not interviewed. On each call where you are scheduling a candidate to interview, end it by saying... "This is a critical step in my process and a professional meeting. If something comes up and you need to reschedule, please call me".
11 Recruiting RUles to live by!
1. Flattering the candidate will get you...nowhere! 2. Make them PROVE they’re excellent. 3. Never ask for permission to talk, If they can’t, they’ll tell you. 4. Getting someone interested is easy. Get them to DO something about it. 5. Candidates who are only motivated by money WILL break your heart. 6. Qualify and validate believable reasons why they are looking. 7. There is a 2 year average before unhappy people leave a Job. 8. Create a sense of urgency. 9. Find out where you are catching them in their search for a better position. 10. Look for warning signs and have the guts to ask! 11. CALL! Do not use Email to establish contact.
Valid reasons for changing jobs
Your goal in the initial qualifying of the candidate is to find primary reasons for looking that would be difficult for the candidate or the candidate’s company to easily change, such as, (but not limited to)... 1. Unemployed 2. The company is downsizing, unstable, or going through a merger. 3. The company’s service is no longer competitive in the market. 4. Any internal or personal reason. 5. Travel, commute time.
The "Internal/ External" Conversation
This is very effective Qualifying Question (usually done during your screening process)... "So far we’ve been discussing all the external factors in making a move, like the opportunity and the salary, and I know those things are important, but it’s been my experience that at the end of the day, we all move for internal factors. Would you agree with that?" [Get a YES]... "Okay, so what internal factors in your life would make you leaving your job the best decision?"
"Be careful" reasons for looking
1. More money and feelings of being underpaid. 2. Long hours. 3. Personality conflicts. 4. Any reasons of convenience that can be changed easily. Understanding a candidate’s reason for looking is critical in not only closing the placement, but managing the process and controlling the time frame for the interview process.
Warning signs!
The Candidate who will let you down... 1. Lacks a need to move, has no valid reason. 2. Has no deadline to make a change. 3. Is more "curious" about what’s out there, than "serious". 4. Is far choosier. 5. Will ask for money and benefits they know they can’t get.
A Great qualifying questions
It is easy to convince someone to go on an interview. It is difficult to convince them to make a move. And it is impossible to convince someone to do something for YOUR reasons, not theirs. Never suggest, or imply, that they should go on an interview to DECIDE if they want to consider making a move. An interview is not for window shopping. It is the first step in working with someone READY to make the right move. Here’s a great qualifying question... "What will it take for you to go into your boss’s office and tell them that you are resigning and taking a new job"?
Complete screening questions
The purpose of this conversation is simple. To find out what motivates the candidate in terms of why they want to make a move, and to present your opportunity in terms of what makes sense for their career. The key to this conversation is to LISTEN. You can only get what you want by first helping the candidate get what THEY want! Screening Questions... [NAME], summarise for me your major accomplishments in your current company. What would you say is the most significant impact that you’ve made with your current company? How would you quantify that? What else? [Quantify] If I were to draw an organisational chart, where would you fit in with the company? Who do you report to? Who reports to you? Who are your peers? Have you ever been promoted? From where to where? What was it about you that caused you to be promoted? Tell me about your career goals. Where do you see yourself going in the next 5 years? If you could change anything about your current situation, what would it be? If you were going to leave your company and go to another company, what would be some of the things with your next company that would have to exist? What would be some things that would be nice to have there? How would you describe that ideal company to me? What motivates you more than anything else in your career? In other words, what would be the single greatest motivator that would cause you to make a move right now? Where are you in terms of your compensation right now? Tell me about any bonuses you received last year. How were they calculated? If you were to make a move, if it was an opportunity similar to what you told me about as your ideal, what is the minimum amount of money you would be looking for? Is there anything that would keep you from making a move timing-wise in the next 4 to 8 weeks? ONCE YOU’VE LISTENED TO ALL OF THE ABOVE, MAKE A JUDGMENT: "Okay [NAME], based on everything you’ve just told me, let me tell you about my client and what this opportunity is all about. I think you might get excited about this!"
Vulnerable to counteroffer?
