This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.

1. 2013
SHRM
Talent
Management
Conference
&
Exposi=on
Steve
Lowisz
Author,
Educator,
Interna7onal
Speaker
Presented
By:
Recruit
or
Get
Out
of
the
Way
Session
Title:
Tuesday
–
April
16th,
2013

2. Recruit
or
Get
Out
of
the
Way
A
View
From
a
Different
Lens

3. Recruit
or
Get
Out
of
the
Way
What
Recruiters
Say
• The
hiring
manager
won’t
return
my
calls
• The
hiring
manager
wants
to
see
more
candidates
• The
hiring
manager
does
not
understand
what
they
want
• No
one
we
find
is
acceptable
to
the
hiring
manager
• I
don’t
have
enough
=me
in
the
day
to
do
my
job
successfully
• The
hiring
manager
does
not
know
how
to
make
a
candidate
offer
• I
send
the
candidates
to
the
manager
and
get
no
return
feedback

4. Recruit
or
Get
Out
of
the
Way
What
Managers
Say
• Always
needing
to
track
down
the
recruiter
for
updates
• I
have
to
look
at
25
candidates
to
find
one
poten=al
• The
recruiter
does
not
know
what
I
need/want
• Most
of
the
candidates
are
way
off
the
mark
• I
have
to
tell
the
recruiter
what
to
do
• The
recruiter
does
not
know
how
to
close
the
candidate
• Recruiter
just
sends
me
resumes
–
they
are
just
pushing
paper
• 72%
of
Hiring
Managers
surveyed
felt
their
internal
recrui=ng
lacked
real
effec=veness

5. Why
do
Talent
Acquisi7on
professionals
oXen
lack
credibility
from
the
Hiring
Manager?

6. Recruit
or
Get
Out
of
the
Way
Realiza7on
• Hiring
Managers
are
generally
trained
to
behave
the
way
they
do
• New
hiring
managers
oXen
join
with
a
nega=ve
predisposi=on
toward
the
recrui=ng
func=on
• Focus
on
cost
and
=me
are
oXen
driven
by
recrui=ng
organiza=on
metrics
and
previous
‘training’
• Focus
on
“I
need
to
see
more
candidates”
is
most
oXen
driven
by
the
job
intake
and
candidate
presenta=on
process
• Email
and
Pray
• Self
Service/Automa=on
Credibility?
Why
do
we
lack

7. Recruit
or
Get
Out
of
the
Way
9
Common
Mistakes
• Forget
to
focus
on
our
internal
brand
-­‐
credibility
• Afraid/Do
not
ask
the
right
ques=ons
• Do
not
communicate
consistently/honestly
• #
of
Open
requisi=ons
–
badge
of
honor
• Secng
unrealis=c/no
expecta=ons
• Not
understanding
the
objec=ves
of
the
business
• Talking
in
HR
terms,
not
business
terms
• Not
measuring/repor=ng
the
right
metrics
• Allow
the
manager
to
lead
Credibility?
Why
do
we
lack

8. Recruit
or
Get
Out
of
the
Way
Credibility?
Why
do
we
lack
The
Common
Result
of
Our
Mistakes
• Lack
of
posi=ve
percep=on
§ Hiring
Manager
wants
to
dictate/lead
the
process
§ Hiring
Manager
wants
to
use
a
third
party
search
firm
§ Hiring
Manager
becomes
unresponsive
–
no
feedback!
§ Hiring
Manager
always
wants
more

9. Recruit
or
Get
Out
of
the
Way
Credibility?
Why
do
we
lack
The
Common
Result
of
Our
Mistakes
(cont.)
• “Throw
and
S=ck”
syndrome
• Over
jus=fica=on
of
every
expense
–
lack
of
resources
• Lowered
candidate
quality
• Higher
cost
per
hire
• Lack
of
a
“Seat
at
the
table”
• Volume
that
is
unrealis=c

10. Step
#1
Build
your
brand

11. Recruit
or
Get
Out
of
the
Way
How
do
we
build
Credibility?
Step
#1
Build
your
brand
• Become
Subject
Mager
Savvy
• ABC
–
Always
Be
Communica=ng
(Good
or
Bad)
§ Don’t
rely
only
on
email
§ Set
expecta=ons
of
communica=on
• Develop
the
Reputa=on
as
a
Problem-­‐Solver
• Set
Realis=c
Expecta=ons
§ Time
to
fill
vs
process
to
fill

12. Recruit
or
Get
Out
of
the
Way
Step
#1
Build
your
brand
• Lead
Your
Manager
§ When
taking
the
job
§ When
developing
the
search
strategy
§ When
presen=ng
the
candidate
§ When
making
the
offer
How
do
we
build
Credibility?
(cont.)

