Candidate Services
Searching for a New Position
A Personal Effort? An Executive Recruiter?By Jack Bush, VP of Operations
Management Recruiters of Durham South
An individual searching for a new position, regardless of the reason (job eliminated in a restructuring; position consolidated with another job as a result of downsizing; looking for a new challenge), has the choice of undertaking this effort on his/her own or working through an executive search firm. Which is the better avenue to travel?
If you are well connected in an industry, networking with contacts can often lead to the identification of new opportunities. The process of presenting your credentials and discussing your qualifications with a Hiring Authority is another matter. If you are successful, congratulations are in order, because it is somewhat rare that a Hiring Authority will undertake any of the hiring procedures without first consulting with Human Resources. Even if they know you personally, most will forward your credentials to HR, for legal reasons if nothing more, and you simply become one of many applying for the position. A sponsor (recruiter) is needed to keep your application fresh and on top of the pile.
If you are not that well connected in an industry, today's world of websites galore offers many job seekers an alternative. They can search the web and send their resumes to a designated address. Then comes the interminable wait, followed by more waiting. And, there is rarely a phone number available for follow up. The simple truth is that most responses to web postings quickly find their way to some black hole, never to surface again. One wonders why companies will advertise openings in this manner and not respond to applicants. Consider the following:
- Virtually 100% of web responses are sent to Human Resources departments for initial screening. Given that web posted positions could generate many applications, the process of completing an initial screening to match a candidate's credentials to the posted requirements becomes horrific. Those companies large enough to afford screening software can accomplish this task on a key word basis. Received resumes are logged into a database and then subjected to such screening. If a sufficient number of key word hits are not recorded, the resume is typically discarded. This process can, and usually does, have another negative side - - if a search firm submits the same resume at a later date with supporting evidence of qualifications, the submitting recruiting firm cannot get paid due to prior contact.
- If a company is smaller and relies on manpower for the initial screening, resumes are still recorded as received, then reviewed. Many Human Resources personnel are not experienced and/or skilled in reviewing a resume and making a judgment decision about an applicant's background and credentials related to an opening, particularly if the position is technical in nature. There are no gray areas. The resume either shows a job qualification or it does not. As a result, some very qualified candidates unfortunately never get passed to a Hiring Authority for review.
- Due to the rather lengthy amount of time from a candidate's submission of his/her resume to a web posting and an initial review/contact by an interested company, there is an excellent chance that the applicant can and will find another job. Frankly, most individuals cannot wait for this process to generate a positive response. Unless a candidate is willing to wait for many, many weeks, this media does not offer very encouraging results.
- Finally, when a position is filled, it usually takes a company several weeks, if not longer, for their website to be updated. In other words, you may be submitting your materials for an opportunity that no longer exists. Once again, there is rarely a phone number available to follow up on the status of a position. And, most companies are not equipped to send messages to all the applicants that the job has been filled.
What are the benefits of working through an executive search firm versus trying to find that perfect job on your own? The answers can range from many to none, depending on the commitments made on BOTH sides to accomplish a specific search. If the decision is to work via an Executive Recruiter, the individual seeking assistance needs to understand the fundamentals of an effective working relationship. Without such a relationship, the process will go nowhere.
The executive recruiting business is no different from any other business. Account Executives and Management must look at Return On Investment (ROI) when accepting an assignment to search either for qualified talent to fill an opening, OR to search for a position for a talented candidate.
Most Executive Recruiters are engaged in both kinds of work. First and foremost, their primary objective is to find qualified talent for available positions. Stated differently, a recruiter commits a majority of their time and resources to finding qualified individuals to fill positions for which their clients have engaged their services. Typically, 75% to 80% of total time/resources are devoted to these activities. A secondary objective is to seek available positions for qualified talent through their marketing programs. It is vitally important for any recruiter to keep “the pipeline full of job orders, and marketing talent is the means of accomplishing this end.
If you are on the "looking for a position" side of the fence, you must understand your relative position within the Executive Recruiter's business, and you must clearly meet the recruiter's expectations of any candidate requesting a portion of their available time/resource allocations. As noted above, without an effective relationship, the process will die before it gets started.
Frank G. Risalvato, CEO of Ires, Inc., wrote an interesting article entitled, "Working with an Executive Recruiter: What you should expect What is expected of you". The core of his article is written around ten (10) key points in establishing an effective working relationship. Although we basically agree with ALL of Frank's points, we believe that several fall into the category of "essential", while others should be listed as "important" considerations. We would like to offer our thoughts and comments on what we consider "essential" subjects, with slightly different titles. As one might expect, our thoughts and comments will also differ somewhat from his material.
