Recruiting Best Practices
Online | Just-In-Time | Customized
Presented by
Jeff Kaye
President & CEO
WELCOME
Building a Next Level Search Practice/Firm
WHY IS OUR INDUSTRY SO “COTTAGE LIKE”
Manufacturing Plant
• Theory X
• Command and
control
• Process driven
systems
Sales Management
Rainmaker / Partner
Franchisor
• Usually more of a
blend of Theory X
and Theory Y
• More directive
coaching
• People and numerical
tracking driven
systems
• True empowerment
model
• More supportive
coaching
• Leadership acts more
as resource and
consultant in
supporting partners
who lead their own
units
• Usually shared
ownership with more
participatory
governance
• 100% service
oriented in providing
a positive value
proposition
• Essentially “work for”
the franchisee and
franchisee is free to
basically run business
100% autonomously
with very few
restrictions
The flaw in mid-management search is the necessity in evolving approach
Local vs. National
• Local needs to be functional  easier to grow / scale
• National needs to be industry  easier to specialize
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SEARCH PRACTICE/FIRM MODELS
OR
Model #1
Lifestyle Recruiter
Model #2
Rainmaker
Model #3
Multiple
Rainmakers
Your objective is to decide, and then build, what YOU want!
BUSINESSES WITHIN A BUSINESS
Offering (Shared Resources Model)
Culture
Services
- Hiring
- IT
- Training
-F&A
- MarCom - Admin
- Legal
- Etc.
$ Rewards
4
CAREER PATH
5
TYPICAL TEAM EVOLUTION
*no such thing as typical
Phase I
•
Maximizing performance as a solo desk operator (for you or an SC/TL at your firm).
Phase II
•
•
Hire Sourcing/Project Coordinator to assist with research and recruiting (for you or an
SC/TL at your firm).
Leverage and outsourcing
Phase III
•
Promote or add Project Management Staff to assist with deal running and others for
pure recruiting and research (for you or an SC/TL at your firm).
Phase IV
• Promote or add Project Director, develop project manager and other sourcers and
project coordinators who can all effectively manage the vast majority of your personal
desk (for you or an SC/TL at your firm).
• Begin to add additional full-life cycle search consultants and consider adding
experience search consultants and establishing additional search practice areas.
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TYPICAL TEAM EVOLUTION
*no such thing as typical
Phase V and Beyond
•
•
•
•
•
•
•
Implement your blue print for the search practice/firm you wish to create (for you or an
SC/TL within your practice/firm).
Ensure appropriate culture, infrastructure and economics to allow this blue print to
succeed for you and your team.
Project staff member could become practice partner with 5+ member team.
SC/TL could spend more time as a PL and turn over more of the practice to project staff.
Could “sell” team to project staff and move into full time leadership.
No matter what, the key is that annualized earnings is now more than once billed and is
feeling more challenged, a sense of growth, and in greater need of you.
Key to all of this is concept of leverage.
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TRANSITIONING OFF THE HAMSTER WHEEL
Running
a Solo
Desk
Leading a
Diversified
Search
Practice/Firm
• Effective navigation through business life cycles
• Continuous improvement and reinvestment back into
business
• Timeline dependent on desire, capital, people and
market conditions
• Perpetual journey in search of mastery and closing the
gap between achievement and potential
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WHAT IS YOUR “WHY”?
No matter which model you select, for you and everyone on your
team, it all starts with the “why”.
• What is YOUR “why”?
• Kent Burns – NLE TV Episode and book “What is your “why”?
• What are the “why’s” of those on your team?
• What must be done to achieve each “why”?
• (How much in savings, and by what date)
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BUDGET TO GET YOUR WHY
$600
$500
$250
$500
$400
$0
$2,300
$1,000
$3,300
Apartment, renters insurance, bills
Car, insurance, gas, maintenance
Health insurance, supplemental disability and life
Household (groceries, supplies, maintenance)
Entertainment, clothing, gifts, charity, etc.
