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Ways To Speed Up The Hiring Process

If you’re currently hiring for your organization in the market right now, one of the things you may have noticed is that some of your competition is beating you to the punch when it comes to hiring a great candidate. Right now many of our clients and many of the companies in our network are losing out on talent simply because their interview process is taking too long. This seems like something so simple, but actually it’s a very major challenge for a lot of organizations. And it’s something that, if you are able to make a difference with, it can make a huge difference for you in hiring the right people.

SPEED MATTERS

In any situation, no matter what you’re doing, when something is highly competitive, speed is always the first place you wanna look. In the stock market, if a stock gets hot and starts to rise, the first ones in to get the stock at a low price make the most profit. In a NASCAR race, when the light turns green, the cars who get off the line faster have a higher chance of winning the race. If you really look, in almost any competitive event, speed plays some sort of major part, if not the major part, when it comes to who wins. So you want to make sure you’re applying this principle to your interview process. So the question is, what are some ways to speed up your hiring process? The key places where you want to start looking are the moment you have a candidate on your radar that seems like a true, viable fit for your position. You need to make sure you’re ready to move fast with that person and make a decision if they’re the right fit. Gone are the days where you move five plus people through your interview process and then get to whittle it down over several weeks to your top two, and then choose between your top two 45+ days later down the road. 90% of the time in this market, you’re not going to have that luxury. You need to be prepared to pull the trigger on a great candidate when they come across your radar.

DON’T MAKE COMPARISONS

So the first thing that we recommend is not getting stuck on the idea that you have to compare a good candidate to somebody else. In truth, there’s not really much benefit to comparing candidates. Has comparing a candidate to another candidate ever really shed light on which one is better? No. You always just like one more. At the end of the day, someone is a good fit for the position or not.

Now, I’m not saying that you should settle on somebody, but the point here is that if you find someone who’s a perfect fit for the role and a rockstar, then don’t wait! Move them through your process as fast as possible. So one key way here to speed up your hiring process is to not be attached to the idea that you need multiple candidates to compare with each other in order to make a decision. Trust yourself, you know what the role requires and what your company requires. Make the hire when you find the right person, whether you’re comparing them to other people or not.

INCLUDE YOUR TEAM IN THE PROCESS

Another key area is you wanna work with your team, anyone who’s involved in the hiring process, and make sure you have a streamlined interview process with clear steps and a clear mechanism for communication with candidates that is going to move things around quickly. In other words, don’t wing it when it comes to the different steps of your interview process, and don’t assume the others on your team are gonna take the same kind of actions and move with the same kind of speed that you do. Before you even begin talking to candidates, you need to have as much of a defined process as possible so that moving people through it is seamless. You could see some of our other blogs about how to construct this interview process.

USE DIFFERENT MEDIUMS FOR INTERVIEWING

Another way to increase the speed of your process is to use different mediums for interviewing. Take advantage of phone calls, video calls, video presentations, Skype meetings, and in person meetings. Figure out the right mix that’s good for your organization, but don’t let the fact that some people may not be able to meet a candidate in person. Again, your interview process needs to move quickly, so use technology to help yourself keep things on a quick pace. This will make a huge difference in keeping things sped up. In today’s hectic and chaotic workforce, sometimes it’s impossible to get your whole staff together to interview somebody. Don’t be attached to what that needs to look like. Be sure to find ways to get creative.

KEEP YOUR PROCESS FAIRLY SIMPLE

In terms of the interview process, we recommend keeping it simple. A phone interview is a good place to start because you can tell a lot about a candidate in a short amount of time without having to coordinate a lot. The second step should almost always be an in person interview or a video interview if schedules don’t align. When you get someone in for an in person interview, make sure to use the time wisely. Have them meet with as many people as possible and get as much of them as possible if you can.

Ideally, you’ll want to do only one more in person, if necessary. Oftentimes one in person is enough with maybe a phone call or a video meeting as a third interview. Try to not have your interview process go beyond three interviews. It’s typically not necessary unless the candidate wants more information or there’s a specific person that they need to speak to about something that may have been missed. Keeping your interview process simple and streamlined like this is gonna go a long way in speeding up your hiring process.

KEEP COMMUNICATION OPEN THROUGHOUT THE PROCESS

One important note is you wanna be checking in with a candidate throughout the process about other companies they may be interviewing with and other offers they may be receiving. Having this information is gonna be critical for you to be able to adapt your interview process, if needed, for a really hot candidate. You may need to move quicker, and being in communication with a candidate around this will also give you an edge in terms of that candidate not just accepting another offer. Oftentimes, if you’re in communication with them about this, they may get another offer and tell that company that they need to wait until they finish with your interview process. Many candidates won’t do this unless you’ve talked with them about it previously. So this is a critical way to not lose somebody while still speeding up your hiring process.

CONCLUSION

These are a few quick tips that, if you implement them, will help to speed your process up majorly, particularly being sure you get organized and give up any attachments that seem like they need to drag things on. Do everything you can to move as fast as possible with candidates in this competitive market. A day can make a difference from you hiring a rockstar, or not, and having them go to your competition instead.

Best of luck!

Want to consider us as your recruiter? We would love to work with you! Contact us for an exploratory call!

The Top Five Best Interview Strategy Tips

It’s critical if you are looking to hire the best talent in the market that you have a solid interview strategy. Your strategy should be designed for you to truly be able to one, determine if the person you’re talking to is the right fit for the position and the role, and two, really sell the potential person on the opportunity of your company.

We’re going to go through the five key pieces you want to make sure are part of your interview strategy. These five pieces aren’t necessarily tied to any part of the interview or stage of the interview process but are more general strategies that you want to make sure you’re employing throughout your interview process where appropriate. Many companies interview process is something that they wing or simply do whatever the hiring managers do. Having a defined and cohesive interview strategy across your company will give you a major competitive edge in hiring and retaining talent.

#5 – BE ORGANIZED, DON’T WING IT!

This leads a little bit into what we just said, but it is so critical you have an organized interview process. That means having the correct systems and structures in place to keep track of candidates, to keep track of their information, and to keep track of feedback, etc. You want to have specific interview questions for specific roles, specific questions that are always asked no matter what the position is, etc. The questions in your interview process need to be laid out and thought of in advance from a strategic perspective, so that you have a clear pathway to hiring the right talent. In other words, don’t wing it! It’s critical that you do the thinking beforehand to ensure that you have an organizational structure that is going to allow you to keep track, organize and powerfully engage with potential candidates.

#4 – BE INTERESTED IN CULTURE

From a culture perspective, it’s critical that throughout the interview process you have a way to one, engage candidates at the culture level and really find out what they’re looking for, what matters to them, what’s important them, etc. You want to make sure you’re hiring people that are going to be a fit for your culture, whatever that might be. You want to make sure they’re going to be a fit for you and you also want to make sure that your company is going to be a fit for them. This is critical for long-term candidate and employee retention. So it’s critical to be engaging candidates with what matters to them, but also making sure you’re sharing and answering any questions about your company’s culture that will really determine if you’re the right fit for them or not. It’s important always to remember that interviews go both ways, some companies look at this too one-sided.

#3 – FIGURE OUT A WAY TO TEST SKILLS

Many interview processes rely too much on asking candidates questions if they can or can’t do something and then taking people at their word. This is the biggest mistake that can be made as many people are very good at interviewing but not necessarily good at doing the job they’re interviewing for. So you have to figure out a way to test skills. This can be done by assigning a project, a case study, asking them to do a presentation for technical roles, and coding and programming projects are extremely useful. So with any role that you have in your company you want to figure out a way to have the candidate actually demonstrate that they can do some aspect or many aspects of the job. This is going to be critical for you to really determine if they have the right kind of skills for your role.

#2 – FIND OUT ABOUT SALARY EARLY ON

Many companies won’t broach salary with a candidate until they’re ready to make them an offer, only to find that there is a huge gap between a candidates expectations and what they’re budgetary constraints are. The negotiation process starts when you first speak with a candidate. You want to find out upfront what the candidates salary expectations are and be very clear with the candidate about what your capabilities are. Throughout the process this is something to check in with. You want to be finding out if the candidate has other offers and get as much information about what the potential salaries on those are offers are, and so on and so forth. Don’t be afraid to be engaged with candidates at the level of money and salary early on and throughout the process. This will mitigate and potentially avoid any surprises when you get to the stage of making an offer. You want making an offer and the negotiation around that offer to be extremely simple and extremely devoid of surprises so that it’s an easy process and it goes the way you want it to go.

