1. HOW TO SELECT,DEVELOP
AND RETAIN TOP
PERFORMING STAFF
Lisa Novak and Melissa Rosen
JUNE 17TH, 2012

2. WHAT ARE WE LEARNING TODAY?
 Tips and tricks for hiring a top
notch staff
 How to create a high impact
training program
 How to optimize and retain your
staff

3. IRONY
Why are staffing & recruiting firms
bad at hiring their own staff?

4. OPTIONS FOR HIRING STAFF
 Experienced Recruiters and Sales
staff in the Industry
 Experienced Recruiters and Sales
staff out of the Industry
 Industry experience but not staffing
 Neither staffing nor industry
 Experienced corporate recruiters

5. WHY EMBARK ON A ROOKIE PROGRAM?
 Lack of experienced staff
 Easier adoption of business practices
 Lower cost overall vs. hiring
experienced staff

6. KEY STEPS TO A SUCCESSFUL PROGRAM
 Management buy In
 Determine your position
requirements
 Start recruiting
 Develop an interview strategy
 Shore up your processes
 Develop a standard on-boarding
plan
 Develop a “rookie” training program

7. What are things that make your
top recruiter/salesperson so
good?

8. FOCUS ON SOFT SKILLS
 Perseverance
 Sales Minded
 Tech Savvy
 Good Listener
 Customer Service Mindset
 Team Builder
 Focus

9. WHERE DO I FIND THEM?
 Retail
 Mobile/Electronics
 Hospitality
 Bartender
 Misc. Sales
 Insurance
 Car Rentals

10. SCREENING AND INTERVIEWING
 Check out the social networks
before the interview
 STARR Method
 Behavioral based interview
questions
 Driving test…
 Are you sold? Talk them out of it.

11. SELECTION PITFALLS
 Bullhorn experience
 Too many interviews
 Trust your instincts

12. CONSIDER A HANDS ON INTERVIEW

13. Next up: How to develop a metrics
management plan that optimizes
performance

14. TIGHTEN UP YOUR RECRUITING PROCESS
 How is activity currently recorded?
 How does a recruiter know their
job priorities?
 How does a recruiter manage their
available candidates aka
relationship management?

15. TIGHTEN UP YOUR SALES PROCESS
 Are key activities able to be
documented in BH?
 How do you manage new
customer pipelines?

16. WHAT SHOULD I BE TRACKING?
 Depends on your business
 Is VMO in the mix?
 Focus on top level
organization goals

17. EFFICIENCY VS. QUALITY
 Ultimate balancing act
 How do you measure
quality
 Consider SLA‟s and
Vendor Agreements

18. IMPORTANCE OF METRICS
 Can‟t manage if you don‟t know
what you are measuring
 Drives profitability
 Increases accountability

19. METRICS… WHERE TO START
 Custom for each business
 Should represent encouraged
behavior
 Metrics should be a mix of activity
and financials
 Roll up to organizational goals

20. METRICS SHOULD BE MEANINGFUL

21. TYPES OF METRICS
 Financial Results
 Activity/Operational Effectiveness
Results

22. FINANCIAL METRICS
 Revenue
 Gross Margin
 Average Spread
 Total Fees
 Cost per Hire

23. SALES OPERATION METRICS
 Prospects
 Opportunity Closure
 Time to Close
 Visits vs. New Job Orders
 Hit Rate
 Fill Rate
 Time to Fill

24. RECRUITING OPERATION METRICS
 New Candidates Sourced vs. Screened
 Activity Ratios
 Prescreen/Internal Submission
 Internal Submission/Client Submission
 Client Submission/Interview
 Interview/Offer
 Offer/Hires
 Hires/Starts
 Time to Fill
 Quality of Hire

25. WIFM?
 Micromanage without
micromanaging
 Create individual
ownership to success

26. BACKWARDS FINANCIAL
Data Comments
Desired Yearly Commssion data entry field
data entry field or can be hard
Input
Avg Commission per hire coded
computes based desired yearly
Yearly Placements commission and avg per hire
Auto calculates based of
Monthly Placements recruiter ratios
Output
Auto calculates based of
Monthly Prescreens recruiter ratios Desired Yearly Commission 65,000
$
Auto calculates based of Avg Commission per hire 2,184.29
Monthly Client Submissions recruiter ratios
Auto calculates based of
Yearly Placements 30
recruiter ratios
Montly Client Interviews Monthly Placements 2.5
Monthly Screens 99
Monthly Client Submissions 29
Montly Client Interviews 29

27. WHAT ABOUT ROOKIES?
 First 6 months – give them
the daily/monthly numbers
 Use formula after 6 months

28. MANAGING TO THE METRICS
 Conduct Monthly Check-Ins
 Research in Bullhorn
before hand
 What specific activity is not
being hit? Why?

