Recruiting Best Practices Online | Just-In-Time | Customized

Presented by

Jeff Kaye President & CEO

WELCOME

Building a Next Level Search Practice/Firm

WHY IS OUR INDUSTRY SO “COTTAGE LIKE”

Manufacturing Plant Sales Management Rainmaker / Partner

• • • Theory X Command and control Process driven systems • • • Usually more of a blend of Theory X and Theory Y More directive coaching People and numerical tracking driven systems • • • • True empowerment model More supportive coaching Leadership acts more as resource and consultant in supporting partners who lead their own units Usually shared ownership with more participatory governance The flaw in mid-management search is the necessity in evolving approach • • Local vs. National Local needs to be functional  easier to grow / scale National needs to be industry  easier to specialize

Franchisor

• • 100% service oriented in providing a positive value proposition Essentially “work for” the franchisee and franchisee is free to basically run business 100% autonomously with very few restrictions

2

SEARCH PRACTICE/FIRM MODELS

OR

Model #1 Lifestyle Recruiter Model #2 Rainmaker Model #3 Multiple Rainmakers

Your objective is to decide, and then build, what YOU want!

BUSINESSES WITHIN A BUSINESS

Culture Offering (Shared Resources Model) Services

- Hiring - IT - Training - F & A - MarCom - Admin - Legal - Etc.

$ Rewards 4

CAREER PATH

5

•

TYPICAL TEAM EVOLUTION

*no such thing as typical

Phase I Maximizing performance as a solo desk operator (for you or an SC/TL at your firm).

• • Phase II Hire Sourcing/Project Coordinator to assist with research and recruiting (for you or an SC/TL at your firm). Leverage and outsourcing • Phase III Promote or add Project Management Staff to assist with deal running and others for pure recruiting and research (for you or an SC/TL at your firm).

• • Phase IV Promote or add Project Director, develop project manager and other sourcers and project coordinators who can all effectively manage the vast majority of your personal desk (for you or an SC/TL at your firm).

Begin to add additional full-life cycle search consultants and consider adding experience search consultants and establishing additional search practice areas.

6

• • • • • • •

TYPICAL TEAM EVOLUTION

*no such thing as typical

Phase V and Beyond Implement your blue print for the search practice/firm you wish to create (for you or an SC/TL within your practice/firm).

Ensure appropriate culture, infrastructure and economics to allow this blue print to succeed for you and your team.

Project staff member could become practice partner with 5+ member team. SC/TL could spend more time as a PL and turn over more of the practice to project staff.

Could “sell” team to project staff and move into full time leadership.

No matter what, the key is that annualized earnings is now more than once billed and is feeling more challenged, a sense of growth, and in greater need of you. Key to all of this is concept of leverage.

7

TRANSITIONING OFF THE HAMSTER WHEEL

Running a Solo Desk Leading a Diversified Search Practice/Firm • • • •

Effective navigation through business life cycles Continuous improvement and reinvestment back into business Timeline dependent on desire, capital, people and market conditions Perpetual journey in search of mastery and closing the gap between achievement and potential

8

WHAT IS YOUR “WHY”?

No matter which model you select, for you and everyone on your team, it all starts with the “why”.

•

What is YOUR “why”?

• Kent Burns – NLE TV Episode and book “What is your “why”? •

What are the “why’s” of those on your team?

•

What must be done to achieve each “why”?

• (How much in savings, and by what date)

9

BUDGET TO GET YOUR WHY

$600 $500 Apartment, renters insurance, bills Car, insurance, gas, maintenance $250 $500 $400 $0 Health insurance, supplemental disability and life Household (groceries, supplies, maintenance) Entertainment, clothing, gifts, charity, etc.

