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The Care and Feeding of Headhunters and Recruiters
by Kathryn Lee Bazan
n 1981, I entered the fascinating (?) world of high-tech recruiting. I wish someone had given these guidelines to all those whom I tried to place; the process would have gone a lot more smoothly. So to save countless headhunters/recruiters/personnel gurus from trying to commit Hari-Kari after dealing with yet another uncooperative candidate, and to save even just one candidate/job-seeker/potential employee from wanting to say "sayonara" to the world after another totally unfruitful encounter with a recruiter, I commit these words.
Ground rules:
A personnel counselor waits for you to walk in the door. Then he or she matches you up with a job order that he or she already has or finds a job that fits your specs. The first person I ever interviewed was an electronic tech. I asked him what he really wanted to do if he could have any job in the world, and he said that he'd really like to get back into television production. I called a video production company, presented three points about Don, and got an appointment for him. He was offered the job. I closed my first placement four days after my hire at the agency.
A recruiter or headhunter is hired by a corporation to find exactly the person the company needs. Most recruiters are hired for their sales abilities. A few agencies hire someone with extensive experience in a field (e.g., electrical engineering) and teach him or her how to recruit and place. Because recruiters know the field, they can tell whether the candidate is "blowing sunshine up their skirts" or if the candidate actually knows the topic.
Rule 1: It is really OK to talk to a recruiter, even if he or she calls you at work -- just don't start ranting on about what a benighted organization currently employs you. Give the headhunter your home number. The recruiter should ask a good time to call. You can answer questions with "earlier" or "later" until you agree on a time. Now, all you have to do is to convince your teenage daughter not to be on the one and only phone line at home at that time. The fact that this recruiter sought you out should be taken as a compliment.
Rule 2: Never assume that the recruiter actually knows what you do -- let alone the nuances of what you do. Explain what you do in small words and slowly since this person is probably taking notes.
I'll give you an example of the process of informing the recruiter. About two years ago, I orchestrated an Internet jobhunt for a close friend who is a UNIX systems administrator. I posted his resume, responded to job postings for him, and investigated Web sites for him on weekends. During the weekdays, he had the glorious opportunity (?) to return calls to headhunters. (Quick side note: While it's cute having your 5-year-old twins tape the outgoing message on your answering machine, that message is not what you want a recruiter or prospective new employer to hear first. Record a professional message. Once you're hired, the twins can come back.)
At least half of the recruiters presented jobs that had nothing to do with UNIX in any way, shape, or form. Another 48 percent had no idea that a UNIX systems administrator with AIX working on an RS/6000 could not be absolutely brilliant on Sun Solaris right now. The last 2 percent were willing to actually listen to Jerry, find out what he knew and didn't know, and then -- lo and behold -- actually present him to jobs for which he was qualified. But Jerry had to spend time educating one recruiter. One way was in a bullet format e-mail cover letter of career and education highlights. This effort paid off; the recruiter knew how to present Jerry to his best advantage, and Jerry eventually got the job at a 25 percent salary increase over his previous job.
You're probably wondering what I sent, aren't you? [Keep reading.]
Rule 3: The theory on how and what to put into this cover letter accompanying your Internet resume is:
1. Keep it as short as possible so that it fits on a computer screen without having to scroll down.
2. Use bullets.
Here's an example:
My name is Jerry W------. I am responding to your job posting for a UNIX Systems Administrator. Briefly my career includes, but is not limited to:
* M.S. Computer Information Sciences, Rensselaer Polytechnic Institute.
* Ten years as a UNIX Systems Administrator in AIX, DG/UX, AT&T System V.>/li>
* Rapid learning curve as demonstrated by becoming literate on AIX in one week based on my earlier experiences.
* Integrated an AIX UNIX system with an Ethernet TCP/IP Windows 95/NT network within 21 days of my hire.
* Converted to PCs, which emulated terminals, thereby eliminating dumb terminals and two systems on each employee's desk.
* Wrote and presented papers at international conferences on computer security issues.
Since I am employed, please call me at home at --- --- ---- after 5 PM EDT or e-mail me at ---------@----. -----. My resume follows.
Respectfully,
Jerry W------
Rule 4: Realize how recruiters work and work with them, if at all possible. Similar to real estate in which you have a buyer and a seller, any placement process consists of the job order and the candidate. The agents for the buyer and the seller split the commission. If one person represents the buyer and the seller, that one person splits the commission with nobody. In this game, if one recruiter produces the job order (a contract with Corporation A to find and hire Person B) and the candidate (the erudite individual taking the job), the recruiter keeps the entire fee. (OK, the owner of the recruiting firm is probably retaining a huge percentage of this fee.) If you are represented by Recruiter A in Atlanta and the Company is represented by Recruiter C in Concord, then the two recruiters split the fee paid by the company.