#1 – DON’T LEAD THE WITNESS

The questions that you ask candidates in the interview process should not be yes or no questions. Too many interviewers ask yes or no questions about candidates backgrounds and/or give the candidate the answer they want to hear in the question. Something like, “do you have significant experience with digital marketing?” This type of question has the answer in the question and is a yes or no question, so a smart candidate is going to say that they do have that experience and therefore, doesn’t give you a complete answer. So, you want to ask specific questions that tease out a specific kind of response. So instead of the previous question, you would want to ask something like, “tell me about your digital marketing experience.” This is going to force the candidate to dig into their memory bank and their experience bank and give you an answer that is their actual experience. You then can gauge from their answer if they’re experience is a match for what you need. The more detailed and specific you can get with a question the better, as this will tease out what you need. Often times you’ll have to ask for examples of things and this is another important aspect, and is another detail asking for examples.

CONCLUSION

If you take these five tips and put them together as part of your interview strategy, you’re going to have a very powerful edge over many companies out there, as many companies don’t deal with getting this organized. Give yourself that edge and it will pay off in spades. It doesn’t take as much work as it seems like it might, just be sure that you are constantly working on evolving your process.

Need more help on defining your interview process? Go here: https://muse.cm/28O3SBZ

Want to consider us as your recruiter? We would love to work with you! Contact us for an exploratory call!

The Top Five Most Important Recruitment Skills

There are many attributes and skills that go into making a great recruiter. But there are certain skills that one must have if they want to be an excellent recruiter. Most recruiters out there in the world are less than mediocre, and mediocre at best. It’s rare to come across an excellent recruiter who’s a cut above the rest. This is another reason that if you do find a good recruiter, you want to make sure you hang on to them. No recruiter is perfect, so expecting perfection from a recruiter is going to leave you disappointed. Perfection isn’t the point, the point is to be better than average and better than the rest. The point is to stand out in the crowd.

A CUT ABOVE THE REST

This is how we train our recruiters here at Aldebaran Recruiting. We don’t train them to be perfect, we know that we’re not going to find the perfect candidate for every single search. But, we strive to be the best, and we do stand out in the crowd.

#5 – BEING SALES MINDED

A good recruiter is going to have a similar mentality to a good sales person. At the end of the day a recruiter understands that they’re selling an opportunity to a potential candidate, they’re selling a career move, they’re selling the next step in this person’s career. So, it’s critical that this person be able to understand if you’re going to be an above average recruiter, that really at the end of the day you’re a sales person. What better product could you be selling though than an amazing opportunity for someone to take the next step in their career, to not only advance as a professional, but in most cases also increase their earning potential?

So, if you’re afraid of sales, or you don’t like to be a sales person, or you feel like sales people are pushy, or you don’t want to be a pushy sales person, recruiting probably isn’t for you. You’re going to need to be comfortable in creating the opportunity of a role with somebody, and really selling them on the opportunity.

#4 – BEING A NATURAL RELATIONSHIP BUILDER

A good recruiter knows how to build relationships with candidates as well as their clients. A good recruiter knows how to bridge that gap and be the middleman between candidates and clients, and truly build trust and solid relationships in order to broker deals that are long lasting and fruitful for both parties. In other words, you’ve got to be a people person and you’ve got to like people, and you’ve got to know how to deal with different personalities all across the board. If you’re someone who’s easily frustrated, or somebody who doesn’t have patience to deal with people, recruiting most likely isn’t for you. In fact, stay out of human resources in general!

#3 – BEING A CREATIVE THINKING AND PROBLEM SOLVER

When given a position, you’ve got to be a creative thinking type person who’s going to be able to put in the research and the creative thinking to truly source good candidates. Sourcing candidates can often times be the trickiest and most laborious aspect of the recruiting process. And if you aren’t skilled in knowing how to turn over every stone that there is to turn over to find where the right candidates are, you’re not going to come up with a sufficient level of candidates per requisition you work.

So, being someone who is a problem solver and a creative thinker, as well as someone that has the resilience and patient to continue to dig when needed, will go a long way for you being a solid recruiter. If you’re impatient, you easily give up, or you get frustrated when working with a problem, recruiting most likely isn’t for you.

#2 – BEING SOMEONE WHO IS GOOD AT ASKING QUESTIONS

Sometimes in this busy world we are afraid to take up people’s time, and therefore we don’t ask a sufficient amount of questions. A good recruiter asks a sufficient amount of questions both to their clients, to learn about positions and the requirements of the roles and the company themselves, and also asks sufficient questions to candidates to really vet if they’re the correct person for the role.

Asking questions is critical, and it’s important that you’re someone who’s comfortable knowing that asking questions and asking a sufficient amount of questions is what’s going to give you a competitive edge to really get the job done. Only by asking enough questions can you truly learn what you need to learn in order to find the right candidates for your clients. And in the same vain, only by asking the right questions can you truly learn if a candidate is going to be the right candidate for the role. Asking them the right questions, and asking them in the right way is critical to being an excellent recruiter.

#1 – ABILITY TO LISTEN

This is the number one skill that we say is critical for being a recruiter. Your ability to listen leads and feeds all the other previous skills we talked about. The better listener you are, the more sales minded you would be, the better relationship builder you would be, the more creative thinker you’ll be able to be, and the better questions that you’ll ask. Your ability to truly listen to what clients and candidates are saying is going to guide you as a solid recruiter.

Most people don’t listen. We don’t listen to what others say, we listen to the little voice in our head about what other people say. So, if you can get good at the number one and number two here particularly, asking the right questions and then truly listening, you will really come out as an excellent recruiter.

CONCLUSION

If you combine the five skills we’ve talked about here in this blog and you put in the work to consistently get better in these five areas, you can truly be an outstanding recruiter. And if you become an outstanding recruiter, you will be someone who is rare in the market place. There are not a lot of people out there that are able to combine all five of these skills into something that truly is powerful and palpable.

So, study up, always be looking to grow, and we wish you the best!

Want more tips on being the best recruiter? Check it out! https://bit.ly/2Um6bPS

Want to consider us as your recruiter? We would love to work with you! Contact us for an exploratory call!

How To Avoid Hiring The Wrong People For Your Startup

The Rejected One. Concept drawn with marker on transparent wipe board.

Today’s blog is about how to avoid making a bad hire for your startup. The truth is that the majority of the information here could be used for hiring for any company, but we will focus on some specifics for a startup.

A COSTLY MISTAKE

Making a wrong hire or a bad hire for your team or your organization can be one of the most costly mistakes that you make. Not only is it costly from a monetary perspective, but it’s also very costly from a time perspective, which of course translate into dollars. Doing everything you can to avoid hiring the wrong person or making a bad hire is going to be extremely critical if you’re interested in truly growing. Especially as the candidate market becomes tighter and tighter, it’s going to be critical that you make the right decisions and hire the right people.

TIMING IS EVERYTHING

The number one thing that you want to make sure you don’t do, which will help to avoid hiring the wrong people, is to ever rush into making a hire. Now, this needs to be balanced with ensuring that you move as fast as humanly possible with candidates that you do like as the market is very tight. But you need to make sure that you balance moving quickly with also doing your due diligence and ensuring you hire the right person. So always be sure you’re focusing on hiring the right person, not focused on some sort of timeline or deadline. Sometimes clients make the mistake of knowing they need to have someone in the seat by a certain time and will sometimes make a bad hire because they were rushing to meet a deadline or a project timeline. Make sure you have contingencies in place in case you don’t meet your hiring deadline because your focus should be on hiring the right person.

DON’T JUDGE A BOOK BY ITS COVER

Many startups want to hire people with startup experience, so one mistake is to sometimes look at someone’s resume and see that they come across as “jumpy” and then to avoid talking to that person. If you’re in the startup space it’s important to remember that many startup companies do not have longevity, and therefore you want to make sure you’re not reading a book by its cover too much. Many candidates who move from startup to startup have very reasonable and legitimate stories for having shorter stints at companies, and you owe it to yourself to learn whether they look like they could be a potential good candidate for you. What you don’t want to do is miss out on talking to someone who could be good because you judged too much on their resume that they’re jumpy. This will have you miss out on people, and that’s something that you can’t afford to do in a tight market.

GET CLEAR ABOUT WHAT YOU NEED

Make sure that your role is well defined. You want to make sure that you have an organizational and accountability structure for your team and your company, and a clearly defined roadmap for what the growth, responsibilities and accountabilities are. Only with a clearly defined roadmap of accountabilities and responsibilities can you be sure you’re interviewing for the right person. Many times hiring the wrong person comes when you think you need X, but you really need Y, and you hire someone for X only to later find out that you really needed Y. This is no fault of the candidate. This is your fault for not knowing what you needed and then not hiring and interviewing consistent with what you needed. So having clarity about what you need and the type of person that you need is extremely critical. This is a mistake that a lot of startups make as they don’t do the initial legwork and the initial mapping to know where they’re going and what they need to get to where they’re going, so they make a wrong hire.

