Monthly Archives: February 2015

Recruiters: How to keep from becoming extinct!

I have seen some articles of late that suggest corporate recruiters will soon be unnecessary. They typically tout the power of the internet to attract and screen candidates and imply that “old-fashioned, human-to-human” recruiting has become too much of a cost center, without enough benefit. Destined, perhaps, for extinction.

Dinosaur by domdeen

In my world of sales, I’ve seen articles that also predict the demise of sales people simply because today’s buyers have access to so much information and typically are almost completely through their buying process before even talking with a sales person. Yikes.

Before we get too depressed, I want to offer a suggestion — and a challenge — to help ensure that you, as a recruiting professional, continue to be seen as a critical, value-added piece of the hiring process.  In fact, I believe that recruiters can (and do!) create tremendous value for hiring managers, prospects, candidates and companies.

The biggest problem, though, is that recruiters often don’t effectively rise above the crowd and create more value throughout the entire recruiting (and ‘buying’) process. In other words, they find out (too late) that their competitors have done a better job of understanding their prospects and markets and they don’t know how to gain a key, competitive advantage when it comes to engaging with prospects.

I’d like to propose a simple 3-level taxonomy to make my point. And the question you need to ask yourself is, “What level am I?

Level 1 Recruiters: Pitching jobs and companies

Level 1 recruiters may have excellent knowledge of their companies and/or open positions. But the mistake they make is they spend way too much time simply “pitching” or talking about their “awesome opportunity”. They spend very little, if any, time asking questions about their prospects. It’s all about speed and filling open requisitions.

Nothing special here. Your competitors also know their products very well. In addition, you run the risk of truly alienating prospects — especially your passive prospects. The old-school “pitchman” is a thing of the past.  If you recruit at this level, you will certainly become extinct.

When you think about it, what would distinguish a Level 1 recruiter from an awesome landing page on a well-presented corporate career website? Probably not much. Why would a company invest in someone who simply is a “talking brochure”? Stated another way, what would a prospect learn from you they wouldn’t be able to learn (on their own) from the website?

And what can the Level 1 recruiter do that a highly sophisticated resume key-word search program wouldn’t do when it comes to initial sourcing?

Level 2 Recruiters: Solving problems

In Level 2 recruiting, you identify (through your questioning and listening skills) a solid set of items that are important to your prospect, and you carefully align your job/company to match what’s important to your prospect.

Level 2 sellers are skilled at developing unique value proposition statements and know how to tailor their product or service to address a specific problem or need. A Level 2 recruiter would be able to discover key “pain points” (e.g., desire for career growth, or opportunities to work as part of a high-performing team). Then, the “product pitch” would focus on exactly how this opportunity can “solve” the problem the prospect is experiencing.

If you recruit at Level 2, you are probably providing a very similar experience as your competitors, and you are likely getting decent “sat scores” from hiring managers and candidates. From our experience — spending thousands of hours working with hundreds of recruiters — I would say most recruiters are at Level 2. But that brings me to my point. I am not sure that Level 2 recruiters are really showing key, competitive advantage.

So although Level 2 recruiters certainly can help prospects and candidates solve problems and prove value in opportunities, there’s still one more level that will set you apart from your competition and keep you from becoming extinct.

Level 3 Recruiters: Proactive, strategic partners

I think there’s some evidence that in the sales world the very top performers exhibit some other characteristics that truly set them apart. One of those characteristics is the ability to become a strategic partner with clients — one that helps clients see common business problems in a new light. Level 3 sellers are able to create insight — offering possibilities or a future that even their clients can’t yet see.

Level 3 sellers are very smart. Using high levels of customer, industry, and product knowledge, they put together insights that challenge the status quo and thinking of their customers. They put problems in a new light, and they offer innovative ways that their products and services can solve troubling business problems.

Level 3 sellers are proactive, aggressive and strategic. Using business acumen and product knowledge they position themselves as key, collaborative partners with their clients — not just “peddlers of products”. They have truly earned a spot at the decision-making table.

A Level 3 recruiter, then would be one who comes to each encounter prepared. Level 3 recruiters have done their homework — they not only know their product, but they know their markets, prospects, and trends very well.

Level 3 recruiters know how to ask the right questions at the right time — ones that help prospects see opportunities in new ways. To make the distinction between Level 2 and Level 3 recruiting, let me offer an example.

A Level 2 recruiter would be adept at identifying work-life balance as an important driver and (rightfully) share how the position or company would be able to provide the balance that’s important for the prospect.

A Level 3 recruiter, on the other hand, would ask powerful “implication” questions to help the prospect think through how having work-life balance might affect other aspects of the person’s life. In doing so, the Level 3 recruiter might help clarify or solidify the prospect’s thinking — possibly expanding it — and deepening the value proposition.

The Level 3 recruiter might also help the prospect identify new opportunities or challenges that were not originally identified. In our example of work-life balance, the prospect might begin to think about how much more important it is to have opportunities to volunteer in the community (as a result of better work-life  balance), or give back in some way. And perhaps … this line of conversation might even open up more opportunities to sell value (especially if your company prides itself on having strong community service ties).

