o lead the company forward.
Kimberly Thompson, Director North America Brands & Leadership, Whirlpool, is a speaker at the marcus evans Talent Planning & Leadership Development Conference taking place in Chicago on 30-31 August, 2010. Here she addresses some central issues surrounding talent management.
What are the key attributes a leader needs to steer a business in today’s changed economic environment?
They must have a good character and enduring values. You have to represent your integrity, have respect for people, be inclusive and build an environment of trust. Leaders need to be those things in this day and age where there is a lot of speculation and so many examples of bad behavior.
Thought leadership and being a director of change is also important. Someone who consistently challenges the status quo and is always looking for the next best thing is vital. Thinking about it from an evolutionary standpoint, it’s the whole idea of continuous improvement and how do we continually stay on top of it. Be that driver of change to make sure we stay ahead of the competition and win in the market place.
In talent planning, should a company try and distinguish itself from others so it can attract that often-elusive talent and make them want to stay?
Over the last five to seven years I’ve had a change of mindset regarding this. People have changing needs in what they are looking for in their career and in a company. They want a company that is very honest with them in terms of what they are looking for them to do as a talent. For a company, it’s not so much about getting the best for the best – it’s more about getting the best for what you need to have done. I think it’s a much truer and honest approach for both the perspective employee and the company to have that mutual understanding.
How crucial is customer-focused leadership in engendering brand loyalty in a slow economy?
I think it’s very important and it’s not something that we generally think about because we think that people are still going to spend money in a slow economy. But the fact is that consumers will still buy because they need to buy; however they will be much more deliberate about their purchases. From a customer perspective, our customers are so different in as far as what they expect, what they value and what they’re willing to pay for. In a slow economy we have to remember that we still have all of these different customers out there. And yes there will be customers who want to pay the least amount of money possible to get what they need. But there are also customers who will spend anything to get exactly what they need or want. We can’t lose sight of that. So internally you need to keep your group focused on the fact that there are multiple customers, they have different kinds of needs and even in a slow economy you have to continue to meet their needs.
What is the significance of sustainable brand leadership for Whirlpool and for the future of the company?
A brand is really the perception of the customer. As we are a multi-brand house, we have to identify and understand those brands are targeting different customers who all have different needs. For us to be sustainable we’ve got to make sure we deliver to those consumers because we are a manufacturer and marketer of durable goods. To be competitive we can’t win on price alone. You really do have to deliver to your customers what they value and what they will pay a premium for. Just going with the low cost solution is not a viable business strategy in the US for a durable goods manufacturer.
What are the new opportunities that the strong China market presents for a company like Whirlpool?
Geographic expansion into China - and other areas of the world where the population is underserved – is a great opportunity for us. Here again there are many types of different customers and so our mission is to be in every home everywhere. Our challenges understand the different types of consumer base there. The misnomer about China is that everything is just cheap.
Over the past year we’ve been watching Chinese companies starting to get their heads around brands over price because brand will get you to a premium but price is just a commodity. It’s not an easy win where you go in and sell cheap products. You really need to go in and know your customers and have a great value proposition.
What are the recession lessons learned by Whirlpool?
We’ve come through very well in spite of the fact that we are so linked to new home building and remodeling of homes. For some people appliances are the largest purchase they will have all year. It tends to be a very deliberate purchase and not one they take very lightly. Our CEO sent us on a mission when the recession gained steam. He said we are going to control what we have control of meaning that we can’t control the economy; we can’t control the price of materials, or the price of oil. What we can control is how we do things internally that drive unnecessary waste and cost into our products and services. We made a choice not to do a lot of advertising. We invested that money instead into creating the next generation of products. That whole mantra of ‘taking control of the things you can and it will pay’ - it definitely has worked for us.
The marcus evans Talent Planning & Leadership Development Conference takes place on 30-31 August in Chicago.
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Q&A with Robert Gray
Six Degrees: Tell us of your home world.
Rob: I married my college girlfriend (university of New Hampshire at Durham) after a 8 year courtship, not sure why she “hung in” there, but I’m glad she did. We have two beautiful kids, Jackson age 13 and Michaela age 10. We do have a family pet, Henry, a lively 6 year old jack Russell terrier. I would highly suggested doing research before buying one, they require a ton of attention, long walks at night and plenty of love…wait, that’s me…Henry is low maintenance, really. He runs the house with an iron paw.