These questions will help you to identify the candidates who are vulnerable to counteroffer, and should be covered at the beginning of your qualification process. Too many recruiters wait too long to ask the questions they have to ask about counter offer. The goal of all these questions is not to scare vulnerable people into an insincere agreement not to take a counteroffer, but rather to identify who you should not be working with. You’ve described your reasons for making a move. Why now? [This is a good place to be skeptical about what they tell you. Do not settle for one answer] Why is that? What else? If you were unemployed right now and had a chance to interview for the job you currently have, would you? [The answer “yes” is a red flag] How long have you been looking to make a move? [Look for a specific answer here] What have you done about it? [If someone has been looking and cannot tell what he/she has done about it, how real is their plan to move?] How many interviews have you had in the last 6 months? HOW MANY SECOND INTERVIEWS [Key question]. Offers? Why did you turn them down? Who have you told about your plans to make a move? [If no one knows but them (and now you), watch out. People who tell other people of their plans to make a move, especially other people at work, are primed to move. Ask them why they have not told anyone of their plans] How will making a move disrupt your life? [There is personal pain in making a move. Established patterns are disrupted. You need to know what personal issues may make your candidate back out. This question is one way to stimulate them to tell you how a move will affect their life] How will it disrupt your family? [Don’t ask, “How does your spouse or other significant person feel about you making a move?” That question gets the “They support me” answer] Have you ever taken a counteroffer? What was the experience like? Did it turn out to be a good decision? Why or why not? [If they say “yes”, ask “What would lead me to believe that you would not take a counteroffer now?”] With a move to a new position likely to result in a 5 – 10% increase and where a counteroffer could be worth between 33 – 60%, why not take a counteroffer from your current company? [Listen carefully to their answer. Be willing to be skeptical of any response they make] Who will you be giving your resignation to? Is this the person who hired you? Are your families friendly? How will this effect your decision? Have you imagined what they will say? Finally, suggest they stay in their current position... "[NAME], you have some good reasons for leaving, but let me suggest this: I think you should stay with your current company. Go to your boss and tell them that". [Let them now tell you why they can’t do that. These reasons will be the key reasons you can revisit through the process as you strengthen their resolve to move now].
the "i cover my jobs" speech
Every recruiter I have ever trained or mentored who uses this scripts religiously has a minimum of closing issues... "Let me tell you how I work because it is very different than most recruiters. My clients expect a short list of elite candidates, no more than 5, and I always deliver. The bad news is, sometimes there will be a job I send you on and you will want it and yet I will be obliged to send in 4 other candidates. The good news is, because of the way I work, and the fact that there is only one fee, I never have to convince or manipulate you. Someone will want it. This frees us up to be honest. There's no need to be shy about withdrawing and no need to disappear on me. From a cold, detached business point of view, I don't care who gets the job. Does that make sense?"
Asking for Referrals
The Key to Asking for Referrals is to Stay "Open Ended"... “Great…Let me take just a few more minutes of your time. I’ve got a very exciting search for (Different Job).” [Share Basic Details, Sizzle] "Who do you know that would be qualified for this?" "I’d like to brainstorm with you about who within in your network might get me closer to this person.” Get a name…WHO ELSE?
Candidate doesn't want to hurt boss's feelings when they resign
In an open discussion, tell him loyalty and friendship is admirable, but beyond a certain point, it’s the rare successful career that is based on the relationship of one mortal person. The French say the graveyards are filled with indispensable people. You must reassure him: 1.There was a company before you, before your boss, and there will be one after both of you leave. The way of the world. 2. You can’t damage your professional reputation by giving standard notice. Improving your lot in life is not unethical or immoral. And about this friendship. Turn it around. If your boss came to you and said while he has enjoyed being a mentor and leader to you, he has an excellent opportunity, and just wants to make sure it’s okay with you before he accepts it, and further, that he won’t accept it if you can’t go on without him, what would YOU say? OR Tell him you don’t understand. Why is he concerned about the relationship being damaged? Is the friendship contingent on you producing for your boss at your current company? Is that the essence of what the relationship is built on? True friendships not only survive change, they promote them. Finally, you get tough! "Talking to your boss after you have accepted a job and signed an offer letter and made a commitment is fine. It’s called RESIGNATION. Doing it before you resign is not courteous to your boss, but it is discourteous to my client and to me, who will feel resentful at having been leveraged. It is a classic red flag of taking a counter offer, and I would have to encourage my client to continue to interview. You must make a decision, and I have to draw a line here". If he wants the job, he will agree. If what he really wants is attention from his beloved boss, you were going to lose this anyway.
Managing Salary Expectations
Because we are in a candidate centric market, salary discussions are trickier than ever! There are essentially two “Talking Points” and they can occur anytime while qualifying as long as it is prior to the first interview with your client. 1. Talking Point #1: Motive for Moving: "NAME, every candidate is different because people and lives are complex. But we find that people’s motives to move fall into the following categories. People move for fun, because they’re not having any, for culture, because theirs is not a fit and feels wrong every day, family and personal reasons, which vary wildly, and fortune, meaning compensation and opportunity surrounding compensation. Can you prioritise those potential motives in your case for me?" If his first response is about culture and boredom, you know compensation is a factor but not critical, if he says, at the other end of the spectrum, “I love it here, but I’m underpaid,” you know you have issues and I’d make sure I had other candidates to send along with this one! 2. Talking Point #2: Metrics for Money: "NAME, what is the target income you are seeking to make a move?" (Whatever they say)... "NAME, the more you make the more I make, so I’m all for the highest number possible, but we find the metrics are pretty clear. Most people will make more money by staying and getting their next increase or bonus than they will by making a move. If compensation is the ONLY factor, it might make more sense to not even interview. What are your thoughts?" This will properly manage their compensation expectations, isolate their real motive, and hopefully get them to realise making a job change is not a "get rich quick" scheme. Then, if your offer is exceptional (that’s about managing expectations with your CLIENT), they will feel like they’ve done well for themselves and will accept enthusiastically. The biggest mistake Recruiters make, and it’s understandable given the shortage of talent, is telling candidates, no matter what they ask for, that they deserve it!
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