Sales best practices for improving sales win rates, shortening the sales cycle and increasing overall quota attainment. Sales strategies to make revenue growth repeatable, and scalable
In my prior blog post, How to Read, Understand a Client Job Description, I discussed the importance of recruiters possessing a natural sense of curiosity. Having a natural sense of curiosity means having an active mind. You’re not satisfied until you learn all you can about your subject matter and have the supporting data to start doubling down on what works (and in our case, what matters most to the candidate and hiring manager). As children, we’re naturally curious because it is how we learn. But as we grow up we start to loose that sense of curiosity.
Do you recall the old marketing slogan from General Electric, “We bring good things to life.” This slogan was heard at the end of all of their commercials throughout the 80’s, 90’s and even into the early 2000’s. What most people don’t know however is that the engineering team at GE had their own internal slogan, “to build a better product, you need to write a better product spec.”
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For many recruiting professionals, conducting candidate reference checks is a thing of the past. Many find it to either be too difficult or too time consuming or both. Not only that, most recruiters will tell you that conducting candidate reference checks is a waste of time. They will go on to tell you that they are a waste of time because most employers are secretive and protective of the information they are willing to share regarding their former employees. Don't get me wrong, that is a legitimate issue and challenge that must be overcome. But I'm hear to tell you that these challenges can easily be overcome. In fact, reference checks are only a waste of time for those who ask weak questions or call the wrong people (when conducting the candidate reference).
I know, as you read this blog topic you probably thought to yourself, "really, who in the heck does candidate reference checks these days?" Yes, sadly, many recruiting professionals have stopped conducting references checks altogether. They rationalize this decision by claiming that references no longer offer any information of value. They go on to complain that organizations today will only validate a candidate's dates of employment and offer no other insight regarding the candidate's work performance or quality of work. Recruiters will also tell you that they when they ask their candidates for their references they get stuck with candidate objections like:
Do any of these statements typify the current state of your recruiting organization?
Generating quality sales leads on a consistent basis is critical to the success of any recruiter and is a key component to becoming a top performing IT Recruiter. In this blog post I’m going to share with you three tactics for recruiters to generate sales leads. I'm also going to outline the different types of sales leads recruiters can generate, the role and responsibility of the recruiter in generating sales leads and sales lead generation strategies to adopt.
Before we can start to discuss the specifics of candidate rate negotiation, six rules for recruiters to live by, I think it is important that recruiters first understand exactly what is within their control and what is outside of their control. There are a number of things across the entire IT recruitment process that are outside of our control, but there are also several things in which recruiters can exert 100% control over including: What candidates we submit What we offer and are willing to pay our candidates Whether or not we establish a fair pay rate or salary history How we position our opportunity with our candidate The questions we ask our candidates It’s important that recruiters focus their time and energy on the things they can control rather than worry about and complain about the things they can’t control.
Preparing candidates for the client interview, the recruitment life cycle stage we're all striving to get to with all of of our candidates. The key to a successful client-candidate interview including a recruiter's interview to offer ratio is directly linked to to how effectively the recruiter prepares his or her candidate for the client interview. Unfortunately, far too many recruiters think that telling their candidate what to say and do in the interview is how you conduct a candidate interview prep. Even more recruiters believe, and have been taught that simply telling a candidate where and what time the interview is, who it is with, or and what to wear is considered "candidate interview preparation."
Previously I discussed the keys to effectively screening and qualifying a candidate’s current situation, their technical skills and experience and how to qualify and establish pay rate/salary history. I also shared best practices for screening and qualifying your candidate’s compelling event and motivators for leaving their current situation/employer and accepting a new opportunity. In this blog I’m going to share with you why recruiters must understand their candidate’s decision making process including how they will arrive at a final decision.
IT recruiters interested in improving their recruiting effectiveness including client job offer offer to candidate acceptance ratios-particularly with passive candidates, will want to make sure that they know how qualify the candidate's compelling event. Executing the entire IT recruitment process is the lifeblood for any recruiter. Perhaps the most important aspect of screening and qualifying candidates is qualifying your candidate's compelling event and motivators.