A company is known by the people it keeps. For most firms in our industry, whether temp, perm or search, the managers attempt to hire individuals who are intelligent, well educated, possessing solid business experience, can think on their feet, present themselves in a positive, professional manner, possess better than
Have you heard of the “Rocking Chair Test”? It’s very simple: picture yourself at 90 years of age sitting on a rocking chair and looking back over the landscape of your life. What would you be proud of? What would you regret? What would you wish you would have done
“As a general rule, you should assume that time is always against you when you’re trying to make a deal–any kind of deal.” Robert J. Ringer, author These words are as true today as they were when Mr. Ringer wrote them in his best-selling 1973 book, Winning Through Intimidation. I
When you make a candidate presentation to a client via email, you most likely include an introduction and some of your notes to entice your client. These might be the same notes you use for that candidate if you’re making a MPC (Most Placeable Candidate) marketing call. It takes time
If you’ve been a recruiter for any length of time, you’ve already encountered an avalanche of objections. If you’re considering becoming a recruiter, than prepare yourself for an avalanche of objections. Overcoming objections in recruitment is a necessity for any search consultant who yearns for success. That’s because objections in
A common error made by most firm owners and managers in their attempts to hire a new recruiter is to focus almost entirely on identifying individuals who have the talent to do the job. Although this is important, ask yourself this question: How many people have I hired who had the
Sure, you might have big goals for yourself this year. You might have even set a certain amount that you want to bill in 2020. That’s all fine and good. However, setting big goals without a plan for achieving them won’t get you very far. And the best way to
Setting a proper frame of reference with a recruit should be a primary objective during your first in-depth discussion. This frame of reference may determine whether or not the recruit views you as an asset or a liability. For the purposes of this blog post, we will define a recruit
Recently, while conducting an in-house training program for a search firm in Toronto, one of the recruiters asked me what was the most important lesson I had learned in my over 25 years in this business. After some thought, I responded, “Learning to ‘just say no’ to companies who wanted me to work on
During one of my favorite recruitment years, I had the honor of coaching a recruiter (I’ll call him David) who wanted to bill $1 million in one year. He called Paul Hawkinson (then the managing editor of The Fordyce Letter), and Paul recommended that he speak with me. 12 principles of