13. Recruit
or
Get
Out
of
the
Way
Step
#1
Build
your
brand
Building
Rela7onship
with
your
Managers
• TALK
IN
THEIR
TERMS:
§ Increased
Revenues
§ Increased
Profitability
§ Increased
Efficiency
§ Cost
of
Open
Posi=on
§ Improved
Customer
Experience

14. Step
#2
Lead
Your
Manager
(The
Job)

15. Recruit
or
Get
Out
of
the
Way
Step
#2
Lead
Your
Manager
Do
Job
Descrip7ons
Really
Describe
the
Job?
1. Help
people
hate
each
other
2. Stand
on
a
field
and
get
yelled
at
for
hours
3. Talk
in
other
people’s
sleep
4. Spend
most
of
the
day
looking
out
the
window
5. Repeatedly
fix
what
you
repeatedly
break
Divorce
Lawyer
Umpire
College
Professor
Pilot
IT
Director

16. Recruit
or
Get
Out
of
the
Way
Step
#2
Lead
Your
Manager
Job
Descrip7on
Cau7ons
• Job
descrip=ons
oXen
serve
as
a
crutch
–
giving
managers/recruiters
the
right
to
stop
thinking
• Job
descrip=ons
can
inadvertently
exclude
high
poten=al,
top
performing
candidates
• Job
descrip=ons
cannot
predict
candidate
performance
• Job
descrip=ons
oXen
create
a
“I’m
looking
for
what
is
says
here”
mindset
with
many
hiring
managers

17. Recruit
or
Get
Out
of
the
Way
Step
#2
Lead
Your
Manager
Taking
the
Job
Order
• Tell
vs
Ask
• Purpose
–
Probe
to
iden=fy
the
hiring
manager’s
real
needs
• Iden=fy
if
the
‘ideal
candidate’
is
a
‘real
candidate’
• Set
realis=c
expecta=ons
• Set
the
tone
for
who
is
the
recrui=ng
expert

18. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
ROLE
DETAILS
Why
is
the
role
open?
If
replacement,
what
happened
to
the
previous
person?
What
happened
to
the
previous
three
individuals
in
the
role?
Is
this
posi=on
responsible
for
the
budget/P&L?
If
so,
what
is
the
budget?
What
are
the
advancement
opportuni=es
for
this
role?
What
characteris=cs
and/or
skill
would
make
a
person
unsuccessful
in
this
role?
What
are
the
three
long
term
objec=ves
of
the
role:
1.
2.
3.
What
are
the
three
short
term
objec=ves
of
the
role
within
the
first
180
days
(Success
objec=ves)?
1.
2.
3.
What
are
the
four
main
reasons
a
candidate
would
be
interested
in
this
posi=on?
1.
2.
3.
4.
Why
is
the
role
open?
What
are
the
three
long
term
objec=ves
of
the
role?:
What
are
the
three
short
term
objec=ves
of
the
role
within
the
first
180
days
(Success
objec=ves)?

19. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
Breakdown
the
posi7on
as
a
percentage
of
7me
Please
provide
percentage
and
descrip=on
of
responsibility
%
%
%
%
%
Candidate
Experience/Skills
Must
have
skills
required
to
perform
the
func=on
in
order
of
importance:
1.
2.
3.
4.
5.
Strongly
preferred
skills
in
order
of
importance:
1.
2.
3.
What
are
the
three
long
term
objec7ves
of
the
role:
Technical/posi=on
specific
ques=ons
that
recruiters
will
ask
during
the
ini=al
interview
that
will
drive
effec=ve
candidate
assessment.
Q/A:
Q/A:
Q/A:
Q/A:
Q/A:
Must
have
skills
required
to
perform
the
func=on
in
order
of
importance:
Strongly
preferred
skills
in
order
of
importance:

20. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
Func7onal/Experience/Educa7on
(Rank
all
in
order
of
preference.
1
is
most
important)
Rank
Bachelor
Degree
Master’s
Degree
Experience
in
business
to
consumer
services
Experience
with
contract
center
opera=ons
Experience
with
technology
development
and
implementa=on
Extensive
exposure
to
direct
customer
contact
Experience
managing
a
$40+
million
business
Experience
managing
new
product
development
and
implementa=on
Experience
in
healthcare,
childcare
or
medical
industries
Currently
located
in
the
CO
marketplace
–
no
reloca=on
1
2
3
4

21. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
Hiring
Manager
Specifics
How
long
have
you
been
at
the
company?
What
is
your
company
story?
What
companies
did
you
work
at
prior
to
the
company?
What
school(s)
did
you
agend?
Are
you
involved
in
any
Alumni
Associa=ons?
What
networks
and/or
associa=ons
are
you
(and/or
your
team)
a
part
of?
Are
you/or
your
team
ac=ve
on
LinkedIn?
LinkedIn
Group(s)
Key
connec=ons:
Sourcing
and
Candidate
Genera7on
Internal
partners
expected
to
apply
and/or
partners
you
are
interested
in?
No
Yes;
Who?
Target
companies
to
source
from:
What
industry
=tles
map
to
this
posi=on?
Keywords
to
look
for
in
candidate
Profile/resume?
Who
are
your
strong
performers
on
the
team?
What
companies
are
the
high
performers
from?
External
referrals:
Networking
leads:
Industry
events
and/or
conferences?
Relevant
industry
blogs
and/or
newslegers
you
are
aware
of?

22. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
Compensa7on
Informa7on
Base
salary
range?
Bonus
program?
Based
on?
Equity
opportunity?
Describe:
Consider
reloca=on
for
final
candidate?
Yes
No
Consider
sign
on
bonus
for
final
candidate?
Yes
No
Consider
Visa
sponsorship
for
final
candidate?
Yes
No
Behavioral
Based
Interviewing
Behavior
Based
Interviewing
guide
can
be
provided
Must
have
behaviors/competencies
in
order
of
importance.
(No
more
than
8)
1.
2.
3.
4.
5.
6.
7.
8.
Interview
Logis7cs
Interview/Panel
Interviewers
Posi=on
Titles
Format
(phone
or
in
person)
Length
of
=me
Alternate
Interviewers

23. Recruit
or
Get
Out
of
the
Way
Needs
Analysis:
Taking
the
Job
Order
• Agreement
of
Skills
and
Compensa=on
allows
you
to:
• Define
and
gain
agreement
of
the
Manager’s
Expecta=ons
• Properly
Present
the
Candidate
• Remind
the
Manager
of
their
defined
needs.
Once
Agreed,
Follow
Up
in
Wri7ng

24. Step
#3
Lead
Your
Manager
(Candidate
Recruitment
&
Selec7on)

25. Recruit
or
Get
Out
of
the
Way
The
5
Steps
of
the
Sales
Process
• Develop
a
rela=onship
• Iden=fy/Qualify
• Overcome
Objec=ves
• Fill
the
need
• Advance
the
sale
Credibility?
How
do
we
build
Lead
your
Manager:
Candidate
Recruitment/Selec7on
Remember:
You
are
the
professional
now
act
like
it!

26. Step
#4
Lead
Your
Manager
(Present
The
Candidate)

27. Recruit
or
Get
Out
of
the
Way
• Make
certain
you
know
the
emo=onal
drivers
of
the
candidate
§ Points
of
pleasure
§ Points
of
pain
• Do
not
email
resume
to
manager
and
ask/hope
for
feedback
• Get
manager
to
call
you
back
§ “I
have
a
poten=al
candidate
I
need
to
talk
with
you
about”
Lead
Your
Manager
–
Present
the
Candidate

28. Recruit
or
Get
Out
of
the
Way
• Review
each
emo=onal
driver
• Restate
agreed
upon
skills
• Present
candidate’s
required
skills
• Present
candidate’s
desired
skills
• Gain
agreement
Lead
Your
Manager
–
Present
the
Candidate
(cont.)