Debt $2,300 Total $1,000 Savings $3,300 Month (30 year old who desires $5k/month retirement, with inflation adjusted from age 68-88 needs $900,000 by age 68 assuming 5% return and 2% inflation) Earn $50,000 to net $39,485 10

BUDGET TO GET YOUR WHY

$2,000 Home mortgage (after tax effect), insurance, taxes, bills $1,000 Car(s), insurance, gas, maintenance $750 $750 $500 $500 $0 Health insurance, supplemental disability and life Household (groceries, supplies, maintenance) Entertainment, clothing, gifts, charity, etc.

Kids, school/college fund, pets Debt $5,500 Total $1,750 Savings $7,250 Month (40 year old who desires $5k/month retirement, with inflation adjusted from age 68-88 needs $900,000 by age 68 assuming 5% return and 2% inflation) Earn $120,000 to net $87,000 11

LONG TERM PLAN: ANNUAL OBJECTIVES

1.

–

Determine savings needed by what date

Retirement age and amount needed at that date – – This is the savings component needed What amount/percent per year saved

2.

3.

Determine annual budget including #1 Determine gross income needed to achieve #2 4. Determine cash-in required to achieve 5.

Determine metrics needed to achieve 12

EXAMPLE: SNIPER RECRUITER

3.

Determine gross income needed: $120,000 4. Determine cash-in required to achieve: $300,000 5.

• • • • •

Determine metrics needed to achieve: 12 Placements at $25,000 each 1 First time face-to-face per week (4:1 ratio) 2 Submittals per week (2:1 ratio) 1 Search Assignment per week (4:1 ratio)

• •

Presentations Client to get 1 Search Assignment per week – 2 per day Candidate to get 2 Submittals per week – 8 per day 13

EXAMPLE: SHOTGUN RECRUITER

3.

Determine gross income needed: $120,000 4. Determine cash-in required to achieve: $300,000 5.

• • • • •

Determine metrics needed to achieve: 17 Placements at $17,500 each 3 First time face-to-face per week (9:1 ratio) 15 Submittals per week (5:1 ratio) 2 Search Assignments per week (7:1 ratio)

• •

Presentations Client to get 2 Search Assignments per week – 8 per day Candidate to get 15 Submittals per week – 12 per day 14

• • • • • • • • • • • • • •

OTHER POSSIBLE BREAKDOWNS

Phone time Client attempts Candidate attempts New names gathered Effectiveness of voicemails Telephone interviews Second face-to-face interviews New client marketing presentations Follow-up client marketing presentations New recruiting presentations Follow-up recruiting presentations Total conversations Offers Retained versus contingency stats 15

1.

2.

SUCCESS FORMULA

PLAN EACH DAY (calls and time blocking) – all in “Recruiter ADD”, “Power Planning” by Jordan Rayboy and Module 2 Foundation Program

• • • •

EXECUTE Begin with the end in mind for each call Squeeze the orange Close the call with a summary of understanding and commitment for action Remind yourself “you eat what you kill today”

“I think there is a myth that high billing recruiters do things differently than other recruiters. In fact, I think they do their business the same way. The difference? The high billers just do the right things - the small things, over and over and over again. When you add doing the right thing over and over and over again, it turns into HUGE billings.”

-

Kathleen Kurke, National Practice Leader, Starbridge Group (Excerpt from Brian Wright’s upcoming NLE Big Biller Episode) 3.

ENTER METRICS, ANALYZE, AND COURSE CORRECT 16

NAME: DAILY METRICS RECRUITING PRESENTATIONS DAY/DATE:

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

MARKETING PRESENTATIONS

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Company Title

TOTAL:

Outcome Company Title

TOTAL:

Outcome 15 16 17 18 19 20 10 11 12 13 14 7 8 9 2 3 4 5 6 1 Name

OUTCOME CODES

1: Interested - took CDS 2: Interested - taking CDS 3: N/I - happy 4: N/I - position 5: N/I - company 6: N/I - compensation 7: N/I - relocation 8: N/I - timing 9: N/I - hung up 10: N/I - other 15 16 17 18 19 20 1 2 3 4 5 6 10 11 12 13 14 7 8 9 Name

