looking for because you are competiting with several other staffing agencies both local and national."
This is 100% true from the corporate angle. As recruiters, we have to sell our Hiring Managers not only on what we can do for them, but why it is good for them. Some managers refuse to believe that a recruiter can be any benefit to them because they've been burnt in the past. We have to sell them. Obviously, we also have to sell them on our candidates as well.
I tell my recruiters that they have to sell and have to sell well, or else we will be continuously beat by agency recruiters, who quite frankly can do our jobs better than we do ourselves.…
I've actually thought this during the times I've run recruiting during turnaround and startup scenarios. How I wish that this was true - being nice isn't a prerequisite to being successful.
But being truthful and communicative are.
The employment brand might be the firefly's phosphor but you're correct in writing that it isn't the brand that engenders true interest in potential employees. I've joked with many a head of recruiting of well-known companies who have to beat people away from their ATS that they couldn't do what I do - successfully recruit for a lesser known, unknown or poorly known company. I don't have a brand to sell - instead I sell the actual work, business challenges, and future possibilities.
CH, let me add another question to ask those who puff out their chests when speaking about their
brands..."How does your brand intersect with the actual work being done, the problems being solved, the revenue being generated?"
Then get ready for the lost-deer-in-the-lights-look...…