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IN THIS ISSUE
Newsletter Sponsors
A Note from the Editor
Today's Recruiting News Headlines
Featured Recruiting Jobs
Weekly
Article:
The
Science of Recruiting, Part 2 – Networking
Special Trials and Discounts
Recruiting
Polls and Trends
Layoffs and Downsizing
Report
Recruiting Essential Bookmarks
Upcoming Conferences
Site Of The Week:
Lou Adler's Zero-Based Hiring Workshops
Final Note - On The Lighter Side
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Newsletter Sponsors
1.
RecruitingJobs.com -
Save 25% on first posting.
Looking to hire
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A Note From The Editor
Tonight on NBC, RealityTV
enters the employment realm with The Apprentice.
NBC.com describes the new
show as a bold new reality series that tests
competitors' survival techniques in New York City's
corporate jungle, NBC and executive producer Mark
Burnett (“Survivor”) will team up for "The Apprentice,"
a 15-episode series in which candidates vie for the
chance to become an "apprentice" to a "master." During
the first season of "The Apprentice," legendary business
tycoon Donald Trump will serve as the "master" and his
business empire, The Trump Organization, will be the hub
of the competition.
More
info here >>
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Today's Recruiting News Headlines
View HR/employment
news
headlines or our Recruiting
Newswire.
Please send us with your
press releases, news items, personnel changes, etc. Click
here for submission instructions.
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Featured Recruiting
Jobs
This section highlights
several recruiting related positions recently posted on
Recruiting Jobs. To view all jobs or to register
for a career agent
click here.
Looking to hire
recruiting professionals? Post a 60 day job
posting ad on RecruitingJobs.com for $225 and be
featured in Recruiting News.
Register
to post >>
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Weekly Article
The
Science of Recruiting, Part 2 – Networking
By Lou
Adler
If you want to make Hiring 2.0 a reality, having a
steady source of top candidates is essential. Networking
is the key to pulling this off. To me, networking
represents the difference between good and great
recruiting. I don’t look at job boards as a primary
source of top candidates. Every now and then you’ll find
one, but not frequently enough to count on this source.
However, networking, when properly done, can be the
prime source of all your best people. How to do it well
is the key. This will be the topic of this week’s
Science of Recruiting. And as you’ll soon discover, it
most certainly is a science.
Hiring 2.0 – Making Hiring Top People a Systematic
Business Process
 Networking
is the process of asking people for names of other
people they know who’d be suitable for a job you’re
trying to fill. While you can network with anyone, you
shouldn’t. This is the first rule of networking. Here’s
why. In general if you talk with 100 people from any
reasonable source, only 10 will be worthwhile talking
with. This means they’re qualified for your open job or
some future job, or they directly know someone qualified
for your current job. From this batch of 10, only one
will wind up being a candidate you’ll send out for an
interview. This is due to a variety of reasons like poor
timing, not perfect match, too heavy, too light, not
enough money, or relocation problems. But this is okay,
since these people know other people who are perfect for
the job. The key to networking is to get them to tell
you who these other people are. Let’s review the other
rules.
Networking Rules
1. You don’t have enough time to talk with everyone.
See above. Talking with everyone is a hundred to one
shot. You must improve your odds to ten to one.
2. You must prequalify everyone.
The key is to narrow the group you’ll be networking
with to only pre-qualified candidates. These are those
people who are either qualified for the current job,
qualified for some other or future job, or directly know
someone qualified for your current job. These are great
people to have in your network. Developing the network
is equally as important as networking with those in the
network. When you get a name of someone, immediately ask
the referrer why he or she thinks this person is a
strong candidate for your job. Ask about direct
experience, major accomplishments, academic background,
approximate age and compensation, and any recognition
received for doing outstanding work. This is how you go
from 100 in 1, to 10 in 1. Then only talk with those
that seem really qualified to do the job. This will
increase your productivity exponentially.
3. Engage 1st, Network 2nd.
You must establish your professionalism before
someone will give you an important name. Don’t expect a
top person to refer another top person to you unless
they both trust you, and they think there is something
in it for them. In boot camp we discussed how to make
first contact with someone using the question, “Would
you be open to explore a situation that was clearly
superior to what you’re doing today?” Once the person
says yes, it’s important to obtain the candidate’s
background before you tell them much about the job. If
you tell the person about the job too soon and they’re
not interested, you lose both a potential candidate, and
more importantly, a good networking contact. Remember
only one in ten of pre-qualified candidates will wind up
being a good candidate for the job, however, the other
nine might know someone who would be. You must take
advantage of this fact.
