Good Recruiters can play a strategic role in any company. So how do I define a Good Recruiter? Someone who has the below can fall into the “Good Recruiter” bucket:
- Know the job they are recruiting for inside-out.
- Able to have meaningful and engaging conversations with potential job seekers.
- Overcome Objections from both Hiring Managers and Job Seekers.
- Get Passive Job Seekers to sell you.
- Able to write powerful yet attractive messages to woo top talents.
- Know the art of sourcing the Podium finishers. (Sounds exciting? I will tell you who they are in the latter part of this blog).
- Ability to generate prequalified referrals
- Negotiating Offers with modest compensation increase.
- Be someone worth knowing.
- Be adept in numbers and ability to put metrics to your talent pool and recruiting process.
This list can go on and on, but these are the top 10. I pretty much feel most of the recruiters will score a 5/10 or at best a 6/10. Why are they not able to score a 10/10 and become the Recruiter that everyone wants to have in their team? The answer is simple; often, their focus is filling jobs with a reasonably competent person at an acceptable cost and timeframe. But as far as I am concerned this kind of hiring is an overhead function that can be automated 60-70% by having an ATS, a Bot and a Junior/ Reasonably smart out of the college recruiter.
A more strategic recruiter is someone who can consistently raise the talent bar when the right talent is hard to find. The Recruiter of tomorrow is someone who can fill the hard to find roles, and this is going to be the future. There will be harder to fill positions in the coming years, at least 75% of jobs with a recruiter will be hard to very hard to fill roles.
Now, let me explain why I feel the ten skills I have listed in the beginning is essential;
When a top candidate asks, tell me more about the job? A recruiter needs to be able to describe some of the tasks and challenges the incumbent will be handling and why they are essential. It is a candidate-driven market, and the top talent is approached with job offers by almost everyone. If you can’t, communicate the need for them to consider this job in an engaging, storytelling like fashion, you are sure to miss their attention.
If the Recruiter’s cant conduct a professional interview/engage in a meaningful conversation with the candidates and present the findings to the hiring managers, they won’t trust their judgement. As a result, you will need to give too many candidates. Worst still, the best candidates will consider them a gatekeeper, not an advisor.
The best candidates, whether active or passive, will bombard you with reasons as to why they’re not interested. So you have to be persistent and be able to counter their objections to engage in a meaningful career conversation.
Recruiting isn’t about selling an excellent job using keywords and buzzwords. It’s about convincing someone who’s not looking or who has other opportunities that your job is the best — even if the compensation isn’t.
You don’t need a single skill or “must have” competency to attract the best talent. However, you do need to write new story-based messages that compels the person to engage in a conversation.
Podium Finishers are people who will be seen and prized by the hiring manager and they value the role more than pay. They would accept an offer for a modest pay increase basis their excitement for the purpose.
Prequalified leads are Gold Dust. One should always build a network they can tap in to for prequalified leads. Ask any good recruiter, and they will tell you that 4 out of 10 jobs they fill are from the leads they get from their network.
Your LinkedIn profile needs to say, “Let’s talk even if this job isn’t perfect. I have other jobs that are — or I’ll be able to put you on a better career trajectory.”
It is vital that you are aware of the numbers involved in the recruiting process. Understand the key metrics and keep track of them.
The bottom line is that to raise the talent bar; you need to start with a discussion about a possible beneficial career move, not an open job. Don’t worry about filling positions faster and at a low cost. Instead, worry about raising the talent DNA for your clients by going slower, which will allow you to present hiring managers with fewer candidates who will see your opening as the best career move. By getting more high-quality referrals and developing deep-talent networks, you’ll be able to reduce time-to-fill and cost-per-hire while also raising the quality of hire.
To stay relevant, recruiters need to develop a high-touch personalized process that leverages technology but is not subordinate to it. It’s my opinion that the quality of the people hired in the future will depend on the quality of the recruiters hired today — and this process starts by mastering the competencies outlined above.