INTERVIEWING AS AN ART

Another mistake many startups make is with what tends to be younger staff and younger managers. Younger managers are not trained well on how to interview and how to hire for their teams, and are left to their own devices. Interviewing and growing a team really is an art, and in order to interview correctly and hire the right people it makes a tremendous difference to have some actual interview coaching and interview training. This can be done by reading books or having consultants come in and work with your hiring managers. But an organized and efficient interview process is critical for hiring the right people. It’s very easy to get tricked or to not ask the right questions and think you’re making a good hire when in fact you’re not. Your interview process needs to be honed in a way to ensure that you’re hiring the right people.

TESTING FOR SKILLS

You want to also find out a way to somehow test people’s technical or hard skills, whatever that might be. This tends to be easier when it comes to technical roles, but it’s very easily done with marketing or sales roles as well too. The point is to make sure that you’re doing your due diligence on someone’s hard skills, not just taking their word that they have the experience or the hard skills. Taking people’s word on being able to do something is another number one reason companies will make a bad hire. Figure out a way to test, figure out a way to get a work example, whatever that might be.

CONCLUSION

At the end of the day if you take a few of these tips and implement them you can go a long way to avoid making a bad hire or hiring the wrong person for your company. It’s critical that you take these steps because if you’re truly looking to compete at a high level in your industry then you need to be able to make a cut above your competition and hire the right people.

Best of luck!

Need more tips on improving your hiring process? Go here: https://bit.ly/2CjHtWP

Want to consider us as your recruiter? We would love to work with you! Contact us for an exploratory call!

Top Five Questions to Ask Your Headhunter

We’re writing this from the perspective of someone who’s looking to hire a headhunter to help them find some sort of talent for their team. If you’re thinking about hiring a head hunter, it’s likely that you either don’t have the time or resources to conduct searches and sourcing on your own, or you have tried sourcing and searching on your own for candidates and have not come up with anything solid. As an employer or a team manager you should be extremely specific and picky about who you add to your team. It’s so important to find the right match both from the hard and soft skills perspective. You never want to settle on hiring someone that’s not going to be the right person for your team. People are everything at a company and a company can only succeed when it has the right people in the right seats in its company. This is regardless of if you have the best service or best product in the world. It’s not going to happen and your company is not going to do well if you don’t have the right people.

THE VALUE OF HEADHUNTERS

Headhunters can be extremely valuable because they do the massive amount of leg work required to find qualified candidates for your company and for your role. A lot of people think that they can just post a job on a job board or on LinkedIn and the right candidates are going to show up. The truth is this is actually very rare. Yes, sometimes inbound submissions do come that can be a fit. This is mostly when you’re a smaller company with less hiring needs, but as you continue to grow and your hiring needs become more specialized and more frequent, incoming submissions are not going to cut the mustard. And so you have to find a way to have an outbound proactive headhunting and recruiting strategy. You’re going to either need to hire recruiters that are going to work full time internally on your team and your human resources department or you’re going to need to outsource to a headhunter.

FINDING THE RIGHT HEADHUNTER FOR YOUR TEAM

An internal recruiter is very different than an external headhunter, so if you’re looking to hire a headhunter you want to really make sure you ask the right kinds of questions to make sure you hire the right person and the right agency for your team. There are a lot of different recruiting companies out there – big, medium, and small – and recruiting companies tend to specialize in different fields. Technology tends to be a very common type of recruiting firm so you’ll be dealing with positions in the technology space like engineering, software development, programming, and so on. Accounting and finances is another very common type of recruiting specialty to be dealing with positions in the financial and accounting space like CPAs, controllers, CFOs, and things of that nature.

Another common area is marketing and sales recruiters who cover a wide gamut of marketing and sales type positions with a variety of different types of companies which also include creative type positions. There are other types of recruiting firms as well that specialize in more or less areas and it’s one of the first places to start when you’re interviewing a recruiter.

QUESTION #1 – INDUSTRIES

You want to find out and ask your recruiter what industries they recruit in. And by industries I mean the types of companies that they work with. Industry can mean a lot of different things and sometimes people think it’s synonymous with the word vertical. Sometimes it’s not, it’s one of those things that isn’t really well defined in the marketplace in a lot of ways. A lot of people use it in different ways. We recommend asking the recruiter to tell you about the different kinds of companies that they work with. Learning about the kinds of companies they work with will give you an idea whether you fit into their ideal client mold.

QUESTION #2 – ROLES

A solid second question is to ask them about the kinds of positions they fill. Have them tell you some of the more recent positions they have filled at the companies they just told you about. Again, you want to be listening for if the positions they’ve filled are similar to your needs. Don’t worry about getting too caught up in the specifics of this as many positions can be very similar from company to company. You want to be listening for if they’re similar enough to your needs.

QUESTION #3 – FEE STRUCTURE

Another important question is to find out about their fee structure. Are they a retained firm? Are they a contingency firm? Do they have different fee options? Are they a flat fee agency? Are they crowd sourcing? You want to find out what their fee model is and how they charge. Included in this is you’re going to want to find out about their terms and what their guarantee on candidates is as well.

The industry standard for fees is 20%. And that can go much higher depending on the firm you work with. Some retained search firms have fees as high as 40% on their retained searches. You really do get what you pay for in this world and that goes with recruiting sometimes more than ever. Recruiting is an unregulated industry and anybody can put “recruiter” on their Linkedin profile and start recruiting.

QUESTION #4 – PROCESSES

Another important question to ask the recruiter is about their process. What is their sourcing process? What is their interview process? What is the process for when they introduce candidates to you? What happens after they introduce candidates to you? You want to learn what their process is soup to nuts and how hands on they are.

A good full service recruiter is going to be hands on throughout the entire process and particularly is going to help you with offer negotiation and doing counter offer damage control. Many candidates today are getting counter offers and a good recruiter can go a long way to making sure that your offer that gets extended doesn’t get rejected because the candidate gets a counter offer or at least can minimize this. You want to make sure that you have a recruiter that is hands on and experienced throughout the entire recruiting life cycle, not just sourcing or sending you resumes. A resume mill is not as useful as a full cycle recruiter who’s going to be hands on and be your guide throughout the entire process.

QUESTION #5 – WHAT SETS THEM APART?

The last question I would ask a recruiter in this list is to have them tell you what makes them unique from other recruiting firms out there. There are a lot of recruiters out on the market and you want to find out how this recruiter says they differentiate themselves. What they say here will give you a lot of insight into their understanding of the market, their understanding into your type of company and industry and their expertise an a recruiter. It’s a critical question that can tell you a lot about this person and this company and how they will work with you.

LESS IS MORE

Some companies think they can hire multiple headhunters and that will help them find their position better and faster. This is actually a mistake. You don’t want multiple recruiters out there recruiting on your roll. They will be contacting many of the same people and in turn those people will not feel valued by you. At the end of the day you’re not going to get really good quality work out of either of them because there will be too much risk for them to really put the work into your position that is required. It makes sense to have one maybe two maximum recruiters working on a position that you have.

CONCLUSION

These five questions are really great starting points when it comes to interviewing and hiring a headhunter. Since you’ll be working with us recruiters it’s important that you hire the right ones! Good luck!

Want to consider us as your recruiter? We would love to work with you! Contact us for an exploratory call!

The Differences Between Corporate Recruiters and Agency Recruiters

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There is sometimes confusion when talking about recruiters, whether it be somebody who works in a corporate situation or somebody who’s working with an agency. In this case, in the title we’ve used staffing agency, but for the purposes of what we’ll be discussing in this blog, it could also be a full service recruiting agency that isn’t focused on staffing, but is focused on permanent placement or direct hire. One of the key differences is while both of these types of people, a corporate recruiter and an agency recruiter, are recruiters at heart, they’re actually very different in many ways and tend to be very different and distinct types of human beings.

CORPORATE RECRUITERS

At the end of the day, a corporate recruiter or an agency recruiter are focused on the same thing. They’re focused on hiring talent for an organization. One key difference though is that a corporate recruiter sits in house with a particular company and is focused on filling positions only for that company. Corporate recruiters tend to come from a human resources or business background and also will likely have other responsibilities from a human resources perspective. Sometimes it can include things like benefits management, on-boarding, employer branding, and anything else that might support human resources, recruiting and the on-boarding of new employees. They will also only be focused on filling roles for the company that they work for.

SPECIFIC DEPARTMENTS

So a corporate recruiter who works at Apple is going to be focused only on filling roles that Apple has on their roster. And for a large company like Apple, they likely will have corporate recruiters designated for different departments. So you’ll have a corporate recruiter who works specifically on technology roles like engineers and developers and programmers, and you might have another corporate recruiter who’s focused on marketing roles and another corporate recruiter who’s focused on sales roles and another corporate recruiter who’s focused on roles for retail and the retail stores and so on and so forth.