People who want to capitalize on Relationship Capital as a popular measure of networking success are the people I want to connect with. Consequently, web 2.0/networking is a passion. I run my Prep School (Bridgton Academy) Alumni networking group and love social networking for business and new connections. I am very active in my community as a youth sports leader and mentor. My real passion is coaching Life, I mean Football. Well, you get it. It’s one in the same. Having played Division 1 college football and now being able to pass along my “hard earned knowledge” to young men is a self-fulfilling prophecy “you get what you give”. My young players are all going to be great teammates, students, citizens, husbands, fathers and above all leaders. I am honored every single day I get to be around such motivated and inspiring young athletes. Having some part in their personal development makes it all so rewarding.
100 % of the kids we coach will play sports for a living! That’s right, 100%.... can someone challenge me that life, in and of itself is not a sport? That in America we reward the focused, driven and committed individuals. What adult that makes a living in this country, doesn’t have to compete in some way or another for either their livelihood, or to keep their job? What youth football coach in America (that’s worth his salt- thanks Vince), isn’t preparing your young men for their future & building a solid foundation for success in any endeavor that life has to offer. Football is a metaphor for life. Anyone that has played this game to the high school level knows this to be true. The top sales rep at the office, the focused & committed surgeon that operates on you, the person that tunes your car engine up and checks your brakes, the person that builds your home, they are all striving to earn your business. This is America, we welcome competition for EVERYTHING! It’s the fabric of our society. What makes you successful is your desire, commitment and dedication to be the best at what you do. Hmmmm, where have I heard that before? Harvard business school’s first rule of business is: If you don’t have a competitive edge, don’t compete! Maybe that’s just something we should wait to tell our kids when they are in….say…. college. Yeah, sounds about right. They’ll be much more mature at that point and better prepared to handle it. Hello! “Yes, Mrs. Jones, we are running sprints at the end of practice and painful as they might be for you to watch, your son will make it”.
Football more than any other sport relates to how “working hard tends to make good things happen” and how being part of a team leads to a deep sense of pride and self-respect. Football coaches have a responsibility to help create a foundation in their players that teaches: Hard work will be rewarded! Preparation is key to success and Team comes first.....we were taught these things by our coaches at the exact same age as our players are now. We have an obligation to give back what we got. No?
I have no complaints at all, I am coaching my son and his friends and we get so much out of the total experience that I am glowing with pride both as a father and a coach! I am helping in some small way; positively shape the lives of these kids. And, what I get back from this experience makes the 25 plus hours per week I volunteer pale by comparison. My advice to business leaders and former athletes is to “get involved” you can’t put a price on what you get back.
Six Degrees: How many years have you been in the staffing industry?
Rob: 2009 marks my 12th year in the Executive search industry. Hire Image is the third company I have built and branded. My firm has satisfied clients all over the world and has built outstanding best of breed sales forces for some of the best Hi-tech firms in the world.
Six Degrees: How did you get started as a recruiter?
Rob: I spent my first 9 years out of college with E & J Gallo Winery. The best sales training program in the US. Consumer goods is a great place to start your career, box seats to all the games, dinner out three nights a week, but that gets real old at 30. I got out to chase the money in hi-tech, period. Living in Boston in the late 90’s and not being in Hi-tech recruiting was a sin.
Six Degrees: What single event had the most impact on your sourcing/recruiting career?
Great question. I started my Career at a F500 agency, sat next to several million dollar a year billers and was floored by the money they made. I knew I was in the right Industry, same deer different forest thing, just a learning curve to get past.
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
Rob: Absolutely, one of my oldest friends and former business partner mentored me for my first few years in the industry. “Stay on the phone, good things will happen” is what he told me a dozen times a day. Its so true, you want to reward yourself then pick up the phone and make another call. No victory laps here kid.
Six Degrees: Tell us about "Hire Image"
Rob: I have run my own firm since 2000. My world is “kill what you eat” period. I have never not run both sides of a desk. I have a partner in Amsterdam that runs EMEA and I run North America. I can and have managed up to 20 clients at once, but that’s about the maximum. I run a strict recruiting life cycle process and never manage the pipeline, just steer it.
Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples?