29. CASE STUDIES
 As a manager, what do you
need to find out?
 What are some of the
problems?
 Where can you find more
information to diagnose?
 Are the right metrics being
tracked?
 What kind of coaching is
recommended?

30. CASE STUDY #1
George Costanza is a recruiter with Vandelay industries and he has been with the company
almost 2 years. Vandelay Industries does mostly contract work for the Entertainment
Industry. George is a likeable guy that people enjoy working with and has over 5 years in
the business mostly in recruiting. Over the past 3 months, you have noticed that his
monthly placements goal(3 per month) is not being hit. Below are his numbers for this
year.

31. CASE STUDY # 2
Elaine Benes is also a recruiter at Vandelay industries. She has been a
recruiter for 10 years and has been on board for almost a year. Elaine
beats to the sound of her own drum and always hits her placement goal.
The account managers have lately been complaining about orders not
getting filled.

32. CASE STUDY # 3
Jerry Seinfeld is an account manager who has been in the industry over
5 years and has worked for Vandelay for the past year. Jerry has been
aggressively bringing in new orders for the recruitment team to work
on, as a sales manager you are concerned that Jerry isn‟t hitting his
placement goals (6 per month).

33. CASE STUDY # 4
Morty Seinfeld is a Recruiter for Del Boca Vista Recruitment Agency, where they
specialize in high level professional placements. Their business is all direct
placements with clients. Morty has been recruiting for 2 years and started with
Del Boca Vista in January of this year. Morty has fills many of his orders but he
is not meeting revenue expectations (10K/Month).
Placements 1 1 0 1 1
Total Revenue 9,000 7,500 0 7,800 8,000

34. CASE STUDY # 5
Estelle Costanza is also a Recruiter at Del Boca Vista Recruitment Agency and
has been there for about 9 months, this was her first job in recruiting. Estelle
has been struggling to make placements in general. Estelle is always on the
phone and is diligent in her work.
Placements 1 1 0 1 1
Total Revenue 0 11,000 0 9,500 0

35. CASE STUDY # 6
Kenny Banian is a recruiter for Vandelay industries, but he works on the vendor
team. Kenny works on all the order s that come in from VMS systems, he
attempts to get direct contact with the customer but in most cases can only
communicate with a staffing specialist. Kenny has some bad months and some
great months when it comes to placements. Recently a large vendor put
Vandelay on probation for not meeting it‟s SLA of response rate of 95%.

36. CASE STUDY # 7
Frank Costanza is the New Business Developer at Vandelay Industries. He has
been in the industry for 5 years and has worked at Vandelay for about 18
months. Frank is not producing the amount of new business his sales manager
had hoped to see and needs to make some decisions.

37. Next up: We hired them, we know
what we want to track, how do we
train them?

38. IMPORTANCE OF TRAINING
 50% Turnover in the Staffing &
Industry
 Reduces job dissatisfation
 Most “tech frustration” is related to
training needs
 Increases retention
 Best Investment to “grow your
own”

39. TYPES OF TRAINING
 Process/Staffing Best Practices
 Technology and Tools (Bullhorn)
 Soft Skills

40. Creating an Internal Training Program
 Common training pitfalls
 Most common client lessons
learned
 Getting started
 Building an onboarding program
 New hire learning program
 Ongoing learning plan

41. Common Training Pitfalls
 Not having a well rounded plan
 Assuming one training session will
teach people
 No ongoing reinforcement
activities
 Lack of consistency in training
communication
 Not making it fun

42. Training Lessons Learned
 People learn different ways
 Average person learns after the 6th
time
 Not all job titles or lines of business
can be trained the same way
 Reinforcement activities are necessary
for retention
 People need to learn the “old way”
before they can appreciate the new way

43. GETTING STARTED
 Conduct needs assessment
 Determine overall training needs
 Evaluate resource availability

44. ONBOARDING COMPONENTS
 Weekly Activity Plan
 Key tasks customize for your
company
 Role plays for all key activities
 Daily/Weekly check in‟s to review
progress
 Training on recruiting/sales skills
and soft skills

45. ROLE PLAYS
 Love „em or Hate „em?
 Have to get out of your comfort
zone
 Most effective way to train on
industry situations

46. EXAMPLE RAMP UP PLAN - ROOKIE
 Week 1
 Intro to Company, Industry and Tools
 Technology Training - Basics
 Shadowing
 Homework on Industry
 Week 2
 Key Process Reviews
 Role Plays – Recruiting Calls, Voice Mails
 Resume Matching/Sourcing Activities
 Internet Sourcing - REACH
 Week 3
 Review of Activity Goals - Daily
 Technology Training - Advanced
 Start conducting own recruiting/sales calls
 Role plays – interviews, handling objections
 Start presenting candidates internally