The Need for Honest/Two-Way Communications
When requesting that an Executive Recruiter allocate a portion of his/her limited time and resources to help you find a new position, complete honesty about your prior search activities is absolutely necessary. Without being asked, you should be prepared to give the names of companies and the dates of previous contacts (including any submission to web-posted jobs), any telephone or face-to-face interviews, the names and locations of other recruiters you have used, and any other information about your previous search activities. The fear that a recruiter will turn your request down if you divulge too much information is the usual justification for keeping things unsaid. Please keep in mind that THE ACCEPTANCE OF YOUR REQUEST FOR HELP IS AN ASSUMED RELATIONSHIP BASED ON TRUST, and the moment that trust is broken, the relationship is virtually irreparable.
Most recruiters have developed their own database of companies and/or contacts within the industries they work. Knowledge of when, where and how you have pursued employment opportunities will enable the recruiter to avoid duplicating a previous effort or being told that the prospective client has prior contact. Consider how a recruiter would feel after spending precious time marketing your talents and finding out that your resume is "on file", either from your submission or the submission of another recruiter. Trust me, you DO NOT want the recruiter to hear these words. The ASSUMED RELATIONSHIP BASED ON TRUST is broken, and it only takes one event.
Your Resume Format / Contents / Submission Rules
When you open a magazine or any media that contains advertising, your attention is drawn to certain ads and you pass over others. Did you ever think of what captured your interest in an ad such that you would spend more time reading its contents? Media firms are challenged every day by their clients to become more creative and to capture a greater "share of mind" with their ads.
In a way, your resume is your advertisement, and the same concepts apply. How do you capture a Hiring Authority's interest in your credentials and qualifications? It has been estimated that the average Hiring Authority spends only 30 seconds on an initial review of a resume. Somewhere within that timeframe, you must capture his/her attention with something important in order to get more time for an expanded review. In other words, you need a "grabber", or two, or three!
When we commit to marketing a candidate, we will create a MPC (MOST PLACEABLE CANDIDATE) summary for presentation to prospective clients. In order to construct such a summary, we use a tool known as a FAB worksheet (FEATURES / ACCOMPLISHMENTS / BENEFITS). Needless to say, BENEFITS to the client are the most important elements of any presentation. These are the "grabbers". In order to clearly state BENEFITS, one must thoroughly understand your credentials (FEATURES) and previous successes or results (ACCOMPLISHMENTS), hence the FAB exercise. Results of an employment assignment become the potential BENEFITS to a prospective employer. How they are presented is extremely important.
A candidate should not be surprised or offended if a recruiter requests that his/her resume be changed. A couple of comments on construction and contents that seem to work best for Hiring Authorities:
When constructing a resume:
- Always write your resume in MS Word, which can easily be electronically transferred.
- Do not worry about confining your information to two pages. If you have something important to present, which requires more than two page, present it -- the operative word is "important."
- BULLETIZE AS MUCH AS POSSIBLE. The objective is to say a lot with as few words as possible.
When writing the contents:
- Include ALL your contact information at the top of your resume.
- Write a brief OBJECTIVE statement clearly explaining the type of work desired.
- Present your EDUCATION credentials, showing institutions, type of degrees and completion dates.
- Show your PROFESSIONAL EXPERIENCE, in descending order from last position held.
- Spend 10% of your time identifying your employer, stating your job title, describing your responsibilities, and listing the duration of the assignment (dates). Spend the remaining 90% on accomplishments or results. Remember, your RESULTS become potential BENEFITS for the prospective client. These are the "grabbers" that are so essential. Positive accomplishments or results are the best predictors of future performance.
When a recruiter locates a potential position (job order) that matches your credentials and qualifications, you should be contacted to discuss the opportunity prior to any submission of your resume or other supporting materials. SHOULD is used, because some search firms do not always practice this rule. Management Recruiters of Durham South feels strongly that your permission is essential before we will send out any documents. Forwarding your paperwork to a prospective client could be a waste of their time if you have no interest in the position or location.
How Many Search Firms Should Be Used?