Corporate recruiters tend to be very specialized in the types of roles they work and are obviously specialized with the company that they’re recruiting for as they are in house with that company.

AGENCY RECRUITERS

An agency recruiter is quite the opposite. An agency recruiter typically does not come from a human resources background. Most commonly agency recruiters come from some sort of sales background and they always have some sort of sales component involved with their day to day. An agency recruiter is not going to be dedicated to any single company like the corporate recruiter working at Apple. An agency recruiter is going to be working on a variety of different clients and a variety of different positions. Although agency recruiters do tend to specialize in certain types of roles, the breadth, the scope and scale of the types of positions that they’re going to work on is going to be much larger than a corporate recruiter.

A WIDER SCOPE

An agency recruiter will likely work across multiple geographies, multiple industries, and work with varying companies and therefore will have exposure to a lot of different types of professionals, a lot of different types of technologies and industries and a lot of different types of organizational structures. So in one sense being an agency recruiter can be a bit more challenging because you need to be able to learn how different companies are structured, how different companies work, the cultures of different companies, the personalities of different companies and all the other details that go into recruiting the correct kind of talent for a role. This is much easier for a corporate recruiter, as they have one company to learn and learning that one company well will make their life a lot easier.

COMPENSATION DIFFERENCES

Corporate recruiters and agency recruiters are also compensated very differently. A corporate recruiter is typically a salaried employee. Every now and then you do see these roles with small bonuses or commission plans, but typically they are a very small part of the compensation package. A corporate recruiter is mostly a salaried employee. An agency recruiter is the opposite as typically heavily commission paid with a small salary. So again, structured more like a sales position.

It is typically much more challenging to be successful as an agency recruiter than it is as a corporate recruiter. Most agency recruiters won’t be able to truly cut the mustard for the long term. It takes a special breed of human being to be able to handle both the sales side of being a recruiter along with the long cycles and the constant and ever changing environment of working with multiple clients.

SUPPLEMENTAL MARKETING

A good analogy of the difference between a corporate recruiter and an agency recruiter is what you see in the marketing world. Any brand, again like Apple, has in house marketing people. They have people that are Apple employees who work in their marketing department and work on the Apple brand. But Apple also uses ad agencies to supplement their marketing and those people at those ad agencies have Apple as one of their clients. They are likely working with other brands and other clients that their agency is contracted with on a variety of different projects.

CONCLUSION

So a corporate recruiter and an agency recruiter obviously are going to have very different personalities. Someone who is very sales oriented and likes change will never do well in a corporate recruiting environment, as they’re going to get bored very easy. On the other hand, someone who likes stability and consistency is likely not going to do well in an agency recruiting role. There’s just going to be too much change and uncertainty for them, as they’re someone who’s interested in stability. Corporate agency recruiters tend to also be more driven by money, hence the high earning potential in an agency recruiting job.

Looking to Hire A Recruiter? We would love to work with you! Contact us for an exploratory call!

Five Best Executive Interview Questions

Today’s blog is specific interview questions to ask when hiring for an executive level role. Executive level roles can be defined loosely in different ways, but typically, we like to think of an executive level role as a vice president or above. Depending on the structure of your company, though, this could be a director level or above, again depending on the size and structure of your company.

CHALLENGES WITH HIRING EXECUTIVES

The point is, you should know if you’re hiring for an executive position or not. Hiring for executives can come with its own set of challenges. Executive roles tend to have very common threads with the things that are important about them. Typically an executive level role has a leadership or management responsibility, and this is something that’s important to be able to interview for. An executive level role also will tend to have responsibility over strategy, and oftentimes financials, as well, and will also typically be involved with making high-level decisions that have major business consequences.

NO PARTICULAR ORDER

The following questions are not in any sort of specific order, as the order of importance could depend on what’s more important for you with this particular role. Positions are extremely custom, depending on the company. So there’s no such thing as the five best questions for executives across the board.

QUESTION #1 – OVERCOMING CHALLENGES

One question that is certainly important is to ask the candidate about challenges they’ve had in the past and how they overcame them. You want to ask the question just like that. You want to say, “Tell me about some challenges or difficulties you’ve had in your previous positions, and then tell me how you overcame those.” Asking an open-ended question like this will give you a lot of insight, depending on how the candidate answers. The candidate will be giving you insight into what they consider challenges, first and foremost. Secondly, you’ll get to see how they think and how their brain works when it comes to overcoming those challenges. This is very important when it comes to hiring somebody at an executive level.

QUESTION #2 – DAY TO DAY RESPONSIBILITIES

Another really important question to ask is to have the executive walk you through their day-to-day responsibilities over a particular period of time. You might want to ask about previous roles or just their most recent role, whatever you feel is relevant. The point is that this is going to give you insight into what their day-to-day looks like and what they have been and are responsible for and what they have a track record doing. This is extremely important because you need to be able to map their experience and their ability to do the job. This is a great way to do this. This is a much better question to ask than, “Do you have experience with digital marketing?” That’s too easy to say yes. Have someone walk you through their day-to-day and be as detailed as possible.

QUESTION #3 – LEADERSHIP AND MANAGEMENT

Another great question to ask the candidate is about their leadership and management style. You can first see how they describe themselves as a leader or a manager. Then you can ask them for examples. Maybe an example of how they impacted a winning team, or an example of how they turned around a losing team, or something of that nature. But what you want them to do is to give you examples of how they’ve applied their leadership and management style and what the outcome was.

QUESTION #4 – GAME PLAN

Another critical question that you can ask, and that we recommend with all executive hires as a part of the interview process, is to have that person put together a 30, 60 and 90 day plan of what they’re going to do in their first quarter at the job. You may need to provide them with certain information to do this, but this can be an extremely useful exercise, and will give you some real insight into what to expect when this person comes in on the job. Interviews need to go much further beyond how you feel about a person and how they answer questions. They need to go into and give you as much information on how somebody would actually execute the responsibilities of the job. This is a really great way to do that.

QUESTION #5 – CULTURE

A final critical question that we recommend be involved with all executive hires, and really all hires for that matter, is to talk to them about culture. You should have a defined company culture that includes core values, a mission statement and anything else that truly outlines the culture and personality of your company and of your brand. There should be a discussion as part of the interview around what this is. Allow the candidate to ask questions. Ask them questions. Find out how they feel about your company and your culture. Find out how they see themselves fitting in and how they would enrich and add to that culture. Hiring for culture-fit is one of the most challenging things. Someone who checks all the boxes from a technical perspective that doesn’t fit in from a cultural perspective is never going to last. So it’s important to have this as part of your interview process.

CONCLUSION

The five above questions will give you a ton of insight into someone’s ability to be able to do your job, as well as how they would fit into the company. Combining them with potentially other technical questions and maybe other specifics about the job are going to give you a really powerful insight into whether this person would or would not be a fit for the role. If you’re able to apply these questions across multiple candidates, you’re truly going to be able to tell who’s the best fit. As a side note, we recommend using personality assessments, like the DISC assessment, as a supplemental piece to your interview process. These can help give some other insight into how people would handle the job.

Best of luck!

Looking for more questions to ask? Try these: https://bit.ly/2MRlpt7

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What Is Flat Fee Recruiting and Should You Use It?

This is something we’re seeing more in the market. Many companies and clients are talking about how they want to do a flat fee recruiting structure. And this was part of a larger educational topic when it comes to how recruiting firms are compensated. The traditional compensation model for a recruiting firm is that you pay a percentage of the first year starting salary for whatever the position is, and the salary that’s negotiated in the offer letter. So, the industry standard and the industry average is 20% for permanent placement. The hourly markup for contract workers can be as high as 50 or even 60%. There are many executive search firms out there that charge much higher than 20%. I’ve seen fees as high as 40 and even 50% on permanent placement. So it really depends on what company you go with, but the standard tends to be 20%.

KNOWING THE INDUSTRY AVERAGE

Sometimes, I do see companies that are offering below 20%, even as low as 15%. This is always interesting to me, as being someone who runs a recruiting company, I don’t understand how someone charging 15% would be able to keep a business running. You really do get what you pay for in the market, so working with a company that charges 15%, the odds are that they’re not going to be as good quality as someone who’s charging more toward the industry standard. Here at Aldebaran, we charge between 18-22%, depending on the contractual relationship we put together with clients. 18% is our VIP program and 22% is our standard contingency program. Our fees are lower or higher depending on the level of risk that we’re shouldering and depending on the level of commitment our clients are willing to put into the search with us.