OUTCOME CODES

1: Has viable needs - took SA 1: Has viable needs - scheduled call for SA 2: No openings 3: Call someone else 4: Don't use recruiters 6: Using another firm 7: Using other sources 8: Send us some information 9: Need to get on vendor list 10: N/I - other 1: 2: 3: 4:

TOTAL SUBMITTALS:

1: 2: 3: 4:

TOTAL SA'S:

1: 2: 3: 4:

1st F/F ARRANGED: 17

NAME: RECRUITING PRESENTATIONS WEEKLY METRICS MONDAY: TUESDAY: WEDNESDAY: THURSDAY: FRIDAY: WEEKLY TOTAL: CANDIDATE SUBMITTALS MONDAY: TUESDAY: WEDNESDAY: THURSDAY: FRIDAY: WEEKLY TOTAL: FIRST TIME FACE-TO-FACE INTERVIEWS ARRANGED MONDAY: TUESDAY: WEDNESDAY: THURSDAY: FRIDAY: WEEKLY TOTAL: WEEK ENDING: MARKETING PRESENTATIONS MONDAY: TUESDAY: WEDNESDAY: THURSDAY FRIDAY: WEEKLY TOTAL: SEARCH ASSIGNMENTS MONDAY: TUESDAY: WEDNESDAY: THURSDAY FRIDAY: WEEKLY TOTAL: 18

DIAGNOSIS AND PRESCRIPTION

ISSUE: Low volume of presentations POSSIBLE SOLUTION: CONTINUED EDUCATION:

Call reluctance Planning issue Motivation issue Name gathering issue Too narrow of a marketplace defined Execution issue (too many gaps over 3 mins from dial to dial) Role play recruiting/marketing script and resistance repetitively Allocate one hour per day for planning and name generation Seek to understand why, connect long-term goals to short-term behaviors, secure permission for accountability Allocate one hour per day for online name generation Expand market using metrics for FILL Close out everything in 40 minute chunks of time "Telephone Mastery" by Scott Love, "Attraction Based Recruiting" by Greg Doersching, NLE Library "Power Planning" by Jordan Rayboy, "Recruiter ADD" by Jeff Kaye, Module 2 Foundation, NLE Library Identify and read motivational book (great list in Brett Blair Big Biller Episode) or engage in life coaching program Facilitation Guides by Mark Berger, Module 11 Foundation, NLE Library "Market Mastery" by Jeff Kaye, Module 1 Foundation, NLE Library "Power Planning" by Jordan Rayboy, "Recruiter ADD" by Jeff Kaye, Module 2 Foundation, NLE Library Too long of conversations with too few candidates Schedule CDS calls after hours Lacking passion/connection to client/search Schedule conference call with hiring manager, secure additional information/sizzle Module 12 Foundation Module 6 and 9 Foundation, NLE Library

19

DIAGNOSIS AND PRESCRIPTION

Coaching and Accountability for Course Correction 1.

2.

3.

4.

Be one step ahead with career path Be willing to do whatever you ask someone else to do High expectations but very transparent (make it about them not you) Ask yourself what you are doing to model the behaviors that you want 5.

6.

7.

8.

Help people get what they want Be appreciative and grateful Be empathetic Team unity and fun 9.

Receive feedback without negative ramifications 10. Be willing to experience a short-term imbalance in service of getting back on track by getting in the trenches equally 20

EXERCISE

Each person to share 1 specific best practice in each of the listed areas (rotate by topic): Solo

• • • • •

How do you stay motivated?

What are your time management or efficiency best practices? What do you outsource (admin, research, social media), to whom, and what are your tips for effectiveness with that outsourcing?

What KPI numbers do you track, why, and what do you learn from them?

What additional professional development activities do you engage in (networking groups, professional coaching, books read, seminars attended, etc)?

Rainmaker

• •

Hiring Training

• •

Performance Management/Coaching Team Culture Multiple Rainmaker

•

All areas above, plus MarCom and Operations 21

CONTACT Jeff Kaye

President & CEO [email protected]

www.nextlevelexchange.com

22