Debt
Total
Savings
(30 year old who desires $5k/month retirement, with
Month
inflation adjusted from age 68-88 needs $900,000 by
age 68 assuming 5% return and 2% inflation)
Earn $50,000 to net $39,485
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BUDGET TO GET YOUR WHY
$2,000
$1,000
$750
$750
$500
$500
$0
$5,500
$1,750
$7,250
Home mortgage (after tax effect), insurance, taxes, bills
Car(s), insurance, gas, maintenance
Health insurance, supplemental disability and life
Household (groceries, supplies, maintenance)
Entertainment, clothing, gifts, charity, etc.
Kids, school/college fund, pets
Debt
Total
Savings
(40 year old who desires $5k/month retirement, with
Month
inflation adjusted from age 68-88 needs $900,000 by
age 68 assuming 5% return and 2% inflation)
Earn $120,000 to net $87,000
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LONG TERM PLAN: ANNUAL OBJECTIVES
1.
2.
3.
4.
5.
Determine savings needed by what date
– Retirement age and amount needed at that date
– This is the savings component needed
– What amount/percent per year saved
Determine annual budget including #1
Determine gross income needed to achieve #2
Determine cash-in required to achieve
Determine metrics needed to achieve
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EXAMPLE: SNIPER RECRUITER
3. Determine gross income needed: $120,000
4. Determine cash-in required to achieve: $300,000
5. Determine metrics needed to achieve:
•
•
•
•
•
12 Placements at $25,000 each
1 First time face-to-face per week (4:1 ratio)
2 Submittals per week (2:1 ratio)
1 Search Assignment per week (4:1 ratio)
Presentations
•
Client to get 1 Search Assignment per week – 2 per day
•
Candidate to get 2 Submittals per week – 8 per day
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EXAMPLE: SHOTGUN RECRUITER
3. Determine gross income needed: $120,000
4. Determine cash-in required to achieve: $300,000
5. Determine metrics needed to achieve:
•
•
•
•
•
17 Placements at $17,500 each
3 First time face-to-face per week (9:1 ratio)
15 Submittals per week (5:1 ratio)
2 Search Assignments per week (7:1 ratio)
Presentations
•
Client to get 2 Search Assignments per week – 8 per day
•
Candidate to get 15 Submittals per week – 12 per day
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OTHER POSSIBLE BREAKDOWNS
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Phone time
Client attempts
Candidate attempts
New names gathered
Effectiveness of voicemails
Telephone interviews
Second face-to-face interviews
New client marketing presentations
Follow-up client marketing presentations
New recruiting presentations
Follow-up recruiting presentations
Total conversations
Offers
Retained versus contingency stats
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SUCCESS FORMULA
1.
2.
PLAN EACH DAY (calls and time blocking) – all in “Recruiter ADD”,
“Power Planning” by Jordan Rayboy and Module 2 Foundation Program
EXECUTE
•
•
•
•
Begin with the end in mind for each call
Squeeze the orange
Close the call with a summary of understanding and commitment for action
Remind yourself “you eat what you kill today”
“I think there is a myth that high billing recruiters do things differently than other recruiters. In fact, I
think they do their business the same way. The difference? The high billers just do the right things - the
small things, over and over and over again. When you add doing the right thing over and over and over
again, it turns into HUGE billings.”
Kathleen Kurke, National Practice Leader, Starbridge Group
(Excerpt from Brian Wright’s upcoming NLE Big Biller Episode)
3.