FLAT FEE RECRUITING

A flat fee recruiting model is going to take out of the equation the percentage. So for example, with your traditional recruiting model, a salary of $100,000 with a 20% fee is going to be a $20,000 fee, and that dollar amount can go up and down depending on what the salary is. A flat fee takes the percentage out of the equation and assigns a number no matter the position and no matter the salary. So maybe it’s a number like $15,000, $20,000, or $25,000. Whatever it might be, that number is decided on beforehand to the search, and then regardless of how the search ends and what the person’s salary is, that is the fee that’s paid to the recruiter.

SAVING MONEY?

This is attractive looking to many companies, because they are easier able to budget for recruiting and HR fees when it comes to hiring for particular roles. Oftentimes, they’ll even end up saving money, because they might find someone who’s at a much higher salary, who if they were paying a recruiter on a percentage base, they would have spent more money than the flat fee that they’re paying. So, this can be an attractive model to many companies, because it helps them a lot.

A LOSING DEAL

For a recruiting firm, this is less than ideal, as one, you’re not going to be getting paid the way a traditional recruiting firm gets paid, and therefore, it’s extremely likely that you are going to leave money on the table. Most flat fees are always going to be negotiated below the industry standard and below what the position is really worth working, so it ends up, at the end of the day, being a losing proposition for a recruiting firm.

YOU GET WHAT YOU PAY FOR

So I’ll go back to what I always say, that you get what you pay for. That’s not just in recruiting. That’s everywhere in the world. 99% of the time, you truly do get what you pay for. If you pay discount prices, you get discount products and discount services, and that’s what you need to keep in mind when you are negotiating and signing up with a recruiting firm. You need to ask yourself, “What am I buying here? What level of quality am I looking to buy here?” Recruiting companies run the gamut from horribly ineffective to barely ineffective, and that’s most recruiting firms. Even your average recruiting firm out there is barely effective.

YOU’RE ONLY AS GOOD AS YOUR TALENT

When you find a good recruiting firm, you want to figure out the best way to squeeze as much juice out of that as you can. A good recruiting firm is going to know they’re good, and they’re going to know the value they provide, and they’re likely going to be a little bit more expensive. Hiring good talent should be one of the number one things that you invest in for your business, if not the number one thing. Your talent is everything for your company. Your company will not succeed, no matter how good your product or service is, without the right talent to get it to market, to get it into people’s hands, and to get the word out there.

KNOW THE RISK

So most of the time, a flat fee recruiting model is not going to be worth it, because a recruiting company offering a flat fee recruiting model is likely offering that model to try and compete because their services aren’t up to par to charge a normal price. A flat fee recruiting model is a discounted recruiting model, and you have to remember, again, discounted prices get you discounted products and services, and that’s what you have to expect. Now if you’re okay taking that risk, then go for it, but you have to know that risk is there. Again, I don’t recommend taking that risk with this part of your business. Recruiting and talent acquisition should be the place where you are investing the most money so that you get the best talent.

CONCLUSION

At the end of the day, it’s less about fee structures and more about the recruiting firm. You want to find a recruiting firm that is truly going to represent your business and find you the right talent. Good recruiting firms are needles in a haystack typically, so you need to do your due diligence and your homework to find a good one, and when you find a good one, hang onto them.

We’ve written other blogs about how to hire, interview, and find recruiting companies, and you should check some of those out as well. Good luck!

Looking for more ways to find, hire and retain the best talent? Here’s some more help: https://bit.ly/2MpWFbg

Looking to Hire Superstar Talent? We would love to work with you! Contact us for an exploratory call!

Why Are My Candidates Dropping Out Of The Hiring Process?

This may be a problem that is plaguing your recruiting efforts. If you are experiencing an influx of candidates that begin your interview process but then drop out mid-way or toward the end, this is an extremely frustrating thing to happen. Spending time with people up front to have them only drop out later down the road can seem like a major waste of time and can put a huge drain on any recruiter or hiring manager’s energy when it comes to hiring talent.

A COMPETITIVE MARKET

The market is extremely competitive right now and there is a lot of competition for really solid candidates in the market. The best candidates in the market are also currently working, so this adds another level of competition. Most of the candidates that we are representing are currently working and entertaining multiple offers, as well as counter offers from their current employer. This landscape is making it extremely difficult for companies to hire the right talent and often times results in a lot of time spent upfront that doesn’t turn into anything. This can seem like a waste of time, but it’s also part of how things are right now. The good news is that there are steps that you can take with your hiring process to hedge your bets and to improve this fall off rate.

FIND THE INEFFICIENCIES IN YOUR PROCESS

First and foremost, if you are experiencing a high volume of candidates dropping out of your hiring process, it’s likely there are several inefficiencies built into your process that are turning candidates off. And if you’re not turning candidates off, then you’re just not doing a good job of turning them on. It’s even more important in this market to turn a candidate on than to simply not turn them off. Unfortunately, most companies’ hiring processes turns candidates off, some leave candidates neutral, and very few are turning candidates on. Those who are able to excite candidates about their company and get them really engaged in the opportunity and have the process be smooth and effective are the ones who are getting the best talent.

INCREASING YOUR ACQUISITION RATE

So what are some of the things that you can do to increase your acquisition rate here? The first place to start is to look at what some of the common mistakes are. First and foremost, if you’re having candidates dropping out of your hiring process, it’s likely one major culprit is that you are unorganized when it comes to scheduling interviews and providing feedback. You are either unorganized or you are too slow here, or a combination of both. Candidates are getting communication and are likely being headhunted by multiple companies, so you’ve got to have an organized process and you’ve got to move fast. Remember that your interview process is the first experience that a candidate has with your company and is going to give them a lot of insight into how your company works. You want human resources and recruiting to be acting consistent with your core values and your company’s employer brand. So it’s critical that this process is extremely organized, detail oriented and provides a concierge service.

WINING AND DINING YOUR CANDIDATES

You want candidates to experience being truly valued and taken care of as they go through your interview process. It’s critical that they feel important and even feel special. This type of “wining and dining” goes a long way. That’s not to say you need to take candidates out to eat or anything like that, but providing a level of detail that gives them a concierge service is going to go a very long way and much of your competition is not doing that.

HAVING A FAST MOVING PROCESS

The other thing is that your process needs to move quickly. Often times human resources has a hard time getting feedback from hiring managers or other people involved in the hiring process. If this is an issue within your company, you need to call a meeting right away and get all the hiring managers on the same page when it comes to feedback. Many of our clients have issues when it comes to getting feedback from hiring managers and this is something that we see a lot of human resources professionals tolerate. The toleration of lazy or slow hiring managers who are too busy to get back to you is going to be one of the biggest issues you will have when it comes to acquiring talent. You need to get hiring managers on the same page, and you need to whip them into shape, so that they are on your team and they are clear about the importance of detailed feedback. Along those lines, hiring managers need to be trained on how to interview and how to represent the company to potential candidates. Oftentimes, human resources does a good job of keeping things organized, but then the hiring managers, who are not trained in interviewing and have never been trained in interviewing, blow it when it comes to doing the interviews and turn candidates off. You’ve got to have your hiring managers and your leadership team trained to be effective interviewers who represent your company effectively.

INTERVIEWS GO BOTH WAYS

Dealing with what we’ve talked about so far in this blog is going to go an extremely long way to you stopping the bleeding of having candidates dropping out of your hiring process. It’s important that your hiring process also communicates things about the culture and about the company itself. You can’t have an interview be all one-sided about you asking candidates about their experience and whatnot. In a competitive market, candidates are feeling different companies out and so the interview truly is going both ways. You’ve got to give your candidates an opportunity to learn about you and learn about what you do. You want them to really get a sense for your culture and what it’s like to work for you, what makes you different, etc. This is critical and is the best opportunity for you to really turn a candidate on to your company and your organization and the position. Again, hiring managers need to be up to speed when it comes to this part of the hiring process, and it needs to be a structured part of your interview process.

KEEPING A PULSE ALONG THE WAY

It’s important along the way in your interview process as well, to be checking in with candidates about where they are in the hiring process with any other companies. This will also allow you to gauge how much effort and speed needs to go into an individual person, depending on your level of interest in them. Keeping a pulse on this is going to be critical and also goes a long way to you building a relationship with that candidate, which is also going to keep them in your process.

CONCLUSION

These are a few tips that will go a long way to keeping candidates in your hiring process. There are many other things that you can do and there are a lot of ways that this blog could be broken down to go into detail on how to implement some of these things. If you’re interested in more of that, you should contact us about some of our coaching workshops.

Best of luck!

Looking for more ways to find, hire and retain the best talent? Here’s some more help: https://bit.ly/2MpWFbg

Looking to Hire Superstar Talent? We would love to work with you! Contact us for an exploratory call!

What Is Crowdsourced Recruitment?