47. EXAMPLE RAMP UP PLAN - ROOKIE
 Week 4
 Continue regular key activities with set daily goals
 Sourcing, Calls, Internal Submissions
 Shadow Client Customer Calls – obtaining a job order
 Role Plays – Interview Prep, Candidate Objections
 Week 5
 Continue regular key activities with set daily goals
 Sourcing, Calls, Internal Submissions
 Role Plays – Handling Client Objections, Taking Job
Orders
 Week 6
 Continue regular key activities with set daily goals
 Start own client submissions (sendouts)
 Role Plays – Counter Offer Prep and Objections

48. EXAMPLE RAMP UP PLAN - ROOKIE
 Week 7
 Continue regular key activities with set daily goals
 Sourcing, Calls, Internal Submissions
 Conduct process training
 Pre placement, post placement
 Role Plays – Handling Turndowns, Rejecting a Candidate
 Week 8
 Continue regular key activities with set daily goals
 Sourcing, Calls, Internal Submissions
 Final Exam Role Plays

49. KEYS TO SUCCESS
 Regular check Ins
 Review of daily activity
 Get involved in Role Plays
 Stay with it
 Commitment, but worth it in the long run

50. BULLHORN TOOLS TO HELP RAMP UP FASTER
 Bullhorn Templates
 Prescreen scripts
 Embedded Intelligence
 Scripts
 Handling Objections
 Links to intranet documents
 Activity Reports

51. DEVELOPING ONGOING LEARNING
 Components
 Industry Best Practices
 Technology and Tools
 Delivery
 Self Paced
 External Resources
 Group Sessions

52. FIRST STEPS IN CREATING A LEARNING PROGRAM FOR
BULLHORN
 Review what you have done in the past
 What do people often forget
 Determine the resources you are willing to
commit
 Determine which job titles/departments (if
any) use Bullhorn differently
 Determine company specific documentation
 Utilize people to train whom understand the
corporation needs

53. NEW HIRE LEARNING PLAN FOR BULLHORN
 Utilize the Resource Center
Learning Map
 Set up online quizzes after self
learning
 Utilize Bullhorn Training
 New subscription service
 Regular Webinars
 Bullhorn SME‟s

54. ONGOING LEARNING PLAN FOR BULLHORN
 Set up quarterly refresher sessions by
job function
 Sales, recruiting, employee
maintenance, management
 Leverage Bullhorn Webinars
 Include most commonly forgotten key
tasks
 Include key data points for reporting
 Involve sales and recruiting staff to
assist in training
 Consider an expert “mentor” program

55. COMPANY SPECIFIC DOCUMENTATION
 Decide which data you would like entered
into Bullhorn
 Create a job aid to explain WHY this data is
important
 For example: If a paid candidate source is
not identified, it cannot be shown that the
costs for it are justified
 Train employees on how to pull their own
data to track themselves

56. CREATING A BULLHORN EXPERT PROGRAM
 Who should be an expert
 Getting them up to speed
 Responsibilities of an Bullhorn
Expert
 Include in career pathing

57. CREATE ONGOING INDUSTRY BEST PRACTICE LEARNING-
RECRUITERS
 Candidate Sourcing Techniques
 Social Networking- REACH
 Searching tips and tricks
 Cold Calling
 Candidate screening tips
 Handling objections
 Candidate
 Client
 Calling Techniques
 General Communication Best
Practices

58. CREATE ONGOING INDUSTRY BEST PRACTICE LEARNING
- SALES
 New Client Discovery
 Social Networking Techniques
 Pipeline Development
 Pipeline and Client Management
 Handling objections
 Acquiring job orders
 Calling Techniques
 Communication Best Practices

59. CASE STUDY REVIEW
 What type of activities were not up
to speed?
 What types of training would assist
them?

60. USING QUIZZES
 Utilize to identify training needs
 Better retention
 Cost effect training tool
 Best if used after new hires and at
least bi-annual
 Increase effectiveness with
rewards/contests on results

61. ONLINE QUIZ SOFTWARE
 www.exambuddy.com
 Low monthly fee
 Customize online tests anyone can access
 Can create activities, games and trivia
 www.webtestingcenter.com
 Online test creation
 Automatically scores and maintains results by person
 Different packages depending on needs
 www.classmarker.com
 Free online software for online quizzes
 Does not automatically score

62. EXTERNAL RESOURCES FOR TRAINING
 Bullhorn
 Bullhorn Training Subscriptions
 Industry Trainers
 Online Resources
 Consider hiring/promoting a full
scale corporate trainer

63. SUMMING IT UP
 Try hiring a newbie staff
 Create consistent training
program
 Develop metrics that creates
ownership