In the Recruiting Profession it’s not your answers, but your ability to ask the best questions, that could result in more hires. Learn creative questions you can ask in order to obtain thorough specs and identify priorities of your hiring authority to shorten the time it takes to fill requisitions.
- In the recruiting profession it's actually the recruiter who learns to ask creative questions that's going to succeed throughout their profession. What you want to do is uncover the challenges, the priorities and the problems of both your clients and your candidates. And then position yourself as the solution. And you can't position yourself as the solution if you sell too fast. So as anxious as we are to get the CVs and resumes from our candidates and get the requisitions from our hiring authorities, we have to take the time to take a deep breath, stand back and uncover what's most important to the other people first so we can properly position ourselves.
There's three very important facts I want you to remember. If you ask the best questions, it will result in more hires. If you identify priorities, what you're going to do is you're going to shorten the time it takes to get an offer and a hire. And lastly, if you ask creative questions, what you have to do is really ask questions that are going to uncover what exactly is keeping the hiring authorities up at night. It's not enough just to get a requisition from somebody. What problems do they have? What skill set is missing in the department? Often they have a skill set they'd love to have in their department and that's not even on the job requisition.
But your creative questioning can uncover that type of thing. And also this is really helping establish rapport with the hiring authorities because you're asking questions no other recruiter is asking. You're positioning yourself as a consultant. You got to listen twice as much as you talk. And I'm sure that you have great communication skills because most people in the recruiting position do. But the fact that we're great talkers is not what makes us great in this profession. It's the ability to ask a question, and then stop talking. We don't have to fill that space when somebody doesn't answer right away.
Ask questions and ask open-ended questions and listen twice as much as you talk. You've got to become your hiring authority's sounding board. And also, make sure that you're not only talking to them when you're working on a current opportunity. Many hiring authorities have shared with me that we call ourselves a consultant, we call ourselves a workforce workplace expert. And we say we want to partner with them but the only time we talk to them is when they're hiring from us. And so that is counter intuitive. People judge you on what you do, not on what you say.
So you have to talk to your hiring authorities even when you're not working on an opening to provide them with valuable information. To position yourself as that consultant that they trust. And when you're asking creative questions, always focus on that "what's in it for me" of the other person. If I'm asking a question, I have to give them the reason why I'm asking a question and how it's going to benefit them to give me an answer. See it's not about what I need, it's not about what I want as a recruiter, because I'm not the important person in this scenario.
The important person is the person that is giving me the specs. And so if I ask the question, I'm going to often explain why this is going to benefit them. Let me give you an example. If I say, okay can you tell me what's missing from the people you interviewed so far. Because I don't want to waste your time. If I give you candidates that don't have that, you're not going to hire them either. So ask a question, show them how it benefits them. And you'll get much more information from these hiring authorities. You also want to get a target date to fill in interviewing times. Explain that timing is everything, timing kills deals.
You can lose candidates if a process goes too long. And you could not produce, you cannot find candidates if you don't have enough time. Again showing the client why it benefits them. Ask if they have a desired company they want you to target. Or sometimes they'll give you the name of an individual. In fact, those are my favorite recruits. When a hiring authority says, you know who I'd really like to hire? I'd really like to hire Joe ABC company. I've interacted with him and he is just the best at what we're looking for. If there was any chance of getting Joe, I would love to hire him.
Do you realize how easy that is for us to now reach out to Joe? And to just basically let him know that somebody has targeted him? And it's interesting when you do that to an individual. They automatically feel great about themselves. And now they want more information because you complimented them. It's like really, somebody's coming after me? That's kind of cool, I kind of like that. And so that conversation, that initial conversation is so easy. On the other side, desired companies. Certain companies have great reputations, certain companies don't. Have you ever presented candidates and all of a sudden you get no communication, they're not hired, no feedback.
Often that's because those people came out of companies who the hiring authority didn't like. And they haven't told you that, and you're wondering what did I do wrong? What did I miss? What you missed was a question you should've asked. What are the companies you'd love to hire out of most? And what companies would you never hire out of? Because that really helps you with your recruiting. Focus on what companies you're going to target for candidates. Also, you want to find out if there's any internal candidates being considered. Most companies in today's job market, because there is such a competition for candidates really want to promote from within.
And they want to take the skill sets not in a department and maybe there's a skill set somebody else has that can be transferred. So internal promotions are really happening much more often now than they've ever happened in the past, in the job market. And so as a recruiter you don't want to spin your wheels and waste your time if in fact there's an internal candidates that's being seriously considered. You want to wait until after the results of that internal consideration before you put a lot of work into the recruit. Also ask what's missing: what's missing in your department, what's missing from the people you interviewed so far.
Because again, you want to fine tune your efforts where you're not wasting anybody's time including your own. You don't want to waste your time surfacing candidates that are not going to hit the mark. That are not going to be considered. See, these questions are going to provide you with great details. And what you want to do as a recruiter is you want to fine tune your search efforts up front. You want to shorten the process because what technology has done, we have to surface candidates faster than our competition, faster than the hiring authorities can find people on their own.
And when you fine tune your search efforts that's exactly what happens. You're going to recruit the candidates that your hiring authority are going to hire.
Barb outlines recruiting best practices, such as how to embrace attitudes and expectations for success, how to best use your time, and how to overcome common objections from employers and candidates. She also addresses the change in recruiting from a mostly verbal and face-to-face communication into the new era of data-driven social and mobile connections. In addition, she provides guidance on how to establish rapport and trust with hiring authorities and attract top talent, as well as techniques for negotiating, closing, and retaining clients and candidates for the long term.
- Develop the right attitude and expectations for recruiting.
- Use different recruiting methods, including websites and social media.
- Differentiate yourself to employers by positioning your services as a solution.
- Identify a company's hiring needs.
- Determine how to attract top talent.
- Build rapport and trust with candidates.
- Identify the right metrics to track your success.