cy applies to employee family members as well. Have a nice day.
(Just a little humor about the façade of an “open door” with certain employers)
Corporate Recruiting has the task of opening the front-door just enough for qualified applicants to enter through for employment consideration. The company ATS operates in the same way. Both front-door and ATS prefer qualified, and in some cases, working candidates only. In this sense Corporate Recruiting acts as a gatekeeper in resisting undesirables. Getting past the front-door positions all candidates to then go through a selection process designed to pick the best fitting, most affordable and available candidate who accepts a job offer. If the newly hired candidate can pass the background check and drug test their start date is set—and they come in the front open door.
Unfortunately, most employers also have a “back-door” that literally avoids the front-door as a way to gain entrance to an employer. It’s worth mentioning because, while it is never mentioned in a company brochure, it does exist. And it does give HR and Corporate Recruiting headaches because ‘back-door” hires circumvent the front-door and sometimes even the selection process. An effective HR and Recruitment Group partnership can usually sniff-out and shut-down back-door hires, but sometimes they’re simply over-ruled.
So, Kirby—Corporate Recruiting tries to focus on process, tracking systems (ATS) and quality results. To that end they open the front-door, as a courtesy to some, and as a hiring access point for others. And they do guard that open front door 24/7, 364 because there may be the occasion of an EEOC/OFCCP audit or legal challenge. Therefore, guarding that open front-door makes good business sense.
Oh, an now that one gets through the Open front-door...then there is the Glass Ceiling to contend with, but that's for another discussion.…
real root of the problem being discussed here is the total lack of barriers of entry to become a recruiter. In theory, anybody with a phone and a laptop can become a contingent recruiter. I don't have any numbers to back this assertion up, but I wouldn't be surprised if a good majority of "staffing professionals" out there operate without the faintest understanding of the life of a decision maker or any formal sales training.
Those without sales training or perspective will make common mistakes, such as leaving a VM that is either too long or too familiar. If a decision maker gets enough of those VMs/emails, the rest of us become noise. At best, a distraction from work. At worst, an absolute nuisance.
Good recruiters - the kind who understand full life cycle recruiting and operate ethically - are paying for the sins of the novices out there.…
Video resumes for the most part can not be entered into an ATS which is the way most companies require people to apply.
I won't use them because my clients won't and have in the few cases where i have forwarded one asked me not to do so in the future.
Paper resumes have not been taken over by video resumes and camcorders and digital cameras operated by your next door neighbor or your wife will produce a much less desireable presentation of you than a well written resume. If you don't believe that just record your own voice without video and play it back. It will make most people choke on how they sound, much less look on the video.…
esn't have to go to pay operating expenses. You live on ramen noodles like you did in college for three or four months until the first check comes in the door. That's when you can take a breath, but only one breath. There is no alternative but to make it work. The other alternative is to have enough cash to live on for 6 months to a year or a backer who doesn't expect a return for a year. You get it going enough that there are not even enough hours in the day or night to take care of the business, then you hire another recruiter who can make it for 3 or 4 months without starving to death. And the beat goes on. After five years with the banknote finally paid off you get to take the second breath, think you have it under control. Then there is a damn recession and you do it all over again.
Or go find a real job. :)…
the third recession he has lived through while operating his own Executive Search Firm. And unfortunately, this is by far the worst one. The worst. I guess that would qualify as change. A change in one's ability to predict income and guarantee a continuing supply of work - new search assignments.
When facing change in work, how do you manage it? Flexibility is a necessity. The ability to adapt to a new economic climate or the whims of a demanding client will determine whether success is even possible. And then how do we gauge success? Is it marked by six figures or the fact that the placard is still on the door? It may be measured by fulfillment as well - fulfilling a requisition or being fulfilled by the career one has chosen.
There has been talk of navigating these times by changing the way one operates. Offering discounts or lowering fees is an example of adjustment but so is offering diverse services or adding to your menu, so to speak. So, is selling oneself short and/or spreading oneself thin the answer, tools of survival? Maybe, but maybe maintaining integrity and offering the same solid services are the required tools, obviously less creative but providing a level of stability that speaks loud and clear.
Branching out is good, continuing to love work is good, maintaining integrity -- all good. The demand for quality tends to increase when times become more difficult through which to steer. This is good because it means the slimy will slither away and the flaky will slough off. And what is left behind will be the best in show.