Rob: I’ve always admired the retained search groups for the attention to detail and candidate control they have. After the white-hot dot com era, I developed the Hire Image software sales candidate evaluation best practice. Here is the quick version:
Enterprise Sales Ability
Strong Revenue achievement selling Enterprise applications... We look at the last 5 year W-2 history. Acceptable low end average is $200,000, (We prefer to see $250,000 average) with an average quota of ~$2,000,000. We also would like to see that the candidate has closed 6 or more deals over ~$500,000 and 2 or more deal over $1,000,000 in the last 5 years.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate can get in the door (fortune 500- CXO level) for first meeting and set the tone. Additionally, this candidate is a businessperson that can relate to the needs of CXO’s from a strategic view. They understand the business drivers as well as integration issues.
W-2 Stream over last 5 years;
Large deal history over last 5 years;
Ability to articulate solutions sales skills;
Demonstrate a consultative sales style; and
Demonstrated stability – has stayed with previous employers long enough to generate customer loyalty
B) This candidate has proven experience selling enterprise applications where they have taken a business solution and built strategic thrust with value. Then, have the ability to navigate the strategic initiative through a complex sales cycle to closure.
Bottom line: This Candidate knows how to explore and develop business issues and objectives, create a mutually shared vision of the solution, match those visions with the capabilities and technology, and keep control of the buy cycle. (Solution Selling 101)
Typical enterprise solution sales cycle includes:
Identify CXO (sales, marketing and CIO) critical business issues (pain) and who in the organization is impacted.
Provide capabilities that map to the CXO resolving these issues.
Document sales process and plan the sales cycle for the CXO to agree upon. This lets us know if the CXO is serious about continuing this business relationship and it identifies the next steps in closing the sale.
Provide a compelling accurate business case (value proposition, cost justification and confirmed agreed return on investment
Number of deals sold into desired vertical
Previously worked directly in the vertical (hands-on at potential customer target account)
This candidate has sold multiple $500,000+ licensed software deals into Major clients within your targeted verticals. (Major defined as +$3B total revenue) Or, the candidate has worked for 5+ years in a hands-on capacity within the target industry.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate understands the buying criteria, business drivers, and influencers within this particular Industry. This candidate also comes to the table with a Rolodex of CXO’s that should facilitate first meetings based upon candidate’s business relationships (reputation).
B) This candidate has sat on the other side of the table and understands the business issues that the buyer is facing – can relate to those issues from personal experience.
Experience selling for direct competitor or competitive product
Experience selling complimentary or other desired application/technology
Advanced technical aptitude (previous experience as an S/E or similar experience)
This candidate has sold multiple $500,000+ license software deals in your specific domain.
If the above criterion is met, then the hard assumptions we must make are:
A) This candidate has the ability to sell a business solution (vision). This candidate can quantify a value proposition and translate that into real time return on investment. This candidate has very strong upfront communication of Economic Impact.
Pluses: Start up experience- We like candidates that can “evangelize”, that have “missionary mode experience” and have scaled out net new business with few pre-existing customers.
Six Degrees: How do you get to the C-level and what do you do once you get there?
Rob: Most candidates are good at getting to "ground swell" - functional people. These people will give you the answer to "where is the pain" and plenty of soft assumptions... but they are not the C-level decision makers.
(B) Six Degrees: In what aspects are they superior?
Rob: This best of breed evaluation practice offers all interviewers a guideline to evaluate candidates against. It serves to keep your hiring manages focused on what’s important. Once you can get a client to agree on evaluation criteria, you have a much better shot at getting your candidates through the “gauntlet”
Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why?
Rob: Web 2.0 is has changed the game to a large degree, however our services as executive search recruiters will never be replaced. Sourcing elite candidates and selling them on your client’s value as an employer will always require the skilled hand of a seasoned recruiter. “A players” always have employment choices, selling them on making a move requires a consultative relationship that is built over years. Additionally, I see more RPO (recruiting process outsourcing) firms in the market.
Six Degrees: Tell us about your broader involvement within the staffing industry:
Rob: I am a regular at Mass Hi-tech, ERE and Boston area networking functions. I attend Fordyce annually and participate with LION, Jobmachine.net, Recruitingblogs.com, SourceCon, Cybersleuths, Networked Recruiter and of course the number one recruiting blog “six degree’s from dave”
Six Degrees: Can you detail how the recession has affected your particular industry niche?
Rob: Enterprise software sales recruiting is slow, period. In the late fall 2008, I thought this was another “Top Grading” market. However, the pain runs deeper and longer. The good news is that top candidates are still being placed and recruiters are still being paid. My suggestion is to find your niche and work it. Sales engineers that have strong technical backgrounds are always in demand. Top enterprise sales athletes are still coveted, no one is open for business without an elite sales force. Find those industries that have organic growth. Greentech, Solar (PV), and Carbon emission management systems are right on the horizon. This world still runs on software, that’s not changing, stick to the basics. Software and platform as a service in Healthcare IT is a good place to start.
Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities.
Rob: I currently sit on Advisory boards for some of the fastest growing technology companies in Cambridge/Metro Boston, Ma area. The 128-technology belt is my “backyard” and home to hundreds of Software/Venture Capital firms and Business Incubators. I am truly blessed to be recruiting/living in such a fertile technology rich area. In fact, many of my neighbors are Software executives. My advice is to “get smart” on Healthcare IT, specifically voice recognition software. Target the competitive landscape and subscribe to a sales intelligence service. I use Zoominfo ( HYPERLINK "http://www.zoominfo.com" www.zoominfo.com) I think it’s the best product on the market
Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do? Be specific
Rob: Networking is a function of making connects, period. The more connects you make on a daily basis the better your OBP (on base percentage). However, don’t be fooled in thinking you don’t need to pick up the phone. Nothing will replace talking to your clients/candidates. Don’t try to be the expert on all verticals and domains. Pick several that you have an affinity for and become a subject matter expert.
Six Degrees: What is your next career goal? What do you need to do to get there?
Rob: My next career goal is to transition my business into a pure retained search model. This is easier said than done, work in progress. Stay tuned world.…
earch technique they can only aspire to understand one day, or those who think a few direct approach calls producing a handful of candidates will suffice. In my opinion both are wrong.
Conducting a headhunt does take application and an ability to see things through, however the skills required aren’t that far away from contingent recruitment. However making a few calls producing a handful of candidates is not a headhunt, and certainly will not result in loyal clients who will call you with their next senior appointment.
The ways the headhunting businesses I’ve built conduct their assignments are to excel in two very key areas.
Fill the position with the very best possible candidate available
Do it in a way the client feels they’ve had real value for money and come back for more!
What is a genuine headhunt?
My definition of a genuine headhunt is where you as a recruiter identify all the professionals possible who fit the criteria of the person specification for the headhunt you’re retained on, and make direct approaches to every single one possible (and that’s not an Inmail on LinkedIn!) If your headhunt assignment is a “generalist” headhunt i.e. not sector specific, this is one heck of a task. But even for a market specific role this means not only the clients sector but also any allied sectors where someone might exist with the skills that match your job brief. This means being very, very thorough and delivering real quality, which is the big differentiator.
For the purposes of this blog I’m going to deal only with sector specific searches, because these are the most common and the type I get asked about the most. The generalist headhunt is for another blog.
Also for this blog, I’ll keep it focused on how to deliver a headhunt, not sell one (again this is another blog). However, I will touch on some aspects of search delivery you will use to sell to your client, so if you want to learn to sell search read on, this blog might help.
The mind-set for first class headhunt assignment delivery.
The vast majority of recruiters are brought up to believe getting a candidate placed is the most important thing, not necessarily getting the best candidate for your client. Just fill it fast, get paid, and spend your commission! Yes this can make you a big biller in contingent recruiting, but it does mean you’ll always have to do new business as you won’t get as many repeat, loyal clients as you need. My ethos has always been quality, quality, quality. This ethos delivers clients who value you and return that with loyalty, your positive reputation spreads, and hey presto you spend virtually all of your recruitment day just filling assignments with clients ringing you every time they want a new hire. This is how I became such a big biller, and was reflected in the culture of the recruitment businesses I built. I also feel recruiting with quality as the main driver is a far more enjoyable and rewarding way to work.
This is also why I think I found moving to headhunting so easy; I had the right mindset. If your client is going to give you a third of the fee up front and pay you a 50% higher rate than you get for your success only work, believe me they will expect quality. This is not just the quality of candidates you put forward, but the whole process needs to be so much better than your usual candidate search. So if you’re the sort to see tasks through to the end and/ or don’t have a resourcer to do it for you, then you may struggle with the delivery aspect. There’s no room for “that’ll do” in true search delivery.
Sorry if this has put you off, but this is a blog to help you complete searches in a way that I have experienced will generate regular repeat business from your client, not hit and run recruitment.
Where to start.
During the sales process you should have sold to your client that you will not only show them the list of target companies you will headhunt from, but also a report to show who you have identified and what their responses were to your approach. This is important in the sales pitch because it reassures the client that they will be able to see what they get for their money. It also transforms your intangible “trust me” to that of substance.
