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Welcome to issue 368 of the ukrecruiter newsletter. Looking for recruitment consultants, managers or directors, HR recruitment professionals or online recruitment professionals? Look no further; UKRecruiterJobs | 
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CONTENTS
Visit http://www.ukrecruiterjobs.co.uk for the latest recruitment industry jobs. |
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Juicy Tips Tip #2: Learn to love new business Constant and consistent new business generation is essential to the success of any recruiter. Focus on the benefits you receive rather that the pain/discomfort of doing it. Visualise the last successful call you made before making a fresh call. Re-live how you felt, the words you heard and picture the pleased reactions of your client, your manager and your colleagues. Click
here to play this clip. We are interspersing this series with the regular "My Favourites" piece. So why not submit your 3 favourite web sites. See the guidelines at http://www.ukrecruiter.co.uk/articles.htm |
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Article One: The Power of Interview Preparation by Bill Radin You’d be surprised how much money we lose by arranging interviews for candidates who are ill-prepared, poorly dressed, and lacking in the basic interviewing skills required to compete in a tight employment market. In our daily activities on a desk, we’re so busy marketing our service and digging for new referrals that we sometimes forget that it’s the successful interview that ultimately pays the rent. All too often, candidate preparation gets put on the back burner. I’ve found that I can increase my sendout-to-placement ratio by making certain my candidates are well prepared prior to their interviews. To do so means taking the necessary time to help them understand the fundamentals of a successful interview. In addition, I ask my candidates to read two of the Career Development Reports I’ve written, entitled “Seven Keys to Interview Preparation” and “How to Master the Art of Interviewing.” These 2,000-word essays reinforce the messages I’ve communicated with them verbally, and at the same time enhance my credibility and professional image, since people generally respect the authority of the printed word. Here are a few excerpts from the Reports, as told to the candidate: Fundamentals of a Successful Interview To a large degree, the success of your interview will depend on your ability to discover needs and empathize with the interviewer. You can do this by asking questions that verify your understanding of what the interviewer has just told you, without editorializing, or expressing an opinion. By establishing empathy in this manner, you’ll be in a better position to freely exchange ideas, and demonstrate your suitability for the job. In addition to establishing empathy, there are four intangible fundamentals to a successful interview. These intangibles will influence the way your personality is perceived, and will affect the degree of rapport, or personal chemistry you’ll share with the employer. 1. Enthusiasm. Leave no doubt as to your level of interest in the job. You may think it’s unnecessary to do this, but employers often choose the more enthusiastic candidate in the case of a two-way tie. Besides, it’s best to keep your options open -- wouldn’t you rather be in a position to turn down an offer, than have a prospective job evaporate from your grasp by giving a lethargic interview? 2. Technical interest. Employers look for people who love what they do; people who get excited by the prospect of tearing into the nitty-gritty of the job. 3. Confidence. No one likes a braggart, but the candidate who’s sure of his or her abilities will almost certainly be more favorably received. 4. Intensity. The last thing you want to do is come across as “flat” in your interview. There’s nothing inherently wrong with being a laid-back person; but sleepwalkers rarely get hired. Both for your sake and the employer’s, try not to leave an interview without exchanging fundamental information. The more you know about each other, the more potential you’ll have for establishing rapport, and making an informed decision. The Short and Long of It There are two ways to answer interview questions: the short version and the long version. When a question is open-ended, I always suggest to candidates that they say, “Let me give you the short version. If we need to explore some aspect of my answer more fully, I’d be happy to go into greater depth, and give you the long version.” The reason you should respond this way is because it’s often difficult to know what type of answer each question will need. A question like, “What was your most difficult assignment?” might take anywhere from thirty seconds to thirty minutes to answer, depending on the detail you choose to give. Therefore, you must always remember that the interviewer is the one who asked the question. So you should tailor your answer to what he or she needs to know, without a lot of extraneous rambling or superfluous explanation. Why waste time and create a negative impression by giving a sermon when a short prayer would do just fine? Bill Radin is a top-producing recruiter whose innovative books, tapes, CDs and training seminars have helped thousands of recruiting professionals and search consultants achieve peak performance and career satisfaction. Please visit Bill online at www.billradin.com. |