This is a very common question we are hearing nowadays and it is a type of recruiting that is springing up around the market. There are a few different companies that are jumping on this bandwagon trying to find a new angle to recruit from. Crowdsource recruiting is very reminiscent of some websites like Upwork or Elance where companies are using technology to pool resources together and make those resources easily available for people and companies to consume.

CHEAPER RECRUITING?

The idea behind crowdsourced recruiting is to make recruiting cheaper and more effective for companies. The problem is in most cases this does not happen. Many companies have tried to figure out how to replace headhunters, that is human being headhunters. Job boards are all designed to try to replace human headhunters and crowdsourced recruiting marketplaces are also designed to try to replace job boards and human being headhunters. There are a lot of reasons why one might be attracted to a crowdsource recruiting marketplace.

The way a crowdsource recruiting marketplace works is similar to a job board. Unlike a job board though, a company will post their position on the crowdsource marketplace and there will be a variety of recruiters that will then be able to work that position and attempt to submit candidates. The idea here is that more recruiters working on your job is better, but in our experience of over 20 years in business, this is not the case. The last thing you need is to have a whole bunch of recruiters that you have no relationship with who don’t truly understand your business and don’t truly understand your requirements out there talking to people about your position and your company.

YOU GET WHAT YOU PAY FOR

You run the risk of not only being misrepresented, but you also run the risk of having people being contacted by multiple recruiters which makes your company seem desperate in the marketplace and also unorganized. Similar to working with an actual human-run executive search firm, you want to limit the amount of recruiters you work with to one or maybe two highly effective headhunters. By limiting this you protect yourself from overexposure and you protect yourself from the risk of having people talk about you, your company and your position who don’t really know you.

Effective headhunting and recruiting is all about relationships and the best headhunters and recruiters out there are the ones who are skilled at building relationships with their clients. The best recruiters understand their clients, their culture, the type of personality fits and the nuances of what types of talent that company wants to see. The other thing to keep in mind is that sourcing resonates as a very small part of the recruiting process.

RECRUITING IS MORE THAN SOURCING

A true headhunter is going to be able to heavily vet candidates before you see them on your behalf, manage logistics, interview schedule’s, run references for you and handle offering negotiations. In over our 20 years in business we have been the major catalysts for countless deals getting done with our clients that would have never happened without our intervention and negotiating on both parties behalves. Having a recruiter who is a good negotiator working on your behalf is worth a million dollars.

So although crowdsource recruiting can seem attractive at first sight, and it seems like, “Oh wow, if I get more recruiters working on my job, that’s going to be better.” This is not the case. One has to remember that most recruiters out there on the market, whether they’re a recruiting firm or a recruiting contractor, are not that good at what they do. Recruiting is a very challenging industry and finding a good recruiter is way less common than finding a mediocre or less than average recruiter. Unfortunately, given the unregulated nature of the recruiting industry, most recruiters out there are at best average and are going to produce a mediocre result.

GOOD RECRUITERS ARE A VALUABLE RESOURCE

That’s why when you find a good recruiting firm, you want to hang onto them and use them whenever needed and have them be your go-to. This will allow you to be organized and will protect you in many ways. So far technology has not found a way to replace the value of a headhunter. Everything that we mentioned here are the valuable things that a recruiter brings to the table are very far from being replaced by any kind of artificial intelligence, any kind of recruitment marketplace or crowdsourcing or job boards. All of these other technologies are a small piece of the puzzle and really aren’t even able to do the small piece of the puzzle that they’re designed to do in a way that would be as effective as a really good headhunter.

So before you sign up for one of these crowdsourced job boards, you want to remember you get what you paid for, perhaps you may be able to save a few percentage points on the fee, but is it really going to be worth it? Do you really think you’re going to get the most quality candidates? Are you going to have a dedicated human being for you and your business who’s going to learn what you do, learn how you work and learn your business in order to be a true business partner? These are the things you need to ask yourself.

CONCLUSION

There really is no substitute for an excellent headhunter and we recommend that if you need outside recruiting help, that you find a recruiting firm that can be your partner or hire internal people who can recruit for you. This is still the best strategy and we don’t see anytime soon where crowdsourcing or job boards or other technologies are going to replace that. Good luck.

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Is Posting Jobs On LinkedIn Worth It?

This is a very common question that we get and something that we wanted to write a blog about because there’s not an easy answer to this question. We’re going to focus more on LinkedIn because LinkedIn is certainly unique from other job boards.

LinkedIn has, over the past decade, become a predominant figure in the recruiting and job seeking world. Therefore, there certainly are a high level of candidates and jobs available on LinkedIn. LinkedIn has made a lot of money out of monetizing their social network to connect job seekers and employers. LinkedIn is similar to other job boards in the sense that companies can pay a fee to post their jobs on LinkedIn, and then potential job seekers can easily submit an application for the job. What makes LinkedIn unique is that it is also built around a social network. Therefore, it has a centralized network of millions of people. LinkedIn’s network of candidates and job seekers in one place certainly is superior to the other job boards out there.

DETERMINE THE TYPE OF JOBS YOU’RE POSTING

So, is posting jobs on LinkedIn worth it? There is no simple answer to this question. As my question in response is always going to be: What kind of jobs are we talking about? Some jobs are more effective to post on LinkedIn than others. It really widely varies. It also depends on the geography of your company and other factors, including your company’s social presence, employer brand, industry, and type of business.

In general, LinkedIn can be a valuable tool to both promote your employer brand, your company, and post jobs. The question of, is it worth it or not, is not a simple one. It is going to need to be measured on a case to case basis. Posting jobs on LinkedIn needs to be treated like any other marketing channel where ROI, or return on investment, needs to be tracked over time in order to really decide if it’s worth it?

QUALITY OR QUANTITY?

There is a certain amount of money you will spend posting jobs. You’ll have to come up with a decision yourself if LinkedIn provides the adequate amount of candidates for you to justify using the service. One thing many of our clients complain about when it comes to posting jobs on LinkedIn is the same complaint we hear when it comes to posting on other job boards. That is that LinkedIn will attract a high volume of applicants and resumes, but the vast majority of them, 98% or higher, will be poor quality.

It’s very likely you will end up having someone on your team spend a lot of time looking at resumes that are not a good fit for your job. This can end up being a time sucker as well, and this needs to be factored into your return on investment. The quality of resumes that LinkedIn brings in will have a lot to do with your industry, and/or the type of job you’re looking for. Technical roles tend to not be the best roles to post on LinkedIn, although, they can be successful in certain markets.

TYPES OF ROLES

Marketing and Sales jobs tend to attract more people on LinkedIn, but depending how specific or niche your needs are, it may be challenging to hone in on the right people. One critical thing to remember at the end of the day is that with LinkedIn, just like other job boards, you’re only going to be attracting active talent. You will only be attracting people who are out there looking for a job. This is mostly going to be people that are currently unemployed, are freelancers, are in between jobs for some other reason, and a very small portion of them will be people with jobs who are looking to make a move.

ACTIVE VS. PASSIVE JOB MARKET

The point is that at the end of the day, just about 99% of the people who apply are active job seekers. They have to be active, given they are applying for your job. The active job market is just the tip of the iceberg and tends to not be where the best talent is. That isn’t to say that there isn’t good talent in the active talent pool because there is, but they are more rare than the less than average talent in the active pool. Where the real good talent lies is in the passive talent pool. LinkedIn is not able to tap into that passive talent pool. So far, no technology has been able to take the place of what a human being recruiter can do when it comes to networking and leveraging relationships to tap into the passive talent market.

The passive talent market is where you find the best talent, especially when you can get targeted to go after your competition, or certain people, or certain industry leaders. If you are a high growth company and you are serious about hiring the best talent in the market, you must have a proactive head hunting and recruiting strategy to tap into the passive talent market.

FINDING PASSIVE TALENT

With that said, LinkedIn and other job boards will always be supplemental. Are they good as supplements? Yes, they are good as supplements. But they should never be relied on to find the best talent in the market. Again, if you are interested in hiring the best talent in the market, you must find a way to tap into the passive talent pool. You have to either hire a recruiter on your team to do that head hunting, or you need to apply your outside vendors to do that work on your behalf.

Head hunting into the passive talent market takes massive volume and an attention to detail. You need to make sure you have someone on your side doing this. This is the only way to do this.

CONCLUSION

Is posting jobs on LinkedIn worth it? By itself? Never. Job boards and LinkedIn will never be worth it on their own. They are worth it as supplements to their outbound proactive recruiting strategy that’s going to tap into the passive talent market.

We hope this blog was useful. Good luck!

Here are a few more tips from LinkedIn on posting: https://bit.ly/2z61ezr

Looking to Hire Superstar Talent? We would love to work with you! Contact us for an exploratory call!