Showing your client the source company list is great for both sides. This allows the client to remove any companies that a) they don’t respect and so wouldn’t take someone from, b) have too good a relationship with to headhunt from and c) any group companies you may have unwittingly included! This saves you wasted time, plus it reassures the client on the work you’ll be doing on their search. The latter is extremely helpful for two reasons: -
a) Your client is far more likely to leave you alone to get on with the headhunt rather than asking for constant updates.
b) Your client is far more likely to take someone from your shortlist, secure in the knowledge there are no other places as a recruiter you could’ve looked.
This second reason is key; having the millstone round your neck of a client who has paid you a retainer but expects you to do the search again because they’re not satisfied with your shortlist is no fun at all. So you need to do all you can to get your client to see the shortlist you present as the very best they could possibly get, with no doubt there may be more out there.
Word of caution.
Before you show your client the list of target companies, here’s a clever little safe guard. Compile your list, then name gather on that list of companies BEFORE you show the list of companies to the client. “But I thought them seeing the list first saved me time?” you ask. Yes, but it could also leave you open to looking like you don’t know your market, plus a search report list with lots of companies with no names identified to headhunt.
Your list of source companies should cover every single company out there that could contain your placement/candidate. To put this list together, in addition to your sector knowledge, you will have to use Internet research to cover all bases. In doing this you are open to old or misleading information e.g. businesses that have gone bump or changed their name, one-man bands and businesses that purport to be in the sector you’re targeting but in reality it’s only a tiny part of what they do. If you do your name gathering and research before you give your list to your client, you have a far higher chance of eliminating these businesses out. It also means you’re only presenting companies you can actually gather names from. Some companies you may come up against a brick wall in identifying who in that business can do your role, or there being no one in the company who undertakes that role. So finding this out first, and taking these companies off your list removes those conspicuous gaps with no name next to any companies on your report. Lastly, you can be picking up market info during this process. So when you give your client the list, if they ask any challenging questions on your market knowledge you’re more likely to have the smart answers ready!
It’s also good practice to go through the list with your client and probe for any candidates known to them in these companies they wouldn’t take, any they’ve already spoken to, and importantly any they know of that they rate. Again, another way of saving yourself time. You can also be quite smart in dropping a few names into the conversation you’ve picked up at the name gathering stage and look even more well connected!
To present your list to your client, ask that they add or omit any businesses from the list and “sign it off”. Getting them to sign off or OK the list means they are semi committed to your list as the only place you need to conduct your search, leading them to be far more likely to simply choose from your candidates shorltist, safe in the knowledge you’ve looked everywhere.
Otherwise known as mining for candidates, but regardless of what you call it, it’s compiling your target list of people to approach.
How to name gather well is a key subject and will be influenced on the type of role you are headhunting on and the sector. It could also be another blog as it is a skill in itself. But for as much as illustrative purposes I’ll touch on a few techniques to get those names.
Call the company
This is where I prefer my recruiters to start. It’s too easy to rely on LinkedIn, often this info is old, candidates use poetic license to describe their role, and wont allow you to be thorough. Lazy recruiters rely too heavily on LinkedIn and you can’t be lazy if you want to deliver a quality headhunt. So start with ringing the company and using whatever story you think best to get the info of the name of person or people that cover the role you’re headhunting on. You may want to pretend to be a potential client, trade association or discipline association. Simply be creative to gather the name(s) you need. Depending on the role, I’d suggest you find out who else is in the surrounding roles in case they also fit your spec.
Yes still use LinkedIn, it is an amazing tool. You can check out the profiles of “people similar” and “people also viewed” to those you’ve identified on the phone that could also be right for your job.
Playing around with search terms, look for job titles in the sector, discipline directories, and trade directories. Again depending on the role, there could be some smart search string to use here.
Also boolean searching …
Some of the good database systems will allow you to Boolean search through their interface, and there are also other tools that conduct long tail Boolean string searches from a variety of sources all in one place, a good example is Source Hub.
To x-ray search LinkedIn yourself directly via Google (particularly useful at the moment if you don’t have some of the higher level LinkedIn subscriptions to access full profiles of 3rd degree connections). Use the below command followed by any additional search phrases such as job title, skill or location, separated by the syntax operators (), “”, AND, OR.
