Are You Adding Value?

There are many recruiters who have very impressive resumes. They've managed to fill tons of positions and navigate the mines to zero in on top talent. But how many of them are really that good? How many of them are really well rounded recruiters who bring value?

Today's recruiter has to be about more than just finding people and filling jobs. The value comes in when a recruiter can effectively fulfill his or her purpose and nurture relationships along the way. A common complaint amongst hiring managers is that recruiters don't listen to them. I agree. There has long since been a rift between managers and recruiters over how a search is conducted. You have managers who feel that their requirements are too complex for a mere recruiter to understand. They feel that recruiters are not equipped to speak their language or find the perfect talent to build a pipeline. On the flip side, you have know it all recruiters who feel "this is my job and I know how to recruit". They also feel that managers are just intent on telling people what to do and don't understand the intricacies of recruiting, therefore it makes no sense to get to know them. Now dare I say these scenarios are not the norm. But I've heard them with my own ears and have seen them with my own eyes.

So how do we sail past this nonsensical drama to create an ideal working environment and partnered relationship? Well the first thing is to determine what you want out of your job. Whether you are a full time employee or a contractor, you still need to treat the job and everyone you come in contact with the utmost respect and dedication. Before you even begin working on a req you must sit down with the manager and if possible his or her team and establish a relationship. Fill them in on your style and methods and encourage open communication. Make them part of the process and try to meet with them weekly for an update. Some recruiters tend to meet once then never connect with managers again. The last thing managers want is to feel that their reqs have ended up in the Bermuda Triangle or worse, that their recruiter is ignoring them. I've been known to go deep under cover while I'm hunting for talent. But I try to maintain scheduled contact with my managers. If you are running into problems, go to them for advice. Yes, you are the ones working on the search, but it is quite possible that they can provide some valuable insight. No matter how busy or difficult they are, by keeping them in the loop you show that you value the relationship as a partnership.

I know we all hate extra work. If you don't have some type of formal process for reporting, establish one. I like to provide managers with a bi-weekly status report. It's a simple Excel sheet that I put together to let them know how I am progressing. You can include everything including number of candidate sourced, status of interviews, who has ownership of certain tasks (this keeps managers accountable too), rejections, etc. Once you've created a template, it should be as simple as updating each week or bi-weekly. Make sure to send copies to all team members who matter. Even if you meet via phone, have the status report available during the meeting. It helps to keep you focused.

Take the initiative to come up with ideas to promote the brand and draw candidate attention. Who says that just because your job is filling jobs, doesn't mean you can deviate from the norms and try your own ideas. Just make sure you prepare a business case for your ideas and get clearance from your managers and/or HR. Don't wait until someone suggests ideas to you. Be innovative and bold. No matter how mundane or out there, bring it to the table. Remember, there is a war for talent. You need to be one step ahead of the competition at all times.

Volunteer to take on reqs outside of your scope. Don't be afraid to ask for the tough ones. If you are an up and coming recruiter, this is your time to get some valuable training and brownie points. This is your opportunity to show what you're made of. So what you've only done sales recruiting. What law is written where you can only focus on one type of position. I always hated when people (tried to) pigeon hole me into a skill set. Here's the disclaimer to that though. Make sure you take the time to observe the department and speak with managers and team members to get an understanding of the position, how it relates to the department and company and the typical daily routine of the person in that position. Soak it all in and couple that with research (you do have internet access) to give you the advantage. And when in doubt ASK FOR HELP.

Finally, you can add value by continuing your education. You can take classes, find a coach or trainer to work with you, read the various publications and websites that present recruiting topics, get certifications, or simply find a mentor. By continuing your education (formal or informal), you show that you are truly dedicated to becoming the best recruiter possible. If you choose to find a mentor, make sure it's someone with a proven track record for making things happen. You don't want someone who just fills jobs and closes reqs. You want someone who is innovative, creative, fearless and not afraid of risk. You want someone who can successfully marry old school traditional techniques with the new. And you want someone who is not focused on one vertical, but has had exposure to multiple disciplines as well as corporate and agency exposure.

Recruiting is not a game. It is an art that can be mastered. But you need to be willing to move beyond conventional labels and thinking to be successful. There's a whole new landscape out there, especially with this current market. It is in your best interest to make yourself as valuable and indispensable as possible. As companies tighten and budgets are slashed, true gems will rise to the top while pretenders fall out of favor. Which one will you be?

Til next time.

Adrienne Graham

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