And one more piece for thought …. I believe that when it comes to engaging top, passive candidates you must be a Level 3 recruiter. No other level will set you apart. Not Level 2 — and certainly not Level 1! You absolutely need to earn your right “at the decision-making table” as a trusted, strategic partner. And I believe that top, passive candidates expect Level 3 recruiting as the “price of entry”.

You get the point. Level 3 sellers — and recruiters — are not in any danger of becoming extinct. They have done their homework and create value by helping create new ways of thinking and new insight.

What level are you? What level do you think your prospects need? Your hiring managers? What can you do to make 2015 the year you move to a new level?

To your success!

Image courtesy of domdeen/

Recruiters: 3 tips to maintaining a great pipeline of qualified prospects

Much has been written abfunnel by renjith krishnanout the importance of maintaining a great pipeline of qualified prospects. But pipelining skills are difficult to develop – and often even more difficult to maintain. I’d like to offer three suggestions that can help any recruiter enhance this critical skill. And by developing your pipelining skills, you can more easily achieve (or exceed!) quota.

To make it simple, my three suggestions align with three phases of a “generic” pipeline: (1) top; (2) middle, and; (3) bottom.

Suggestion #1: Top of pipeline

Creating a healthy pipeline begins here, at the top, by ensuring you have identified enough “suspects” and have converted them into “prospects”. Take care to ensure you have developed more than one “plan of attack” when it comes to identifying passive candidates.

For example, only relying on emails or on simply hoping people find you with some keyword searches will not suffice. You have to become aggressive and be sure that you include a schedule of regular cold calling to fill the top of your pipeline.

As a salesperson, I relied on cold calling to help me develop my pipeline of clients. Without excellent cold calling skills, my pipeline would quickly run dry. If it’s been a while since you’ve done any substantial cold calling, start now! And don’t forget to plan what you will say if you get voice mail.

When cold calling, be especially careful not to make the initial call all about your “great opportunity.” Instead, keep in mind the purpose of your first call is to get a second call. To that end, be sure you can develop enough of a “hook” to engage the prospect and generate just enough interest to make the person agree to a follow-up call.

Be sure you are leveraging the power of referrals to increase your network of suspects for the top of your pipeline. Nothing “warms up” a cold call like a referral! In addition, studies have shown that when you mention a mutual contact in your message or initial call, you are much more likely to have a successful call.

Also, keep track of your conversion rates. Do you know how many cold calls result in a second call? Or how many cold calls eventually convert into active prospects/applicants? These are minimum statistics that any great sales person will know. Remember that it’s the top of the pipeline that makes the middle and the bottom possible.

Suggestion #2: Middle of pipeline

Once you’ve had a few conversations with your prospect, how successful are you moving them through the pipeline? If you are experiencing dropouts after engaging them, then consider that you have not done a good job of developing a compelling value proposition.

It’s the value proposition that will keep your prospects engaged. Without enough perceived value, prospects will quickly opt out. A great value proposition begins by knowing exactly what’s important to your prospect. You can’t assume that everyone puts the same value on the same things. For example, a great teaming environment – or perhaps growth opportunities – may be appealing to some, but not to others. Don’t make the “one size fits all” mistake when it comes to value propositions.

A common mistake less experienced sales people – and some recruiters – make is to talk too much about their “great company” or “awesome opportunity”. Savvy prospects won’t respond well to you wanting to “introduce yourself and/or your company”. They don’t have time for that. This isn’t a cocktail party or mixer.

Be sure you have developed great questioning and listening skills to quickly and accurately identify the “buying criteria” of your prospect. Once you understand what is important to them when it comes to making a decision about a new career move, you can develop your “customer-focused” value proposition.

Remember, it’s not about you – it’s about them. Considering the enormous effort you put into cold calling and filling the top of your pipeline, it makes sense to be sure you know how to keep your rock star prospects engaged. Without a customer-focused value proposition, your prospect will be ripe to quickly drop out of your pipeline. And that means no further opportunity; no opportunity means a certain but slow drying up of the pipeline.

Suggestion #3: Bottom of the pipeline

Congratulations! You’ve successfully converted those suspects into prospects and have kept them interested with your great value proposition. But you’re not quite “home free”. Don’t assume that just because your prospect has invested time already, they are an “assumed close”. Quite the opposite.

Although you should be “closing” throughout the pipeline process, the closing skills become even more important at the bottom of the funnel. At this stage, prospects and candidates will have questions – or even objections – that will need to be addressed with skill and care. One misstep here and you will run the risk of losing the opportunity out of your pipeline.

And at this stage, the cost of the lost opportunity is much greater because of the amount of time you have invested throughout the pipeline process. Protect your investment by confirming interest and anticipating and addressing any concerns. Sharpen your ability to navigate objections (especially salary objections) and be especially vigilant in addressing each concern. Leave nothing assumed. Ask, clarify, and confirm.

So there you have it! Three tips – one for each part of your pipeline. Start by developing great cold-calling skills, and don’t forget to track your results. Then be sure you know how to develop value by keeping the focus on your prospect’s needs. Finally, pay specific attention to those great closing skills – including managing salary objections.

With these tips in mind, you will be well on your way to a productive and healthy pipeline!

To your success.

Image courtesy of Renjith Krishnan/