In a very few cases, the placement office may try to charge you a fee. If the recruiting firm does so, it has to alert you before your interview with the client company. My advice: Run for the hills! You should not pay anyone a fee when thousands of headhunters are out there eager to do this job for you for free.
Recruiter A will brief you before the interview and debrief you afterwards. Recruiter C will present your qualifications to the company and debrief the firm after the interview. Then the two recruiters will share notes and try to convince you to take the job and the company to give it to you.
That's in best of all possible worlds. What can go wrong? Recruiter C may turn up his or her own candidate and, in an effort to keep the entire fee, sabotage you. Is there anything you can do to prevent this sabotage? Not really.
You may wonder how a recruiter finds a candidate. First, the recruiter gets a job order and a detailed description of the perfect candidate. A headhunter friend in El Paso had a job order for a person with experience in wireless communications. Knowing that Motorola developed garage-door openers and that the company was a bit vulnerable to imminent layoffs, he found a division in Arizona and the man who designed the communication system for garage-door openers. Before you could say, "EE-HAH!" (Texan for "Yippee!"), a placement was made.
P.S. It's not unusual for the job order to change after you are presented with the opportunity. If the recruiter doesn't understand what the job requires, you may be presented for a job that does not exist. If you don't fit the new and improved job description
, don't worry about it; there's a better job waiting for you.
Rule 5: Never send your resume to more than one person within an office or chain of headhunters (e.g., Management Recruiters, Inc.) Why? See #4. If you send your resume to Dave and Karen in same office, and they both present you to Terry, who holds the job order, guess what happens out of your line of sight? A huge fight! Dave and Karen both want to represent you, the candidate. A recruiting fee usually runs 30-50 percent of your first year's salary. Therefore, on a $60,000 salary, the fee is a minimum of $18,000. Can you see why they are fighting? I knew you could see that, boys and girls. What usually happens? One of three things:
1. If the boss is a Gandhi of the recruitment world, then Karen and Dave may split half of the fee.
2. A neutral person will check the incoming e-mails to see to whom you sent your resume first. And the winner is…
3. Most likely, if you don't get the job, no one in the office will work with you. Why? To avoid another fight. And recruiters often snub candidates who appear to be so unconscious that they send their resume twice to the same office.
Rule 6: Keep in contact with the headhunter. If he or she thinks you want to work with him or her, the recruiter is more likely to make an effort to place you. E-mail any recruiter who contacts you at least once a week - unless the recruiter has an IQ less than 90.
Rule 7: Keep putting your resume out there. The right job is looking for you right now. You just have to be willing to look and keep looking until you find it.
If you care for your recruiter by feeding him or her easy bites of information (information that may be passed on by the recruiter to the client company with no modification, thus making the recruiter's job that much easier), you have just increased your chances of getting hired.
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Why Recruiters are Worth What They Charge.
-- An excerpt by Paul Hawkinson from The Fordyce Letter
"When I need a heart by-pass, rest assured that I won't select my surgeon on the basis of what he charges."
That's what an ailing executive recently opined when he was informed by his doctor about his arterial blockage problems.
Why then are corporate executives so tightfisted when dealing with what is so commonly thought of as the "heartbeat" of their companies . . . top-talent?
Companies think very little about paying the often excessive fees charged by their outside accounting and legal firms . . . or even to the gaggle of consultants who promise cost-cutting and streamlining miracles in other areas of operations.
Yet, when faced with brain drains, talent deficiencies or the need to replace an employee with a better one, their thoughts too often turn to parsimony. This K-Mart mentality belies and contradicts their stated objectives to "hire the best," especially at pecking order levels below the "big picture" executive suite inhabitants.
Of course recruiting fees can vary from firm to firm but, when they do, you will almost always find that those on the low side are sure to exclude some very key ingredients of the process, all of which are vital to providing the indispensable services necessary to satisfy the needs of the employer.
So why are recruiters worth what they charge? Just a few of the often unspoken reasons are:
Expertise
Nobody knows the employment market-place better than a professional recruiter . . nobody! In-house human resourcers, no matter how effective, view the marketplace through an imperfect or misrepresentative prism and tunnel vision is their occupational hazard.