You have maximum leverage when the person you’re
recruiting is interested in the job, so use this time to
find out as much as you can about the candidate. Delay
their yes/no decision for at least 10 minutes. Tell them
you’ll give them complete details about the job once you
obtain a quick background profile. During this time have
the candidate draw org charts for current and past jobs.
This is important for assessing fit, and for networking.
Casually ask about names, but don’t force it. See what
happens. Ask who the best person was on their team,
their best boss, their best subordinate. Ask why. You’ll
get a lot of names this way.
It takes about ten minutes of professional dialogue
before a person will give you a name of a top person.
Even then, you need to push a bit.
4. If not qualified, develop a long term
relationship, but then push for names.
Since you profiled the candidate before you told him
or her about the job, you now know if the person is
qualified for the open job, a future job, or knows
someone directly qualified for the current job. This is
invaluable information. If not qualified, describe why
(too heavy, too light) then give the candidate a
compelling two-minute overview of the job. Tell the
person you now want to network with him or her. Ask
about the names already given and qualify them. Tell the
person you’re not interested in knowing about people who
are looking, rather you want to know the names of the
best person the candidate has worked with in the past.
Take the org chart from the prior company and ask these
questions – who on your team was the best, who would you
want on your team, who was your best boss, your top
peer, your best subordinate, who would you hire if you
could. Then prequalify every name.
Tell the person you recognize that you’ll need to
recruit the person and convince them that your job is
worth considering. You just want to establish a network
of top people. Tell the person he or she is now part of
this network, and as soon as something else becomes
available, you’ll call. If you make this a habit, you’ll
soon have a network of qualified people to tap into
whenever needed.
You can network this same way with candidates found
through job boards, employees, and names developed
through direct sourcing. The key is to quickly find the
best candidates you can and then network with them
immediately. Don’t look at every resume, or call every
name. Once you have a few good candidates, immediately
start networking. This will allow you to spend as little
as time as possible in the 100 to 10 pool, and more in
the 10 to 1. Proactively reach out to your top
employees. Don’t ask them who they know who’s looking.
Instead, ask them to draw org charts of their prior
companies and then ask the networking questions noted
above. Good people know other good people, that’s why
you only want to network with good people, and why you
must prequalify everyone.
Networking is the true science of recruiting, and how
good recruiters become great. Isn’t it time to become
great?
About the Author
Lou Adler is the
president of The Adler Group, a training and consulting
firm that develops leading-edge recruiting strategies.
Adler is a veteran recruiter and founder of CJA
Executive Search. He's also the creator of POWER Hiring
and “Zero-Based Hiring -- The Six Sigma Process for
Hiring Top Talent.” His industry career included general
management positions with the Allen Group, as well as
senior-level financial management positions with
Rockwell International's Automotive and Consumer
Electronics groups. Lou is the author of Hire With Your
Head - Using POWER Hiring to Build Great Companies (John
Wiley & Sons, 2002), and the award-winning Nightingale
Conant audio tape program, POWER Hiring: How to Find,
Assess, Hire and Keep Great Talent (1999). Adler holds
an MBA from UCLA and a B.S. in Engineering from Clarkson
University, New York.
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Special Trials And Discounts
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Recruiting Polls and Trends
Trend
Watch:
A simple
sub-directory (company.com/careers) is the most prevalent format of
memorable Careers site URL in the Fortune 500.
Trend Watch is sponsored
and provided by iLogos,
a division of Recruitsoft.
Click
here for a complete archive.
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Layoffs and Downsizing
Report - NEW
Recruiters Network has added
a layoff and downsizing report section to its
newsletter. This section can be a great leads source for
candidates.
More information on how to use this section here.
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Recruiting Essential Bookmarks
Recruiting Back Office,
Support and Funding
Add your firm here >>
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Upcoming Seminars &
Conferences
ERExpo 2004 West
March 14-16, 2004
San Diego, CA
ER Expo 2004 West in San
Diego will explore a broad range of hiring and workforce
management issues, including employer branding, metrics,
diversity, technology, and customer service. Breakout
sessions will deliver even deeper into select issues
like healthcare recruiting and volume hiring.
More info >>
Click here for schedules for upcoming conferences and
seminars.
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Site Of The Week
Lou Adler's Zero-Based Hiring Workshops
Zero-Based Hiring Workshops
are coming to a town near you!
In this fascinating workshop, you’ll learn to forever
transform the way you hire great people. If you’re not
hiring top people for every position in today’s hiring
market you’re doing something wrong. With the economic
recovery just around the corner you still have time to
shed old habits and gear-up exciting times ahead.
Take a sneak preview of his new Zero-Based Hiring hiring
workshop >>.
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Final Note - On The
Lighter Side
"The Internet is a great way
to get on the Net."
Republican presidential candidate Bob Dole
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