How to Write a VP of Marketing Job Description

We’re writing a lot of blogs on this topic because this is something that is often asked of us and searched online. Writing job descriptions can be one of the trickiest things to do, especially for somebody who hasn’t done it a lot. It can be a daunting and even intimidating thing to get complete, and is one of the things that hiring managers and Human Resource professionals will procrastinate on the longest.

It’s important to remember that a solid job description can go a very long way when it comes to attracting the right talent. An ill-written job description can often turn away a well-qualified candidate, and can result in you missing out on people that could be perfect for your job or your opening.

GET A COMPETITIVE EDGE

In today’s market, qualified and rockstar talent are not a dime a dozen, and the market is extremely competitive for the best talent. So you want to make sure that you’re taking every step possible to give yourself a competitive edge when it comes to attracting that talent. The last thing you want is a job description that is going to turn somebody away when in fact they could have been a great person for your position.

There are several blogs that I’ve written on this topic that are either more generic or more specific, so I’m not going to go into a ton of detail about structuring a job description in general. Although we’ll touch on that, I want to focus a little more on the specifics when it comes to writing a VP of Marketing job description.

PARTS TO A JOB DESCRIPTION

As usual, your job description should have four main parts. An introductory part, which is the overview of your company and what it’s like to work for your company, potentially even something about your product or service that you sell. The second part is going to be the position description, which is the day-to-day description of the role. The third part is the required qualifications for the role, which is going to lay out the actual experience and qualifications needed for an applicant to be considered for the role. And the final section should address things like salary or other compensation details, things like benefits, or any other fringe things that are important for potential applicants to know about the position that are in the realm of compensation.

The first and fourth sections of your job description are going to be fairly similar from job to job. It’s the second and third sections that are the ones that are always gonna be unique to your position, and are the ones that you should spend the most time on to ensure that they are accurate. There are a few things with the VP of Marketing that are important for you to make sure that you’re clear about when it comes to your needs, so that you can be sure to communicate those things in your description.

THE POSITION DESCRIPTION

On the actual description, you want to be clear. It’s always important to be clear about what the day-to-day is going to look like for this role. A VP of Marketing job description is typically going to have a management component to it. This is something you’ll want to make sure is spelled out in the description, if the position will be managing a team or not. If the position will be managing a team you’ll want to elucidate what size that team is going to be and potentially what the makeup of that team is going to be. This piece is going to be important as people are going to want to know what that day-to-day looks like from a management perspective and from a management load.

DEFINING THE MARKETING CHANNELS

A VP of Marketing also will be potentially working on a variety of different marketing channels, so it’s important to be able to spell out the different marketing channels that this person will be responsible for. It may be more digital, it may be more traditional, it may be media-focused, it may be content-focused, it may be a variety of things, and so it’s important that you spell this out, as one of the number one questions people are going to have when they look at your job description is, “Does the day-to-day of this role match my experience, and is it something that I’m going to be interested in?”

Oftentimes, a VP of Marketing position is going to be very specific to what we would call the client side, that means working in-house with a brand. Very rarely do you see a VP of Marketing title at an ad agency or marketing agency. So, with that said, if your company is a company that has multiple product lines or multiple units of business, you’ll want to be clear in your job description what this person will be focused on. Will they be working on marketing for the entire company, only certain business units, or brands as a whole? These are some of the key things you’ll want to make sure to include in the position description.

POSITION QUALIFICATIONS

In the required skills, or position qualifications, you’re going to want to be very clear about what your must-haves are and what your nice-to-haves are. We always recommend this section be split up into two pieces, must-haves and nice-to-haves. Must-haves should include the years of experience that you’re looking for, any type of technology that may be important, and if this person’s managing a team, this is something that you’re going to want to have in here. We always recommend that, at this level, at a VP level, if this person will be managing a team, you want them to have a track record of already having managed similar-sized teams.

Along with this as well, you’ll want to look to see if it’s a must-have for you, or better said, which marketing channels does this person need to have experience with? There may be some marketing channels that you would like for them to have experience with, and there may be some that are must-haves, so you want to make sure you get clear about this and put it in the appropriate section.

TECHNOLOGICAL REQUIREMENTS

There may be other types of technologies, other types of skills, other types of things that are important to you. Something else to get clear about if it is a must-have or a nice-to-have is industry experience. Perhaps you work in consumer goods, or perhaps your company is a B2B service or product. You want to get clear if B2B or B2C or industry or direct-to-consumer or whatever it might be, type of marketing experience is important. Oftentimes it’s very important to have someone come into your role that has similar industry and business experience.

CONCLUSION

Those two sections are going to be the meat and potatoes of your job description. Be sure to put in the intellectual work to have those spelled out correctly so that you attract the right people. Putting together a job description does not have to be a daunting task, in fact it’s fairly simple if you get yourself organized and follow these simple steps. We wish you the best of success.

Looking to Hire Superstar Talent? We would love to work with you! Contact us for an exploratory call!

What Is An Executive Search Firm?

This is a question that commonly comes up. People ask, what is an executive search firm, or even what is an executive recruiter, or what is a recruiting agency? Or sometimes different versions of this question. The bottom line is people are sometimes, and often times, not familiar with what an executive search firm does, or an executive recruiting firm does. So, the purpose of this blog is to give a little bit of insight into what an executive search firm is, how executive search firms work, and why they are valuable.

Here at Aldebaran Recruiting, we really try to set ourselves apart from other executive search firms out there in terms of providing a high level of customer service, and quality versus quantity. Most executive search firms, though, serve a similar purpose. The easiest analogy of an executive search firm is to think of it as a consulting firm. While there are many different types of consulting firms out there, you can find consulting firms for marketing, you can find consulting firms to help your business with sales, you can find consulting firms to help your business with accounting or finance, or even legal matters.

HUMAN RESOURCES AND CONSULTANTS

An executive search firm is a consulting firm that basically helps in the human resources department specifically with recruiting. There are a lot of other types of human resource consultants out there as well. Many executive search firms like here at Aldebaran Recruiting offer other human resource workshops and resources, as well. But from an executive search perspective, this is referring to recruiting or head hunting. And this recruiting or head hunting is typically done at the executive level, and we would define the executive level here at Aldebaran as director level and above. Many companies may define the executive level in different ways, maybe VP and above, or maybe someone who’s considered an executive in a different fashion. This definition isn’t as important.

Most executive recruiting firms will recruit positions outside of the executive suite, as well. So, this can include managers, and even entry level positions. Here at Aldebaran Recruiting, we do work a lot of mid-level, manager level and director level positions for clients as this type of talent tends to be very sought after in the market, and difficult to recruit.

WHY HIRE AN EXECUTIVE SEARCH FIRM?

You could be in many different positions that would require you to hire an executive search firm, or where it may benefit you greatly. For one, you might own a small or medium size business, and you don’t have a true human resources department. If you don’t have a true human resources department, and no internal recruiting function, you may reach a tipping point. Your own networks and posting on job boards may no longer be sufficient for you to be able to attract the right kind of talent for open positions to grow your company. If this is the case, you’re left with two options. One, either hire someone internally to join your team who can recruit for you as a full-time recruiter, or hire an executive recruiting firm to outsource your recruiting needs to.

This is something that we’ve written about in the past in terms hiring a recruiter, or how to hire a recruiter, and you should check out some of those other blogs as well.

Another reason might be that you have an internal human resources department, or an internal recruiting team, and they might be overloaded. So, they may not be able to handle all of the open requisitions that you have, and at this point, you may need to pick some of your difficult positions, and outsource these to an executive search firm. You would then be using the executive search firm as a supplement to your internal department.

Another scenario where companies hire executive search firms is if they have a confidential role, or a position that they need to keep hush hush that needs to get filled. Sometimes it’s because there’s work on a new client, or a new part of the business that wants to be kept confidential. Sometimes there’s somebody that you need to replace in your organization, and you need to find their replacement before you let them go, and this needs to be kept confidential for obvious reasons. Executive search firms tend to be very good at keeping searches confidential, and keeping things under the radar so that you don’t worry about any unnecessary exposure.

THINGS TO KEEP IN MIND

These are the most common reasons for needing to hire an executive search firm. When it comes to hiring an executive search firm, there are a lot of things that you need to keep in mind. Again, we recommend looking at some of our other blog posts that have talked about the things to look out for when hiring your recruiter, and how to hire a recruiter. In general, it always is good to find a recruiting firm that is smart. You want to interview different recruiting firms, and find someone that you feel is going to truly be able to understand your company and your business.

INDUSTRY EXPERIENCE

Someone who can understand your company and understand your business is much more important than someone that has “industry experience.” Industry experience is only as good as someone who’s able to truly understand your business. So, don’t get too caught up on if someone has worked the particular type of position or industry. While this is important, and this is something that you should be looking into, what you want to be paying more attention to is, is this recruiter smart, and are they going to actually focus in on what I need for my team? This is the most critical thing.

