Recruiting - A Balancing Act
As recruiters, we're constantly trying to balance the needs of our employer clients with that of our candidate clients. Often the needs of each individual employer and client can be unique. However, most recruiters learn to create categories that cover a majority these needs and discuss each category whenever they discuss an opportunity with either client. Based on answers to opening questions in each category, a recruiter can dig deeper as needed.
Some Categories Covered with Employers:
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Project scope
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Job requirements
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The selling points of the job
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Corporate culture / Team dynamics
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Bill rate / Budget
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Geography
Some Categories Covered with Candidates:
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Employment History
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Strengths and Weaknesses (Skills)
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Personality / Motivators / Career goals
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Geography (Commuting distance and willingness to travel)
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Level of interest
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Compensation (Past, current and desired)
When done well, the conversation should generate a few key results.
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Both parties feel the conversation was productive and agree that there is, or is not, a good match between the candidate and the job.
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The candidate sells themselves, or someone they know, as the best candidate for the opportunity.
Tempting as it may be, never try to convince a candidate that this is the best opportunity for them. It's really the candidates job to make the argument in favor of pursuing the position. The recruiters job is to present the opportunity as accurately as possible to the candidate. If you try to "convince" a candidate they match a job you risk two major issues.
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The candidate gets the interview or job and falls out when the job turns out to be something other then they expected.
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You risk giving up control to the candidate.
This second point is one I hope to explore in future postings. I'm working on a process or workflow document that will demonstrate the shifts in "power/control" between recruiters and candidates throughout the recruiting life-cycle. I hope it will serve as an example of why honesty between all parties is the best policy. I expect to end up with a best practice process for recruiting top candidates.
Any suggestions would be welcome...
Scott Kahle
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