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Article Two: Beyond Stand Up Training? Top Tips for Developing Your Recruiters At a time when we’re hearing that the market is shaky and things are getting tough for recruiters, we know we have to stand out from the crowd amidst fierce competition. So, what do we do to help develop more business, retain the clients we’ve got and make sure candidates come back to us? What is ‘the difference that makes the difference?’ It can only be our people. It’s more important than ever to find and retain excellent recruiters. The days of simply giving them a phone book on the first day and telling them to ‘Go get new business!’ just doesn’t cut it any more. New staff expect some form of induction, initial training, ongoing support and career development – and why not? Isn’t that we have all come to expect? The first stage of recruiter development was to provide off-the-shelf courses on areas such as interviewing techniques or ‘sales’ and delivered by a trainer via a traditional presentation. These courses still have their place and can be an excellent introduction for new starters but they don’t allow for the different skill sets and needs of experienced recruiters, nor do they ensure information is reinforced or embedded across the team. Attendees of a one day training session might leave excited and with new ideas but how often do managers know what’s been covered or take steps to see that the training is followed through to implementation? In order to find the ‘difference that makes the difference’ employers should be investing in bespoke and personal training plans for their staff rather than potentially wasting their training budget on blanket training sessions. Interactive workshops, one-to-one coaching and peer learning can all be utilised to enhance your teams skills. Consider completing a needs analysis for each recruiter to find out exactly the support they need and then ensure the training you opt for meets those needs. Each recruiter can then receive a personalised development plan and clear career progression options; you will get a more skilled, motivated and valued team member. Bespoke training doesn’t need to cost more than traditional training courses. If your training provider is worth their salt they will help to develop in-house systems for ongoing development rather than simply delivering and dashing. This means that rather than paying repeatedly for courses which don’t get to the heart of your training needs you get a tailor made plan and processes to root the knowledge in your organisation. Top Tips for Developing Your Recruiters 1. You don’t know what you don’t know Like everything, when it comes to training, we don’t know what we don’t know. Evaluate your teams training needs and create a personal development plan for each member. Find out where their strong points are and which skill gaps need filling. 2. Use what you’ve got If you have got an excellent ‘closer’, why pay an external trainer to come in and teach the rest of the team? Develop all your staff into mentors and trainers and get them to share the knowledge. 3. Tailor the training Each person learns and works differently. Make sure the training and development your team receives suits them best. For some people this might involve traditional ‘stand-up training’ but people might respond better to one-to-one coaching, peer learning or interactive role-play style workshops. Find out what is best for your team before investing in something that might just go in one ear and out the other. 4. Reinforce the Message There is not much point sending your staff on an expensive training session for them to come away excited and enthused, only to forget half of it the next day. Make sure you know what will be covered in the training, take time to find out what each staff member has got individually from it and then spend time with them over the coming days and weeks to make sure they are utilising their new skills. One-to-one coaching can be great for this – as can post-training refresher sessions and evaluation. 5. Crystal Clear Commitment Make sure that your staff know you are committed to developing them and what rewards are on offer for them in addition to personal development. Do you have a clear and attainable commission structure, a retention strategy, and clear routes for potential promotion? Make sure these are communicated. 6. If it ain’t broke… Don’t try and introduce new methods of working, reward schemes or change initiatives where they are not needed. Concentrate on the things your company does well and build on these. It might sound a little flimflam but every member of staff wants to be part of a successful team, not one constantly changing to fit in with new industry fads. So to summarize, to get the best out of your training budget; What’s out? Off-the-shelf, stand-up training with no follow-up What’s in? Investment in bespoke, personal training plans and on-going development. In uncertain times it is even more important to make sure your recruiters are the most skilled, best trained and are highly motivated. Your people, and the way they perform, are the only thing that sets you apart from your competition.
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Online Recruitment Update (This section is sponsored by http://www.1Job.co.uk; "the leading UK job search engine") UKRecruiterJobs:
Traditional, On-line and Corporate HR Recruitment Job Board Hitwise top 10 Recruitment
Sites, week ending 9th August 2008 Louise's UK Recruiter blog Discussion Board Summary Press Release: Launche of ICAEWjobs.com This section is sponsored by http://www.1Job.co.uk; "the leading UK job search engine" |
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Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk
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