29. Recruit
or
Get
Out
of
the
Way
• Highlight
Success
–
What
they
did
• Highlight
Core
Competencies
–
How
they
did
it
• Make
Your
Case
–
Why
they
should
be
considered
• Restate
agreed
upon
required
skills
• Highlight
any
desired
skills
Lead
Your
Manager
–
Present
the
Candidate
(cont.)

30. Recruit
or
Get
Out
of
the
Way
The
Candidate:
Present
with
Confidence
(Lead
the
Manager!)
• Don’t
ask
“what
are
the
next
steps?”;
“What
do
you
think?”
• Recommend
next
steps
-­‐
Assump=ve
Lead
Your
Manager
–
Present
the
Candidate
(cont.)

31. Step
#5
Lead
Your
Manager
(Making
The
Offer)

32. Recruit
or
Get
Out
of
the
Way
Remember…
• Candidates
buy
emo=onally
and
jus=fy
ra=onally
• Never
lead
with
compensa=on
• Making
the
offer
is
“filling
the
need.”
Prepare…
• Do
you
know
the
points
of
pain
and
points
of
pleasure?
• Know
the
details
–
Benefits,
Travel,
etc.
• An=cipate
road
blocks
–
Objec=ons
Present…
• Revisit
Each
Emo=onal
Driver
§ Drivers
they
have
§ Drivers
they
want

33. Step
#6
Measure
and
Report
What’s
Important

34. Recruit
or
Get
Out
of
the
Way
49%
13%
42%
36%
63%
29%
17%
23%
0%
10%
20%
30%
40%
50%
60%
70%
Quality
of
Hire Time
to
Productivity
Time
to
Hire Job
Vacancies
Outstanding
TA
Executives Business
Executives
Step
#5
Measure
and
Report
What’s
Important
What
macers
most?
(Aberdeen
Group
Study)

35. Recruit
or
Get
Out
of
the
Way
Step
#5
Measure
and
Report
What’s
Important
Why
are
recrui7ng
metrics
important?
• Drive
consistency
in
delivery
of
recruitment
services
to
the
hiring
manager.
• Iden=fy
process
steps
that
need
improvement.
• Support
business
cases
for
programs
and
expenditures
in
recrui=ng.
• Report
the
right
recrui=ng
results
to
senior
management.
• Define
what
is
important
to
hiring
managers
and
execu=ve
leaders

36. Recruit
or
Get
Out
of
the
Way
Step
#5
Measure
and
Report
What’s
Important
Time
to
Fill
Cost
Per
Hire
Open
Reqs
Typical
Metrics:
§ Only
looking
at
ini=al
cost
and
not
the
long-­‐term
cost
of
hiring
the
wrong
candidate.
§ Does
not
account
for
“quality
of
hire”
–
will
the
candidate
deliver?
(Business
focus).
§ Recruiter
focuses
on
the
lowest
hanging
fruit
-­‐
drives
recruiters
to
“sell”
candidates
internally.
§ Recruiter
focuses
on
“filling
the
seat”
faster
and
cheaper,
not
beger.

37. Recruit
or
Get
Out
of
the
Way
Step
#5
Measure
and
Report
What’s
Important
What
to
Measure:
• Sourcing
Channels
(Int.)
• Recruiter
Efficiency
(Int.)
• Candidate
Sa=sfac=on/Experience
(Ext.)
• Hiring
Manager
Sat/Experience
(Ext.)
• Quality
of
Hire/Produc=vity
(Ext.)
• Efficiency
Ra=o
(Ext.)
?

38. 2013
SHRM
Talent
Management
Conference
&
Exposi=on
Steve
Lowisz
Author,
Educator,
Interna7onal
Speaker
Tuesday
–
April
16th,
2013
Website: www.stevelowisz.com
Email: steve@stevelowisz.com
Twitter: @slowisz