Last week I blogged on the importance of “job order triage”. Great recruiters ruthlessly prioritise the briefs they work on, and put most effort into the highly fillable few.
Well, what about the candidates to invest time in?
Some recruiters take the view that as there is a talent shortage, every candidate needs equal help and focus.
Afraid not. Big mistake.
You need to discriminate when it comes to talent selection. Obviously not on the basis on creed, colour, ethnicity, or any other irrelevant, illegal or immoral prejudice.
No, you need to discriminate on the basis of the answer to one golden question.
Is this candidate placeable?
And a placeable candidate is one about whom you can answer YES to these two questions.
- If put in front of the right clients, will this candidate likely be offered a job?
- If offered a job on reasonable market terms, is this candidate likely to accept it?
There it is – the definition of a placeable candidate. Obvious huh?
Well not so obvious if you see the bumbling efforts of most recruiters when it comes to deciding who they spend their precious time on.
Common errors include working on the candidate with the most marketable skills (cool but what good is that if his salary expectations are 25% above market?). Or working on a candidate who deep down has no real intention of leaving where they are, but in fact have had a bad week and are just flirting with leaving. After you have done all the work to find them a job, their current employer will easily woo them back with money, or emotional blackmail, or both.
But a great recruiter knows all this before they ever start trying to find someone a job.
Placeable candidates. The ones you should discriminate towards when it comes to effort, typically have all or most of these characteristics:
- They have skills and experience currently in demand.
- Their salary expectations are reasonable and they present as an affordable option to a potential employer.
- They have legitimate and tested reasons for leaving where they are now. You have dug down and unearthed their true motivators to leave and you believe you can find them these things in a new role.
- You have pre-empted the possibility of a counter offer from their current employer.
- They interview well. Likeable, personable, communicative.
- The candidate buys into your “rules of engagement” where you explain how you and he will work together, and during the process they deliver on that commitment. (For example returning your calls, attending all interviews etc.
- The candidate agrees to allow you to exclusively handle their job search.
Remember this: Finding someone a job is only half the battle. Getting them to accept it is the other half.
So “discriminate” to your heart’s content. Work hard on candidates who will get a job offer if put in front of a client and will accept it once it comes.
- Posted by Greg Savage
- On July 6, 2011
- 14 Comments