Seven Signs Your New Job Order is Not Qualified
Finally! You hang up the phone and look at your notes. You’ve been working for (what feels like) forever to get into this account, to get this manager to work with you and now you’ve got a job order. All that’s left to do is to get it in the system and get it in front of the recruiters.
But wait, after all this work are you certain that this job order is ready to put in front of your delivery team? Will
it best represent the needs of your IT hiring manager (and your reputation!)?
Nothing will derail a salesperson’s efforts faster than losing the faith of the recruiting team. Are you even certain that this is a real job order?
Here is a quick guide to make sure that your new job order has the commitments from your client to ensure a positive outcome and win the minds of your delivery team. Here are seven signs your new job order is not qualified
1. IT Hiring Manager Contact
Only the IT hiring manager has an emotional investment and feels a sense of urgency to get results. Second-hand information makes it impossible for you to IMPACT the decision maker and quality is compromised by inaccurate and/or outdated information. Providing a quality service and your ability to close depend on direct and two- way communication with the hiring manager.
2. Take and Return Your Phone Calls
Only contact by phone allows you to maintain urgency and influence the pace of the pace and outcome the sales process. You can’t effectively influence and impact via email. We need to use our SALES SKILLS, which can only happen when we talk to the client directly. Email is an important tool but now is NOT the time for it.
3. Interview Our People
If they don’t interview, they can’t hire. Not “read resumes”: Interview. You pre-screen and they interview. The goal is to build relationships that result in you becoming their “staffing partner” rather than their “resume sourcer” or “buzzword matcher”—this will take multiple conversations (see above). You may have to prove your competence in pre-screening. Once you have proved yourself, ask again for blocked interview times, a working interview or an EIO (Employer In Office).
4. Feedback After Interviews
If you don’t prepare hiring managers in advance to give you candidate interview feedback, you just won’t get it. If they like your candidate they will call and say “what’s the bill rate?” if not, you will never hear from them again. “The client liked his skills but he wasn’t a personality fit,” is not feedback. We don’t know what it means or how to USE it. Feedback is information that we not only get---WE USE. The leverage we use to motivate a decision or to take the ACTION of getting another candidate comes from useful, specific, detailed feedback.
5. Start Date
You can only “work the hot stuff first” if you are able to accurately identify what is really hot as opposed to what seems hot. You owe your colleagues and yourself the opportunity to make a placement that can ONLY come from diligently asking probing questions to ascertain how high a priority this job REALLY is, and part of that is knowing what the start date is (HINT: If the start date is flexible, if the client can wait a long time to bring a consultant in, if the client wants to screen many candidates before making a decision then this is probably NOT a priority for the client!).
“ASAP” or “yesterday” are not a start date. That’s like answering the question “What time do you start work?” with “morning”. There is a big difference between having an “8:15 a.m.” deadline to get to work and arriving in the “morning”. You need a specific, agreed upon, target start date that acts as a goal or a deadline. You want to consider asking the customer what their drop dead project delivery date is. This tells you why they need the consultant to start on such and such date.
You can’t hide from the bill rate (or the placement fees); you need to address them before working on the job order. We will tell the client what the bill rate is, but we want to find out if they have a specific budget that would require us to rule out the most expensive (and highest skilled) applicants. A commitment to pricing means actual numbers---not “I’ll pay market price”. Of course they will--but their idea of what market price means may be off. Talk concrete numbers. If you can’t say with authority “the client can pay <this amount> but will not go higher than <this amount>”, you don’t have a commitment to pricing. And whatever that number or range is, make sure it's approved and funded. The rate they're comfortable paying does NOT imply it's approved and funded.
Don’t forget, it is a company budget—not their personal cash. Managers spend every cent allotted to them. They can’t “save” or “invest” it or apply it to next year’s budget. If they don’t use it all, the company cuts the managers budget next year. That doesn’t mean the manager will make a “bad deal” but if you do your job of selling and showing the company the value, they’ll pay for it.
7. Timely Process
The entire process from identifying a viable candidate to the actual start of the assignment should flow smoothly in an organized and reasonable time frame. You do not want to work hard only to have the best applicant accept another offer because the client’s process is too long and drawn out. Remember: Time kills ALL deals!
In every conversation, get a commitment to moving to the next step. In some cases, the next step will be: “this applicant is out”. That is preferable to “keep him warm” or “maybe” or a stalling of the process. We are hoping for a “yes” decision, but what we NEED is A decision--yes or no. A “no” decision just means that you clear the way for a “yes” decision on another candidate.
If you have all 7 of these commitments from your client then you have a committed job order. You have something that you can confidently present to the recruiting team and, coupled with a strong job description garnered through skillful questioning that enables you to create a powerful sales story, something the recruiting team has a strong likelihood of filling. If you lack any of these commitments then evaluate, with the guidance of your management team, how to proceed with (and prioritize) this order. If you have any questions, or would like more information on this topic, don’t hesitate to reach out to Dan or I and we’d be happy to cover these bullets in far more detail.
About Gerry Gadoury
Gerry is a fifteen year veteran of sales, sales management, and sales operations within the IT staffing and professional services industries. Gerry has designed and delivered IT sales training curriculum for multiple IT staffing firms and has experience working in all operational facets of the IT staffing and professional services industry including “hands-on” experience in sales, technical recruiting and branch management. Gerry brings invaluable experience in developing, delivering and reinforcing training programs and change management initiatives. Prior to Menemsha Group Gerry worked for Softworld Inc, Kelly IT Resources, GenTech, and the United States Marine Corps.