Just as physicians are cautioned against treating members of their own families, so too is it folly for an in-house H/R professional to believe that they have an undistorted and unbiased picture of the employment landscape. They are vulnerable to the pressures of internal politics and cultural dimensions which do not hinder the outsider.
Street-smart recruiters already know the neighborhood, including the unlisted addresses so often overlooked by the insiders.
Cast a Wider Net
A professional fisherman will always have more to show than a weekend angler. Recruiters are in the marketplace day in and day out. They know the unfished coves, reefs and inlets that are unknown to others. The job-hunter bookshelves are filled with lore about the "hidden job market." The same holds true for professional recruiters who have a detailed roadmap to the hidden talent sources which will never be accessed by newspaper ads, alumni associations, applicant databases, the Internet or any of the other more familiar sources of people.
There are occasional pearls through these sources (and someone inevitably wins the Publisher's Clearinghouse Sweepstakes too) but you have to shuck an awful lot of smelly oysters to find them. Recruiters only give you oysters proven to contain pearls. Your only job is to determine which pearl is the best.
Want to catch what you're fishing for? Hire a guide!
Cost
There is a misconception among employers that the cost of a hire equals the cost of the ads run to attract the person hired. Nothing could be further from reality.
Try adding these to the true cost and you'll see just how cost effective an outside recruiter can be:
Salaries and benefits of the employment recruiting staffs plus those of the line managers involved in the hiring activity (who are not productive in their normal job pursuits when they're out recruiting); travel, lodging and entertainment expenses of in-house recruiters; source development costs; overhead expenses including but not limited to telephone, office space, postage, PR literature, applicant database maintenance, reference checking, clerical costs to correspond with the hundreds of unqualified respondents, etc.
Unbiased Third Party Input
Contrary to what some believe, recruiters don't try to fit square pegs into round holes. A recruiter's stock-in-trade is their integrity and their reputation for finding someone better than a company could have found for themselves.
For a mid to senior-level executive, the average recruiter may develop a "long list" of a hundred or more possibilities. Each must be called and evaluated against the position specifications as well as the personality "fit" with the company and the people with whom they will ultimately work. Once this is winnowed down to the "short list" an even more intensive interviewing process beings to narrow the search to a panel of finalists for review by the client.
This process is not, as some believe, simply romping through the file cabinets or putting the job opening out to others on the recruiter's network with crossed fingers that someone good will show up.
It is highly unlikely that a professional recruiter will be plowing new ground with your opening. They deal within spheres of influence far more familiar with your needs than any internal recruiter and, more often than not, view the finalists as people who are competent to solve client problems rather than just fill an open slot in the organizational chart.
Because they want to do business with you again and again, they are looking for (and challenging you to excellence by hiring) the "truly exceptional" rather than the "just satisfactory" so often settled for by in-house hirers.
Confidentiality
Advertising or otherwise publicly proclaiming an opening, aside from its cost and demonstrated ineffectiveness for sensitive senior level openings, often creates anxiety and apprehension among the advertiser's current employees who wonder why they aren't being considered or worry about newcomer transition problems. Just as often it alerts competitors to a current weakness or void within the company.
Speed
The recruiting process is always faster through a search professional who is continually tapped into the talent marketplace than one having to start the process from scratch. For every day that a key opening remains unfilled, a company's other employees must grudgingly do double duty. And this doesn't factor in the profit opportunities or competitive advantages lost to a company because a position remains unfilled or is done on a part-time basis by others less qualified.
Post-Hire Downtime
Not only is speed an essential part of the professional recruiter's process, the ability to locate a person who can immediately "hit the ground running" with a minimum of "ramp-up time" saves time after the hire. All too often, a hire selected through less effective sources offering a smaller talent pool requires several months of expensive training and orientation.
Reality
Professional recruiters often recognize and have a duty to inform clients that they may be mistaken as to the type of person sought, the salary required to attract them or the possibilities that the solution might just lie in areas outside the traditional target industries . . . something an internal recruiter is politically disinclined to do. Too many hirers fail to understand that a professional recruiter's primary function is not necessarily to fill a slot but to provide the right candidate to solve a problem.
Negotiation
Master negotiator Herb Cohen says that "negotiation is the analysis of information, time and power to affect behavior . . . the meeting of needs (yours and others') to make things happen the way you want them to." As a buffer and informed intermediary, the professional recruiter is better able to blend the needs and wants of both parties to arrive at a mutually beneficial arrangement without the polarizing roadblocks which too frequently materialize in face-to-face dealings.
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