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EMP LOY E R Qu estions 3 Mistakes Not To Make With Your Recruiter We’ll preface this topic with two definitions of recruiters: Contingency Recruiters: Manage a search assignment on a contingency basis for a client company. The recruiter is paid upon a successful placement. The company pays either a flat fee or a percentage of the candidate’s salary.
Recruiters need to have access to the hiring manager directly. If physically possible, face to face time to gain as strong an insight into not only the specifics needs of the hiring manager, but the unwritten chemistry of the department as well. Knowing this information and having this level of access to the key decision makers in the hiring process is paramount to the successful teamwork between HR and recruiter. Limiting the exchange of information and restricting access between hiring managers and the recruiter will significantly hamper the efforts of even the best recruiter.
Retained Recruiters: Similar to a contingency recruiter in that the client company pays the fees. The main difference of a retained recruiting agency is that the client company pays a retainer fee to perform a search assignment. A portion of the overall search fee is paid upfront and the remainder is due upon a successful hire. The initial retainer fee is paid whether or not a placement/hire is made.
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Regardless of your company’s financial arrangement with a recruiter, contingent or retained, you have made a commitment to use them as a resource in your search efforts. Recruiters want to earn their fee. Like any other consultant to your organization, they want to feel a sense of teamwork with the client and know that their services are valued by the company. Nothing is more self-destructive to the efforts of both recruiter and client company than the following 3 mistakes: 1. Lack of disclosure and restriction of access: Right from the start, recruiters need to know as much information as possible about the parameters of the search. Contrary to the popular belief of most HR managers, a simple job description is not enough information for recruiters to attract high quality candidates.
2. Exclusion in the interview process: Part of the recruiter’s role is to manage expectations of both candidate and client. The only effective way for this to happen is to integrate the recruiter into the interviewing process. Does that mean they have to physically be in interviews when they happen? Not necessarily. As a recruiter, I’ve been present in hundreds of senior level interviews. Not so much as a participant, but more as an observer who will guide to assist the process along. Often times, less skilled interviewers will miss questioning the candidate on key points of concern. This can result in unclear results after the interview is completed.
Page 2 The presence of a skilled recruiter, either physically in the interview or in the preparation stage before the interview takes place, can be a significant benefit to both sides. The recruiter can often ask questions of the candidate the employer may not be comfortable asking for whatever reason. The recruiter can diffuse areas of concern for the candidate by drawing on their experience with the client as an “outside consultant with insider knowledge”. Excluding the recruiter in the interview process significantly hampers the overall recruiting effort. 3. Using the Recruiter’s services as a negotiating weapon: Whether your recruiter is on a retained or contingency basis, nothing screams “run for the door” faster than an HR manager using the recruiters’ fee as a negotiating weapon against the candidate. Nothing will turn both a motivated candidate and motivated recruiter off more quickly then taking this path. Here’s how the self serving script runs from the HR Manager: “Well Jim, we’d love to be able to make you a better offer, but we still have to pay the recruiter their fee for finding you”.
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For candidates, question marks in the mind equate to doubts in the heart. None of the resulting messages are positive or in line with recruiting goals. The message you have sent the recruiter is even more detrimental to your overall recruiting strategy. The act of being a candidate for a specific opportunity is a one time event. Recruiters, on the other hand, tend to work within specific industries and thus come into contact with multiple prospective candidates for your company. Having a poor reputation with recruiters in your industry can be hazardous to your efforts in attracting top talent. In conclusion, if you are going to engage recruiters on a contingency or retained basis, make them earn their fee. Understanding and utilizing their skills to their fullest potential will only benefit your company and yourself as the HR or Hiring Manager.
About The Author : .
With the explosion of gaming as a national industry, Bill founded Resource Partners to serve client corporations across all jurisdictions. Bill is experienced in all facets of executive search including compensation analysis and executive development training. Mr. Werksman has built strong relationships within the local and national gaming community based on his respect and understanding of the recruitment process and its core importance to corporate development. Bill understands that leadership and intellectual capital are the prime source of competitive advantage. Mr. Werksman resides in Las Vegas with his wife and their two children.
What are the possible resulting questions in the mind of the candidate?: 1. Financial insecurity: “If this company has to skimp on salaries to pay the recruiter, how financially stable are they really?” 2. Raises and Promotions: “Will the recruiters’ fee be held against me when I have my annual review for a raise?” 3. Correct Candidate: “If I’m the right candidate for the job, why is their no flexibility in meeting my salary requirements?”
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