((site:www.linkedin.com AND (inurl:linkedin.com/pub/ OR inurl:linkedin.com/in/)) AND -dir)
Do you show the client the populated target list?
You can show your client the list of names identified before you make your calls, however if it’s a new client I’d probably hold back. The reasons for this is, on the odd rare occasion it can lead to reminding your client of someone they “know”, commenting they’re already in conversation with the prospect when in fact its someone they know is right for the job and they’re kicking themselves for not tapping them up before retaining you! Also as it’s the first time they’ve used you for a headhunt, they may read your list thoroughly and spot some mistakes you’ve made in the name gathering or some of your web research maybe out of date and which will undermine their confidence in you.
One you’ve conducted one or more searches for your client I would suggest showing them the list, by then you should have built trust and respect so the above shouldn’t apply.
How to make the headhunt call.
Since the advent of LinkedIn, it’s handy to have it open on the target candidates profile for every call. This way when you do get into a conversation with the target candidate you can drop in details of their career to sound like you’ve really done your research, so inflating their ego plus gaining respect for your work. It can also help if they aren’t interested, to use the follow up referral question “I understand you used to work at ABC company who there in your opinion would be best suited to this role”.
How to make your approach call.
We all know most candidates complain about “recruiters pestering me all the time” so this can bring on the PPI call syndrome i.e. they just fob you off without even listening to the fantastic new employment opportunity you’re offering them . The pre pitch intro should at the very least get past this ever increasing PPI call syndrome, plus it may not actually be convenient for your target to concentrate on what you’re saying so if you pile into your pitch you could lose a great candidate who’ll just fob you off.
The pre pitch intro is your greeting and opening hook of what the call is about, before you sell the opportunity to your target candidate. As an example, below is a standard intro I have passed on to some of the headhunters I had in my businesses to use as a starting point. The reason I say starting point is, I do recommend measuring the ratio of success of call-to -interest in your pre pitch intro, then altering your pitch, measuring again, and over time honing a pitch that has the best call to interest ratio for you and your sector.
“Good morning/ afternoon Mr. /Mrs. X or Christian name (your sector will generally prefer one of Christian name or Mr. /Mrs. so you choose) we’ve not spoken before my name is Joe Bloggs, I’m a specialist headhunter for the ABC sector. I’ve found specialist headhunter gets the attention more than recruiter.
“The reason why I’m calling you is I’ve been retained by one of my key clients.” Keeps the senior headhunter style going.
“to search for the very best person possible (optional insert of generic role e.g. in the Design arena) for a role that’s pivotal to the growth of their business.” This bit may need some finessing depending on your role but make sure you pump up your need to find the best talent, and a phrase that ups the importance of the role in your clients business.
“You’ve been recommended to me as being highly regarded in this area.” People love to think someone else is saying good things about them hence the recommended and the phrase highly regarded.
“and I wanted to speak with you about this role, is now a good time to speak?” As you want to speak with them about this role even if they’re not interested in the role themselves, hopefully you’ll have pumped up their ego and your headhunter status enough they’ll still be happy to talk more to you, which may lead to a referral, them as a future candidate or even better a future client.
This might need to be adapted depending on the role but it’s a very good starting point. Try using this against your usual intro and measure the ratio of success, adapt and find the best one for you.
Do you initially leave a voice mail?
I prefer not to so I would suggest you try a few times, and leave no message . But this can’t go on forever, so you will eventually have to leave a message. I’d also vary between calling from a landline, mobile and even a second mobile number. If your office number is withheld a lot of people now won’t take anonymous calls to avoid the dreaded telesales of PPI, plus if you have alternate numbers you can use you won’t look like a stalker! To increase the chances of a return call, I try the vanity card again; “Hi Christian name (Mr. or Mrs. will sound like sales call) you’ve been recommended to me can you call me back on” and leave a mobile number. They won’t always call back but this isn’t a bad way to increase your chances through intrigue.
The second blog in this series of two covers:
The headhunt call to get the highest interest to call ratio
How to interview the candidate in a way that creates business and gives you plenty for your interview notes
How to present your client with the shortlist in a way they see huge value and commit to interviewing all your shortlist
And finally how to add the real value to ensure your clients come back to you every time for more.
- Written by Davidson Gray Managing Director Rhys Jones.
Rhys’ experience has come from progressing from a big billing contingent recruiter to a successful headhunter and onto building two Headhunting firms. Rhys sold out of those businesses in 2014 to focus on working with recruitment start ups with every one to date being a success.…