The answer to this question is simple - - 99% of the time, ONE. As noted earlier in this presentation, the commitments made on both sides to find a suitable position for a talented person (the 20% to 25% portion of a typical recruiter's business) normally demands that the recruiter become the sole representative of that candidate. An exception to this rule may depend on the complexity of the job being sought. A typical placement could take from 30 to 60 days; difficult positions could extend to 120 days or longer. If the candidate in question becomes dissatisfied with the recruiter's activities, or lack thereof, then the candidate should discuss his/her concerns and advise the recruiter about soliciting services from additional sources. Once again, ROI becomes an issue. If multiple recruiters are being utilized, the chances of making a placement are greatly reduced, and the potential return on investing time and resources is also reduced. There are probably better, more profitable things to do with recruiting efforts. If the recruiter pulls out of the picture, the candidate should be advised as a professional courtesy.
Assuming the required position is not that difficult to locate, a recruiter should commit to representing only the talented individual for that position versus submitting multiple candidates for consideration. In some instances, the client demands multiple candidates. If this is the situation, and if you are convinced that your candidate has the best qualifications for the job (a very high percentage of the job requirements), a second person of lesser qualifications could be strategically submitted for comparison purposes. This approach should be communicated to the original candidate the recruiter is representing.
Getting A Job Offer - Achieving The Objectives
Because most recruiters operate from large databases of companies & their internal contacts, these organizations are much better equipped to find available positions within the industries they serve. With regard to clients, recruiters bring tremendous value through the many sourcing channels they utilize, including their internal database of active and passive candidates, as well as the routine procedures and services they perform (writing job descriptions / pre-screening candidates / degree verifications / reference checks / arranging interviews).
When all is said and done, the recruiting process is all about Getting a Job Offer. From the recruiter's standpoint, filling an open position results in the payment of a service fee. So, the only difference is in the search a search for the best available talent or a search for an available job.
Since a smaller portion of a recruiter's time and resources are allocated to finding "an available job" versus "an available talent", it is mandatory that marketed candidates take full advantage of any and all help in bringing a successful conclusion to an arranged interview. Regardless of your interviewing experience, it is a good idea to review certain "Do's and Don't" of the process BEFORE actually engaging in a conversation with individuals from a prospective employer. A good recruiter will "prep" a candidate before a telephone interview, as well as a face-to-face on-site interview.
Telephone Interview: OBJECTIVE - GET AN ON-SITE INTERVIEW
Typically, a single individual from the client is assigned the responsibility of conducting a telephone screen. This person is usually the Hiring Authority. On occasion, it may be someone from within the same department. Regardless, clients' typical areas of discussions/questions may include, but are not limited to, the following:- A general overview of your background and experiences
- Why you are interested in making a change?
- What do you consider are your strengths and weaknesses?
- How can your strengths benefit our company?
- What makes you the best candidate for the position?
- What are your short and long term goals?
Face-to-Face Interview: OBJECTIVE - GET A JOB OFFER
When a client decides to bring in a candidate for an on-site face-to-face interview, the assumption is that the person is most likely qualified for the job. Beyond that, up to 75% of the hiring decision will be based on chemistry. Needless to say, first impressions are extremely important. Does the Hiring Authority like you? How well will you fit into the organization?
Once a candidate achieves an on-site interview, it behooves him/her to maximize every opportunity for success. The need for a pre-interview "prep" is paramount. Although the same areas of discussions/questions noted for a telephone interview are appropriate, the list is always expanded. Over the years, Management Recruiters of Durham South has collected questions that clients have asked candidates, and vice versa. These are listed in a document entitled, Ace That Interview.
In addition to the questions noted above, Ace That Interview offers tips on the "Do's and Don'ts" of interviewing. Most of these points are common sense, but one would be surprised to learn of the number of candidates who have violated them. Every tip is based on a real situation. If nothing more, consider these tips as a check-list or refresher. Finally, pay particular attention to point #7, "Ask for the job" and point #8, "Send a follow-up Thank You Note" (we recommend that a draft be sent to the recruiter first for review).
Up to the point of receiving an offer, the client is in total control of the interview process. Once an offer is extended, control changes to the candidate. The client has committed its position and is awaiting a favorable response. The candidate can accept the offer as presented, negotiate minor changes, or turn the offer down - - the candidate is in control of the decision!
What Constitutes a Good Offer?
Each job offer is a unique situation. For the benefit of both parties, the candidate must thoroughly evaluate every aspects of his/her situation before committing to a new position. All too often, candidates only consider "compensation" as the deciding factor in accepting a job. This, of course, comes in the form of annual base salary, bonuses, stock options, 401K benefits, etc. Rarely will a candidate accept that a backward compensation step can be a positive move.
