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Compare your performance to top-tier recruiters
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Compare your performance to top-tier recruiters
Some "crazy" metrics can show how you compare to top-tier recruiters and what areas you must improve to keep your job safe as the market contracts, recruitment expert Lou Adler says.
Noting that "the bottom-half is the first to go" when recruitment companies and internal recruitment departments downsize, recruiters should evaluate themselves to ensure they`re in the top 25 per cent and know how to stay there, he says in a recent article.
Adler says to give yourself a score of between zero and 10 on each of these 10 factors, and "you need to score around 65-75 points to be in the upper quartile":
1. Voicemail return rate. Score 10 points if around 70-to-80 per cent of the passive candidates you call return your messages. "Average in the current economy is about a 20 per cent return rate and is worth about 3 points. You only score points here if you`re calling people who are fully employed or where your personal influence is the key to getting them interested."
2. Number of days looking. "Getting people as soon as they enter the job-hunting market is a huge competitive advantage. So start asking your active candidates how long they`ve been looking. If you`re the first recruiter or company they`ve spoken to, give yourself all 10 points, but only if you had anything to do with pulling this feat off."
You score zero if the candidate says they`ve already accepted another offer, they`ve got other offers pending, or if they`ve been in the market for more than two weeks, and five points if most of your candidates found your ad in the first five-to-10 days of their search.
3. Referrals per call. "To score all 10 points on this factor, you need to average two-to-three worthy referrals per call. Someone is worthy if they are highly qualified and a strong candidate for your open job, or personally knows someone who is. An average score (3 points) on this factor is about one decent referral per call."
4. The Maslow vs. money index. Good candidates don`t take new jobs primarily for the money, but most do ask up-front about the pay, Adler says.
Good recruiters can quickly shift the conversation to the candidate`s real needs - for example for growth and personal satisfaction. (He recommends all recruiters read this article summarising Maslow`s hierarchy of needs.) "Score all 10 points if you handle this money question smoothly all of the time, and zero points if you stumble all of the time. Give yourself 2-3 points if you can convince a fair per cent of your candidates to reconsider, independent of the pay."
5. "Not interested" conversion rate. "This is the percentage of candidates who initially say they are not interested in your job opening but who reconsider. You score all 10 points if you phrase your questions in such a way that everyone says they`d like to talk with you about your open opportunities. Score zero points if you walk away from most of these candidates without some type of clever rebuttal."
6. Partner vs. vendor ratio. "If you`re a partner with your hiring manager clients you have a better understanding of real job needs, you`re more influential, they`ll see candidates who are a bit off the mark based on your recommendation, they`ll trust your judgment, and you`ll make more placements without wasting time," Adler says.
"A vendor-like relationship with a client puts the recruiter into a subordinate and less-influential role. The recruiter typically has less knowledge of real job requirements, the hiring manager refuses to see candidates who don`t meet the exact requirements, and the manager won`t reconsider candidates he or she has incorrectly assessed."
Divide the percentage of your clients who are partners by those who are vendors - 50/50 is equal to one and is worth four points. "A good ratio here is two, meaning two-thirds of your clients treat you as a true partner, so give yourself seven-to-eight points for this."
# Unsolicited referral rate. "If you regularly get great referrals without asking for them you score high on this factor... Give yourself all 10 points if at least 50 per cent of your placements are made from these unsolicited referrals. If you get four-to-five strong unsolicited referrals each month, whether you place them or not, give yourself five points on this factor. You get a big zero if you don`t get any good referrals, unsolicited or not."
# Technology utilisation factor. "Recruiting in today`s era requires significant technology expertise. If you still advocate a tech-free environment, you earn a big zero on this factor. Googling for resumes is not a big deal anymore, so you get nothing for being good at this. If you`re training others in using the latest recruiter-tech stuff take all 10 points. If no one laughs at your lack of tech-expertise, score five points here."
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=1&selkey=39
Noting that "the bottom-half is the first to go" when recruitment companies and internal recruitment departments downsize, recruiters should evaluate themselves to ensure they`re in the top 25 per cent and know how to stay there, he says in a recent article.
Adler says to give yourself a score of between zero and 10 on each of these 10 factors, and "you need to score around 65-75 points to be in the upper quartile":
1. Voicemail return rate. Score 10 points if around 70-to-80 per cent of the passive candidates you call return your messages. "Average in the current economy is about a 20 per cent return rate and is worth about 3 points. You only score points here if you`re calling people who are fully employed or where your personal influence is the key to getting them interested."
2. Number of days looking. "Getting people as soon as they enter the job-hunting market is a huge competitive advantage. So start asking your active candidates how long they`ve been looking. If you`re the first recruiter or company they`ve spoken to, give yourself all 10 points, but only if you had anything to do with pulling this feat off."
You score zero if the candidate says they`ve already accepted another offer, they`ve got other offers pending, or if they`ve been in the market for more than two weeks, and five points if most of your candidates found your ad in the first five-to-10 days of their search.
3. Referrals per call. "To score all 10 points on this factor, you need to average two-to-three worthy referrals per call. Someone is worthy if they are highly qualified and a strong candidate for your open job, or personally knows someone who is. An average score (3 points) on this factor is about one decent referral per call."
4. The Maslow vs. money index. Good candidates don`t take new jobs primarily for the money, but most do ask up-front about the pay, Adler says.
Good recruiters can quickly shift the conversation to the candidate`s real needs - for example for growth and personal satisfaction. (He recommends all recruiters read this article summarising Maslow`s hierarchy of needs.) "Score all 10 points if you handle this money question smoothly all of the time, and zero points if you stumble all of the time. Give yourself 2-3 points if you can convince a fair per cent of your candidates to reconsider, independent of the pay."
5. "Not interested" conversion rate. "This is the percentage of candidates who initially say they are not interested in your job opening but who reconsider. You score all 10 points if you phrase your questions in such a way that everyone says they`d like to talk with you about your open opportunities. Score zero points if you walk away from most of these candidates without some type of clever rebuttal."
6. Partner vs. vendor ratio. "If you`re a partner with your hiring manager clients you have a better understanding of real job needs, you`re more influential, they`ll see candidates who are a bit off the mark based on your recommendation, they`ll trust your judgment, and you`ll make more placements without wasting time," Adler says.
"A vendor-like relationship with a client puts the recruiter into a subordinate and less-influential role. The recruiter typically has less knowledge of real job requirements, the hiring manager refuses to see candidates who don`t meet the exact requirements, and the manager won`t reconsider candidates he or she has incorrectly assessed."
Divide the percentage of your clients who are partners by those who are vendors - 50/50 is equal to one and is worth four points. "A good ratio here is two, meaning two-thirds of your clients treat you as a true partner, so give yourself seven-to-eight points for this."
# Unsolicited referral rate. "If you regularly get great referrals without asking for them you score high on this factor... Give yourself all 10 points if at least 50 per cent of your placements are made from these unsolicited referrals. If you get four-to-five strong unsolicited referrals each month, whether you place them or not, give yourself five points on this factor. You get a big zero if you don`t get any good referrals, unsolicited or not."
# Technology utilisation factor. "Recruiting in today`s era requires significant technology expertise. If you still advocate a tech-free environment, you earn a big zero on this factor. Googling for resumes is not a big deal anymore, so you get nothing for being good at this. If you`re training others in using the latest recruiter-tech stuff take all 10 points. If no one laughs at your lack of tech-expertise, score five points here."
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=1&selkey=39
