Archive for Executive search

Being a Fisherman Revisited

Posted in Recruiting Employees, Talent with tags , , , , , , , , , , , , , , , , , , , , , , , on June 25, 2008 by ronmasoncoaching
In an earlier blog post I suggested a shift from one to one recruiting to a model where one can now reach hundred’s, if not thousands through web a 2.0 model.  For several years executive recruiters have been exposed to the virtues of blogging and social networking.  Teachers of the new paradigm, when queried, have admitted that they have yet to make a placement leveraging web 2.0 strategies.  Why?

 

Interestingly, executive recruiters as a collective are action focused.  Seldom do we take time to step back and think strategically about working ‘on’ our business.  Now, bombarded with messaging regarding the efficacy of a comprehensive internet marketing strategy, we are paralyzed with inaction.  The conundrum originates from being exposed simply to ideas vs. a comprehensive strategy.  The idea is the blog or a social networking site; the strategy is, how we powerfully incorporate all components of social networking into a consistent and executable strategy that generates branding, credibility and expert level imaging.

 

Clearly, there is significant benefit in executing a long term internet marketing campaign.  Compellingly, leveraging social networking sites, a recruiter can begin to brand themselves as an expert in the minds of very young viewers.  Typically, by the time a FaceBook patron accepts their first job, they have already begun to view FaceBook as either ‘high school’ or ‘college,’ which means if we have an opportunity to indoctrinate young talent.

 

Tune in tomorrow as I share one profitable strategy to build your own web 2.0 campaign and begin to install powerful recruiting strategies.

 

www.ronmasoncoaching.com

www.episearch.com

 

 

 

Advertisements

Creating Abundance through Referral Strategies

Posted in Recruiting Employees with tags , , , , , , , , , on June 24, 2008 by ronmasoncoaching

 

Creating Abundance through Referral Strategies

 

“Call Jim, he is looking, he has the relationships in place where your client needs them, and he has had high income years selling which means I strongly recommend him, but please don’t tell him where you got his name.” 

 

When you encounter this dialogue what is your next move?  Many people I talk to and work with will simply be grateful and feel as if they have had a significant victory only to call their referred lead and find a cold reception.  Are there more effective methods to referral based placement strategies?  Corporate HR is highly skilled and becoming more sophisticated in talent sourcing and job boards such as Monster are creating vast databases which Recruiters must compete against, right?

 

Recruiting strategies to create warm leads are critical to your success.  Requesting your referral source to sponsor your lead is a simple technique that when executed properly can be an easy aide to boosting your billings.

 

Sponsoring a referral is short process.  Exchanging pleasantries and introducing humor to your dialogue breaks the ice, reassuring your contact that you are committed to providing great; pressure free service is the first step.

 

Asking your contact for help is our next move and it simply sharing your mission, your business expansion or your search, and at the same time inquiring if your contact would feel comfortable referring anyone to you.

 

Next we want to inquire three times for names.  When a name is mentioned we simply express our gratitude and mention in conversational context that it is beneficial for all involved for your contact to call their referral and simply explain the relationship which led to a referral.  Having your contact call their referral is where the power lies.  You, as the recruiter, now have influence to suggest a dialog.  So use this leverage to stack your deck and watch your fulfillment grow.

 

Ron Mason

www.ronmasoncoaching.com

http://www.episearch.com

 

Being a Fisherman

Posted in Recruiting Employees, Talent with tags , , , , , , , , , , , , , , , , , , on June 24, 2008 by ronmasoncoaching

Being a Fisherman; Executing Contract Models While Working a Permanent Placement Desk

 

From time to time I have had the opportunity to teach my client the power of ‘fishing’ vs. the one time benefit of handing them ‘fish.’  The power and extensibility of creating a repeatable process has many benefits which include having ownership of a passive pool of candidates, creating a branding strategy to build credibility in high potential candidate eyes and the maximum benefit of identifying true ‘A’ players.  Contrasted with hiring one talented employee per requisition, and the benefits become glaring.

 

Typically the request arrives benignly.  An old candidate or client will call, they have an urgent need to hire six to eight unique engineers to fill key roles with a government client or private sector client, and I being a professional, begins to walk through my S.P.I.N. questions to truly understand the situation, problems, implications and need-payoffs.  By stripping away the layers, I begin to understand their true situation and with that, I now can clearly develop powerful recruiting strategies to provide a cutting edge consulting recruiting solution that will provide massive ROI.

 

The challenge the client has is significant.  How can they have available talent to plug into multiple openings without increasing their staff size?  If they do not have access to talent they cannot scale their business, and if they hire prior to their need being critical, they risk having to needlessly invest resources without return.  Essentially their newly hired engineer will be on the bench and not billing.

 

The solution is simple.  Begin to view the recruiting function as a lead generation function.  Initially I must educate my client on the benefit of creating an internal recruiting strategy that includes subscriptions to Monster, DICE, Career Builder and other such resources.  Once subscribed, simply tighten the search requirements and have a boot handle the day to day sourcing. 

 

Second, I find enviable results derived from a competent branding strategy.  Branding strategy in recruiting employees is often overlooked but quite effective.  There are two avenues that are critical in recruiting employees. 

 

The first is traditional.  Simply begin to email market and post card market your company to a very select set of talented employees.  Learn their worthiness first before investing by minimally having a conversation with your target.  The key is to execute consistently. 