ENTER METRICS, ANALYZE, AND COURSE CORRECT
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NAME:
DAILY METRICS
DAY/DATE:
RECRUITING PRESENTATIONS
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
MARKETING PRESENTATIONS
17
18
19
20
21
22
23
24
25
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
TOTAL:
Name
Company
Title
21
22
23
24
TOTAL:
Outcome
Name
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
11
11
12
12
13
13
14
14
15
15
16
16
17
17
18
18
19
19
20
20
OUTCOME CODES
Company
Title
Outcome
OUTCOME CODES
1: Interested - took CDS
6: N/I - compensation
1: Has viable needs - took SA
6: Using another firm
2: Interested - taking CDS
7: N/I - relocation
1: Has viable needs - scheduled call for SA
7: Using other sources
3: N/I - happy
8: N/I - timing
2: No openings
8: Send us some information
4: N/I - position
9: N/I - hung up
3: Call someone else
9: Need to get on vendor list
5: N/I - company
10: N/I - other
4: Don't use recruiters
10: N/I - other
TOTAL SUBMITTALS:
TOTAL SA'S:
1st F/F ARRANGED:
1:
1:
1:
2:
2:
2:
3:
3:
3:
4:
4:
4:
17
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NAME:
WEEKLY METRICS
RECRUITING PRESENTATIONS
WEEK ENDING:
MARKETING PRESENTATIONS
MONDAY:
MONDAY:
TUESDAY:
TUESDAY:
WEDNESDAY:
WEDNESDAY:
THURSDAY:
THURSDAY
FRIDAY:
FRIDAY:
WEEKLY TOTAL:
WEEKLY TOTAL:
CANDIDATE SUBMITTALS
SEARCH ASSIGNMENTS
MONDAY:
MONDAY:
TUESDAY:
TUESDAY:
WEDNESDAY:
WEDNESDAY:
THURSDAY:
THURSDAY
FRIDAY:
FRIDAY:
WEEKLY TOTAL:
WEEKLY TOTAL:
FIRST TIME FACE-TO-FACE INTERVIEWS ARRANGED
MONDAY:
TUESDAY:
WEDNESDAY:
THURSDAY:
FRIDAY:
WEEKLY TOTAL:
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DIAGNOSIS AND PRESCRIPTION
ISSUE:
Low volume of presentations
POSSIBLE SOLUTION:
Call reluctance
Role play recruiting/marketing script and
resistance repetitively
Planning issue
Allocate one hour per day for planning and
name generation
Motivation issue
Name gathering issue
Too narrow of a marketplace defined
Seek to understand why, connect long-term
goals to short-term behaviors, secure
permission for accountability
Allocate one hour per day for online name
generation
Expand market using metrics for FILL
Execution issue (too many gaps over 3 Close out everything in 40 minute chunks of
mins from dial to dial)
time
CONTINUED EDUCATION:
"Telephone Mastery" by Scott Love,
"Attraction Based Recruiting" by Greg
Doersching, NLE Library
"Power Planning" by Jordan Rayboy,
"Recruiter ADD" by Jeff Kaye, Module 2
Foundation, NLE Library
Identify and read motivational book (great
list in Brett Blair Big Biller Episode) or
engage in life coaching program
Facilitation Guides by Mark Berger, Module
11 Foundation, NLE Library
"Market Mastery" by Jeff Kaye, Module 1
Foundation, NLE Library
"Power Planning" by Jordan Rayboy,
"Recruiter ADD" by Jeff Kaye, Module 2
Foundation, NLE Library
Too long of conversations with too few
Schedule CDS calls after hours
Module 12 Foundation
candidates
Lacking passion/connection to
Schedule conference call with hiring manager,
Module 6 and 9 Foundation, NLE Library
client/search
secure additional information/sizzle
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DIAGNOSIS AND PRESCRIPTION
Coaching and Accountability for Course Correction
1.
2.
Be one step ahead with career path
Be willing to do whatever you ask
someone else to do
3. High expectations but very transparent
(make it about them not you)
4. Ask yourself what you are doing to
model the behaviors that you want
5. Help people get what they want
6. Be appreciative and grateful
7. Be empathetic
8. Team unity and fun
9. Receive feedback without negative
ramifications
10. Be willing to experience a short-term
imbalance in service of getting back on
track by getting in the trenches equally
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EXERCISE
Each person to share 1 specific best practice in each of the listed areas (rotate by topic):
Solo
•
•
•
•
•
How do you stay motivated?
What are your time management or efficiency best practices?
What do you outsource (admin, research, social media), to whom, and what are your tips
for effectiveness with that outsourcing?
What KPI numbers do you track, why, and what do you learn from them?
What additional professional development activities do you engage in (networking
groups, professional coaching, books read, seminars attended, etc)?
Rainmaker
•
•
•
•
Hiring
Training
Performance Management/Coaching
Team Culture
Multiple Rainmaker
•
All areas above, plus MarCom and Operations
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CONTACT
Jeff Kaye
President & CEO
jeff@nextlevelexchange.com
www.nextlevelexchange.com
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