Integrity, adaptability, thoughtfulness, reliability, constancy, and vision. Blue ribbon qualities = traits that secure gainful employment, continued service, or patronage. Character is often misplaced during times of trial. Be deserving of referrals. Offer something extra. A change will do you good.
or them? Unless they understand what the value is that you offer and feel they have a need for it, then there's no sense of urgency to return your call.
Generally, with cold calls I see it as a timing thing. If they have a need and something in my message resonates with them, maybe I'm aware of an opening and reference a possible candidate or how my specialization matches what they need, then I may hear back....if there's no need now, then I certainly don't expect a call back. I understand that though, as there's only so much time in the day! But, I'll keep checking in, and eventually the timing will be right.
I also take Nick's approach too and do a lot of upfront research before making a single call. I may make fewer calls than other recruiters but I will have targeted well and usually it pays off!
Nick Leslie-Miller said:I am sorry, but if you dont get a reply to a call or email then tough, the client is just not interested, move on.You as a recruiter need to give that client a very good reason for him/her to call you. Client personnel are not paid to indulge recruitment or sales people. If you understand that then you are halfway to succeeeding in this business.I get through by conducting lots of research about International labour markets. I have researched the engineering Universities of Romania and Poland, the aerospace industry of Ukraine, the water Industries of Poland and Romania, the offshore Oil & Gas operating companies on sakhalin Island. With in depth information about skills, language standards, names of personnel, earnings in labour markets there are a lot of doors that can be opened higher up the management chain. It is the job of most recruitment managers to know as much about their skills markets as they can. They should know exactly what companies will employ the people that they are looking for, both locally and outside of commuting distance. They should know the type of University courses that candidates will have completed. They should know what their competitor employers are paying, what benefits they are offering and if possible they should know what and who they are failing to attract.If you want to open doors and set yourself apart from other recruiters then this may be one way.
a relationship with each employee. I care about them and they know it. We invest in their professional development, help them when they have personal concerns going on and need help, and we have created an environment and culture that people want to work in.
We know our value proposition and more importantly they know it. People come to work here because of our reputation for excellence, for the diversity of industry and problem domains they get to work on, the caliber of resources they get to work with and learn from, for our free on-going training opportunities (as we teach at Washington University and offer various Certification programs tailored for software engineers), they enjoy frequent technical lunch and learns, write technical articles, and feel a part of our community of talent - besides receiving excellent pay and benefits. We invite people into a career relationship and operate from a position of sincerity and being real - communicating frequently and honestly. That's about all an employer can do to engender loyalty and encourage strong retention.
Life is short and people have their individual choices and journey. We appreciate and try and make the most of the time we get to walk down the path together. We operate from a place of security and realism. My linkedin and G+ network is visible to all my connections - I don't hide it (them) and there are a number of recruiters from various firms in my network. People stay with a company for a number of reasons. Some people leave, even in places like Google and Apple (premier companies), they leave for an innovative startup where they feel they can grow and prosper.
You may be right about not promoting the success of alumni as it could make us a target. Our view is that some employees are going to leave sooner or later due to a combination of factors such as: for a better opportunity (crazy to chant "we are the best"), they leave perhaps due to money, maturity, ego, etc. but it's their life and journey. We can only do our best today and try and do the right things by people. We have a strong core of loyal and mature staff who truly value their experience here and that we can count on. Every company has alumni and we feel it's important to cheer them on and respect them, also, the door is always open for their return.
This world view has worked for us and our company value proposition is a strong one. …
Added by Ken Totten at 10:04am on October 26, 2011
e, call the highest authority you can talk to with this company and the HR manager set up a time to go talk to them and make it clear that you know they have a history of canceling meetings so if they will schedule with you ask them to make a commitment to be there.
Take a laundry list of the mess they have made of the situation you just went through with dates and times. Don't minch words. If nothing else it will make you feel better to face to face tell them that they operate like a bunch of senile old women. I would tell them they need help worse than any company you have ever worked with and you are willing to get them out of the ditch and fill their needs but...
Here is the engagement letter if you want to sign it now we can continue, if not i can't help you and i won't waste any more of your time or mine. If so we can move on to point 2.
Take it down the line firm, fair, friendly and face to face. The worst thing that can happen is that they tell you to hit the door. They obviously need more help than they are willing to admit but somebody knows it.
A messy, screwed up situation can sometimes be turned into one of the best clients you will ever have. God knows if you can line them out and save their ass you will be the go to person. If the HR manager is calling you at all he/she knows help is needed.…