 

The second technique is web 2.0 which is more complex, a bit more time consuming, but once in motion becomes overwhelmingly effective.  Focus your effort in four core areas; Article submission, social networking, blogs and your website.  The key is duplication.  Have multiple article submission sites, multiple social networking sites and several blogs.  The mission in Web 2.0 is generate content, so simply have each stakeholder create an article per week and one blog entry per week, and easily you will generate meaty content.  On your web site keep your job postings active.  Consider a free offer to drive traffic to your site. Once traffic arrives and it will, it is imperative to incorporate a name and email capture space for your email marketing effort.  Once a candidate enters their name and email for their free gift, their contact details have been captured and this creates an ability to cheaply and effectively market your future openings, earnings, new clients and other compelling company information which establishes branding.

 

In parallel, it becomes essential to understand what to say, when to say it and how to enter into dialogues with desirable candidates to quickly build leverage able relationships, which inevitably lead to validated referrals.  The marketing effort alone is not sufficient.  Building relationships will drive results, which means it is critical your recruiter, either external or internal,  has professional grade skills. 

 

Sponsor or Recruit II

Posted in Direct Sales, Recruiting Employees, Talent with tags , , , , , , , , , , , , , on June 19, 2008 by ronmasoncoaching

Last week we had a discussion about how to build relationship quickly.  A relationship that is strong enough to build trust and create an opening for generating referrals to assist you in rapidly building your business. 

 

The question of course becomes what do we say once we have the opening available and what is the process within to have the conversation.  First we want to keep it very simple and conversational by focusing on your last conversation with your contact.  Keep the conversation light by using humor to your advantage.

 

Second, reassure your past contact that you will treat the referral even better than the referrer.  Assure your contact you will keep them in the loop at all times through clean communication and that they will never be embarrassed or regretful for providing the introduction.

 

Third, ask them if they would feel comfortable referring a person to you.

 

Fourth, ask three times for a referral.  After each request wait in silence for their response prior to asking for another referral.  Direct your contact’s focus to specific areas of their life such as at work, in the neighborhood, past colleagues and even church friendships.

 

Last, express your gratitude for their assistance and let them know you will be there for them in the future should they wish to connect with you.  Always keep in mind your mindset.  People can see your intention and will feel compelled to help you when you ask from a place of contribution vs. a place of monetization.

 

Time To Think!

Posted in Recruiting Employees with tags , , , , , , , , , , , , on June 15, 2008 by ronmasoncoaching

   

 

How often do you step back to think about your executive recruiting business?  When was the last time you dissected your recruiting process and the supporting systems that are the engine of your business?

 

My initial executive recruiting training was laser focused on MPC’s and POE/JO’s.  Many of you recognize the acronym.  MPC = Most Placeable Candidate and POE/JO mean Presentation on Existing Job Order.  I learned the business from Management Recruiters, International.  MRI offers the best training hands down.  They are at their core an education based Recruiting Organization and with that their education is outstanding. 

 

Fast forward twelve years and I have now been managing my search firm for a decade.  Technology has evolved to become a powerful marketing tool under utilized by most of us.  My original MRI training simply can’t scale to the level I need it.  I need leverage and I’m sure you have considered leverage as well.  An internet marketing strategy may be your answer.

 

Associations and seminars inform us of its utility by sharing a single thread of the much larger internet marketing fabric.  In cutting edge consulting recruiting, it’s clearly not enough to have a blog up and running, right?  We need FaceBook, Twitter, MySpace, YouTube and Plaxo.  We need Squeeze Pages, Constant Contact and Opt-In’s.  We need an integrated platform.  Effectively integrated into a coherent strategy the internet marketing medium is truly powerful.  How much time have you had to think internet marketing?  What’s your strategy?  Are you executing your own today?  I’d like to hear from you to learn what you are up to.  Email me at ron@ronmasoncoaching.com

No Limit Talent vs. Dead End Talent -Executive Recruiting Tips

Posted in Recruiting Employees, Talent with tags , , , , , , , , , , , , , , , , , , , on June 14, 2008 by ronmasoncoaching

In cutting edge consulting recruiting we executive recruiters like to distinguish talent types.  Certain talent can exceed in the role they were specifically hired to fill and continually learn, expand and grow within your organization.  We call this talent type, no limit talent.  Another talent type will fill their specific role and often times excel with their role, but are simply capped out at the height of their ability.  We call this talent type, dead end talent. 

When considering a new hire it is critical to plan ahead twenty four months with your new hire’s career growth in mind.  If your new hire will by necessity need to move into a leadership role or diagonally move within the organization it is best to distinguish the caliber of talent in front you.  After your behavioral interview process, reference due diligence and assessment via DISC or Value Profile, are you confident your new hire has the capacity to grow? 

Has your new hire excelled in multiple stages in their development.  For instance was the person a leader in High School either academically, culturally or athletically.  Can you point to the same level or similar level of achievement in their undergraduate work?  Military?  Professionally?

If the answers to these questions are yes, then there is a high probability that your new hire is No Limit Talent.  On the other hand, you may have a qualified candidate who lacks the repeatability of success in a multitude of environments, with this knowledge you now recognize there is a strong argument that you are interviewing Dead End Talent.  Certainly, there are roles within your organization where No Limit Talent may not be needed.  By all means it is prudent to make those hires.  However, armed with the new distinction you will reduce turnover and lower your human capital costs.

The value of the distinction is powerful.  When recruiting employees the highest cost is incurred in the acculturation process which typically lasts six to nine months.  Inevitably it takes time for one to learn new systems, to identify knowledge silos and to understand the political climate of their new organization.  With increased focus on knowledge acquisition, new hire’s undoubtedly lack production capability and adds to your costs. 

Lowering the cost per hire and raising your human capital ROI is directly tied to your identification of talent types by selecting the appropriate talent types.  No Limit talent will incur a one time investment to cover your cost of acculturation.  Repeatedly hiring dead end talent, incurs fixed costs that cannot be recouped.