The Recruiter's Playbook

Lauderdale - The Recruiter's Playbook

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A few weeks ago at the Fall Ere argument and Expo in Ft. Lauderdale, Fl, I had the opportunity to hear an thoughprovoking speech from college football recruiting expert, Coach Bill Conley. Coach Conley has recruited and coached many well known players who went on to have prosperous careers in the Nfl, to name a few listed on his website: "Cris Carter, Chris Spielman, Orlando Pace, Mike Vrabel, Eddie George, Terry Glenn, Chris Gamble and Mike Nugent." Coach Conley opened up part of his "Recruiter's Playbook" at the conference, and shared key points that all talent acquisition professionals should keep in mind when trying to compete for the best talent - regardless of the enterprise or position.

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Identify the Decision Maker - When thoughprovoking in candidates, do you know who weighs in the most on their decision to accept that nice job offer you just presented them? Is it the candidate themselves, is it their needful other, friends, other house members? If a candidate is starting to raise a family, have children, etc. - what can you do or emphasize that could get their partner on board, in addition to the candidate after you pitched them an phenomenal opportunity? A house amiable environment, great benefits, flexible hours, generous vacation time to spend time with their family, social events, etc.
Make it Tough to say "No!" - What can you bring to the table at your club that a one of a kind talent can't get everywhere else - especially not from one of your competitors? Is it your organization's culture? Innovative projects? Beyond competitive salaries and benefits? possibly it is a second to none development program. Have these key points ready!
Ask the Right Questions - One thing is for certain, everyone is different. Habitancy are motivated in dissimilar ways, and a good recruiter / hiring employer needs to be able to successfully identify a candidate's hot buttons and their passions. Is it about an opportunity for work growth? Maybe it's about working on a wholly unique project no one has attempted before. Or possibly they want to be in a enterprise culture with like minded peers. Once that hot button is identified, learn all you can about that interest and share what you and your enterprise can do to make that aspiration come to fruition.
Quality over Quantity - Coach Conley mentioned that it typically takes pursuing 6 good players to find that 1 great player. Do those other 6 each have the skills to get the job done? Probably. But is it the best farranging fit for the team? Do their skills complement their teammates? Do they have the right mindset and attitude? Do they bring whatever phenomenal to the table? Keep this in mind when you post a position and receive 100 great applicants for one opening. Sure the first 5 you see could do the job and could fill the opportunity quick - but are they the best for your company's needs and long term success?
Trust is a Must - This should be a tasteless sense point for most people. thoughprovoking a candidate is construction a relationship. A relationship is built on trust. A candidate will not share their hopes, dreams, and aspirations for their next opportunity if they don't trust you. When a candidate calls, do you call back when you say you will? Do you succeed up with the information you promised? Even the tiniest of things can make or break that relationship. Prove to the candidate that they matter and are your priority.
Be Innovative - Working in Silicon Valley, the competition for great software engineers is probably at an all time high. A narrative I read just recently mentioned that in the tech space in Silicon Valley, there is about a 3% unemployment rate, while the farranging normal unemployment rate in the region hovers nearby 10%. I routinely cold touch passive candidates about phenomenal opportunities at my organization. The thing is, I'm not the only one contacting them. According to my reports from LinkedIn, I receive a response rate to InMails in the middle of 6-8%. Clearly, cold contacting alone doesn't cut it in today's day and age. What are some outside-of-the-box tactics to get the concentration of that top talent long enough for you to justify why they are a fit for your organization?

I hope these key principles get you mental about calling an audible to your current recruitment tactics and help you to good engage prime candidates in today's tight store for talent - before your competition.

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