If a candidate has not considered such things as (1) job satisfaction, which includes opportunities to contribute to the success and/or direction of a company, (2) upward mobility potential compared to his/her current job, (3) the potential benefits of any relocation, (4) geographic cost of living differences, then a total evaluation is incomplete. Looking briefly at each area, the following comments may apply:
- There is nothing more demoralizing and unproductive than dreading another day of work in your current position. Your contributions to the company are minimal.
- If there is no opportunity to advance your career, there is little reason to stay in your job. This could occur if you have a difficult boss, or perhaps your company only promotes from its headquarter location.
- Selling and buying a new home is always a "pain", but it can also be exciting. Although a move requires establishing new "everythings" - - school, church, bank, friends, etc. - - you may be able to upgrade!
- Relocation can be positive or negative. A candidate needs to look closely at this situation. A move from California to Mississippi, at a 35% to 40% decrease in base salary, could mean a net gain! An opposite move would require some compensation for the cost of living difference.
Assuming that all of the above has been considered, the formula offered in Frank Risalvato's article is excellent. Of course, everything needs to be "normalized" so that percentage increases are truly comparable. His four categories are:
If the offer is "X"% above your current salary, you should consider it - -
| 10% | GOOD |
| 12 - 15% | VERY GOOD |
| 16 - 20% | EXCELLENT |
| Above 20% | BEYOND EXCELLENT |
Understanding the Risks of Accepting a Counteroffer
The advice from most, if not all recruiters is - - NEVER ACCEPT A COUNTEROFFER. There are compelling reasons for making this statement. The National Business Employment Weekly published an astounding statistic on people who negotiated and accepted counteroffers from their original employer, "82 % of individuals ... were fired within nine months."
The last ten years or so have brought dramatic changes to U.S. companies, primarily at the middle and upper management levels. Restructuring has resulted in consolidating the duties and responsibilities of several previous managers in an effort to reduce staffs and operate on a more cost-effective basis. A by-product of such consolidation has made these new jobs more critical to the successful operation of a company. It stands to reason, therefore, that a counteroffer to keep defectors from leaving is both easier and cheaper for an employer versus incurring the expenses of recruiting and training a replacement. And, some managers will utilize the human tendency to resist change - - any career change is a scary journey into the unknown. Rather than risking a bad decision on a new job, it might be easier to stay, if rewarded by a "sweetened pot".
Even if you do not force, or even encourage a counteroffer, your current employer will ultimately view your acceptance of same as tantamount to blackmail. A decision to leave your present job carries several hidden messages: (1) it is a direct reflection on your boss's management skills, and he/she will do whatever possible to keep you from leaving; (2) you have demonstrated your lack of loyalty to the company, which instantly places you at the top of their expendable list; and (3) in order to move your career forward (promotions) or increase your compensation (salary, bonuses, stock options, etc.), you will probably have to solicit an offer and threaten to quit.
Counteroffers are usually a means to give your boss time to find your replacement. No matter what a company says when making its counteroffer, you will always be a fidelity risk. Your reasons for considering defection are still there, so it will likely happen again. If you are tempted to accept a counteroffer, test the sincerity of your current employer by having your attorney draw up a "long-term, no-cut" contract with all the new promises and commitments listed therein. If your current company signs this document, you are probably okay. If not, continue to clean out your desk!
A Proper Resignation - Don't Burn Bridges
ALWAYS arrange a face-to-face meeting with your boss when resigning from your job. A verbal resignation is considered improper and unprofessional. You should follow any verbal discussion with a formal resignation letter, stating that you are moving your career to new heights, effective some date from the submission of your resignation letter (a minimum of two weeks, or longer under unusual circumstances).
No matter what difficulties your current position has presented (personality conflicts with a boss or coworkers, excessive work hours, extensive travel requirements, being passed over for promotions, lack of reasonable pay increases, etc.), never express these reasons as the basis for your departure. In other words, don't burn bridges. Be gracious and courteous. Leave on the best terms you can, and thank everyone for his or her contributions to your career development. An example of such a letter can be found on our website via the following link resignation letter.
5920 S. Miami Blvd, Ste 203 | Morrisville, NC 27560 | Phone: 919-806-0990 | Fax: 919-806-0085
Website 2006