CONCLUSION

In summary, an executive search firm is a consulting company that is going to help you and your organization from the recruiting or head hunting perspective. Typically, this recruiting or head hunting is going to be happening at the director level or above, but many times it’s happening at the manager level, and even entry level type positions. There are many different types of executive search firms out there, and we’ve talked about some of these in some previous blogs.

If you’re thinking of hiring an executive search firm, you want to be sure to educate yourself on the different types of companies, the different types of models, and be sure you have some good questions to interview some recruiters so that you hire the right person. We always recommend hiring only one executive search firm, maybe two maximum. Some companies will use several recruiting firms for their needs, and this is typically not a good idea. Good luck out there, and we hope you hire the best talent in the market.

Here are some more great tips to consider when hiring a recruiter: https://bit.ly/2REt7eY

Looking to Hire Superstar Talent? We would love to work with you! Contact us for an exploratory call!

The Five Best Practices for Recruiting

We’re going to cover here the top five things that we say are critical for a recruiters or headhunters to be highly successful in acquiring and retaining the top talent in the market. The skills that we’re going to talk about will apply to anyone who’s recruiting or headhunting for any type of position. In other words, these things are universal. They will apply to everybody in all cases. If you’re able to apply all five of these points, you’re going to give yourself a major edge when it comes to being an effective recruiter. If you’re able to implement only one of them, you may give yourself a slight edge, but when they’re all combined together there is an extremely potent strategy that comes into play.

Number five is organization.

It’s critical as a recruiter that you are organized to be productive and successful. In other words, you need to have a quality candidate tracking system, systems for tracking interviews, data, clients, communication, etc. You need to look at all the different aspects of the recruiting process and be sure that you have an organizational system in place to track and keep place of these things. One of the most important things to be organized around, which is a thing that many recruiters get wrong, is to be organized around your results. You want to track all of your activity and outcomes, so that you have a clear scoreboard and a clear picture of your performance. Only when you have a clear picture of the facts of your performance are you able to make tweaks in order to increase your performance.

Number four is tenacity.

A good recruiter is someone who’s not easily frustrated, and is someone who never gives up and does what they have to do to get the job done. Again this is applicable for any recruiter, whether it’s somebody on the client side or somebody at an agency. If you’re easily frustrated or easily thwarted or think things are hard, this is going to be very detrimental for a recruiter. A successful recruiter has tenacity in the sense that they never give up, they’re not easily frustrated, and they are constantly looking and thinking in creative ways to produce an outcome. You’ve gotta be a creative thinker who can think outside the box and is able to come up with creative ways to solve problems. All while having fun! If you’re not having fun and you’re easily frustrated or thwarted, recruiting may not be the right field for you.

Number three is integrity.

It’s critical that you build a foundation of integrity both for your clients and your candidates whether you’re on the client side or the agency side of your employer’s brand. There is way too much of what’s known as the resume black hole in the market. The resume black hole is the black hole that resumes go into when people apply for positions and then never hear anything back. Part of your organizational structure should include that all candidates who apply get feedback, and get feedback at every step throughout the process. Nobody should ever be left hanging. This also includes how you communicate with your clients if you’re on the agency side. You need to have structures in place to be sure that you’re communicating with your clients and keeping them up to date on what’s happening with their searches. Even if you aren’t producing the result you want to produce, that is the update that needs to be getting to your clients. In order to be a successful recruiter, you need to build a track record of reliability. If you’re known as someone who is reliable and who can be counted on, this is going to go a long way in you being successful as a recruiter.

Number two is to be a good asker of questions.

In other words, you have to be somebody who knows how to ask the right questions and who knows what questions to ask and when, and isn’t afraid to ask a lot of questions. A good recruiter will ask a lot of questions up front about the open position. A good recruiter knows that the more they know and understand the position, the higher the likelihood is that they will find someone who is a match for it quickly. Many people are afraid to ask questions because they think that they’re supposed to know everything and they’re afraid that people will think that they’re unqualified or don’t know something because they’re asking questions. The opposite is true! You need to be able to ask questions and ask a lot of questions, so that you have a clear understanding of what’s going on. When you’re able to ask the right questions, this will give you a huge edge when it comes to being effective. So learn to love to ask questions, learn the right questions to ask, and make sure you ask them no matter what.

The number one trait is the ability to listen effectively.

A good recruiter is able to listen effectively in all situations. Whether that is when you’re intaking a new position, interviewing candidates or getting candidate feedback. These are all the things that you need to be able to be a good listener. Listening is a huge trait as it takes actually being able to be present with the people that you’re speaking with and asking questions to. A solid recruiter is able to ask the right questions but then also listens in the right way. So you want to practice in all your conversations with people listening intently to what people are actually saying. The problem is we tend to listen to things, not what people are saying, but to the little voice in our head. This tends to be our big downfall! You’ve gotta really train yourself to listen to what other people are saying and fully understanding their answers to your questions. The better you’re able to listen and the more keenly you’re able to listen, the more you will be able to get the correct information from clients, candidates, etc., and to be able to make the right matches.

In Conclusion:

These are the five traits that we say make a rockstar recruiter! You can also call these Five Best Practices. Individually each one is powerful, but when put together you get a potent combination that will make you a rockstar recruiter. Most recruiters out there are lacking in more than one of these and that is why most recruiters end up being mediocre. Recruiting truly is an art, and if you’re able to combine these skills and develop yourself in these areas, you’ll end up being a rockstar who will be an undeniable asset to any organization when it comes to hiring.

Want to find out more about becoming the best recruiter? Go here! https://bit.ly/2KAx3Xc

Looking to Hire Superstar Talent? We would love to work with you!


How To Write Interview Questions

Writing interview questions and doing the prep work regarding how to interview for any particular position is some of the most critical prep work when it comes to hiring the right talent for your role. Most bad hires are a function of one of a few different things. Either you have a bad set of interview questions that don’t flesh out whether or not the candidate is the right fit, or you have an interviewer who doesn’t know how to ask the right questions, or how to read responses from a prospective employees.

Interviewing truly is an art, and it is an art that most people don’t take seriously enough. Most hiring managers, or anybody in a hiring position, don’t have any formal interview training. Therefore, you end up with a lot of people in management positions who are interviewing, and basically winging it. This can cause a lot of problems, both with hiring individuals in that team, but also organizationally across your company. If you have multiple department heads conducting completely different types of interviews, you’re going to run into trouble when it comes to hiring a cohesive team that is all going to fit together.

CRAFTING YOUR INTERVIEW QUESTIONS

So, that is a topic really for another blog, when it comes to the best way to set up your organization to interview and hire effectively. And that will have to be something that we cover in a different post. For now, we want to focus on tips on how to write and craft your interview questions in order to be the most effective. Making a bad hire is one of the most costly mistakes you could make for your company and for your team. On average, a bad hire is going to cost you about $20,000. That is a major expense that needs to be avoided at all costs.

The key to writing good interview questions starts with having a solid job description. I’m not going to go into a lot of detail here on how to write job descriptions, as we have many previous posts on writing job descriptions. So, if you don’t have a solid job description for your position yet, that is where you want to start before you even think about what kinds of interview questions you’re going to have. Check out some of our previous blogs on how to write job descriptions for specific positions. If you don’t see your specific position, don’t worry, the posts tend to be very universal in many aspects, so take as much information as you can and write up a solid job description.

CREATING A FOUNDATION FOR YOUR INTERVIEW QUESTIONS

Once you have a solid job description, you’re going to want to use that job description as a foundation to craft your interview questions. The must haves and the nice to haves, as well as the position description, are going to be the key pieces that you’re going to want to craft your interview questions around. It’s important to remember that an interview goes both ways, so you want part of your interview to be an opportunity for the candidate to ask questions, and to learn and gain information about the company, the culture, et cetera.

You’ll want to make sure too that you have part of your interview as an introduction to your company. In other words, an introduction to what you do, your products and/or your services, how you’re different in the market, as well as topics like what your culture is like, what some of your benefits look like, what are some of the perks, and why someone would want to work for you.

ASKING THE RIGHT QUESTIONS

These selling points are all extremely critical when it comes to the interview process, so it’s important that you have those worked in around your interview questions themselves. Now, when it comes to crafting interview questions, the most important thing is that your questions don’t lead the witness. I say this a lot in other blogs, and in other places that I’m writing and speaking, that the biggest mistake interviewers make is they lead the witness. In other words, they ask questions that are too easy to answer yes or no to, or they ask questions that contain the answer within the question.

So, asking somebody something like, “Do you have a lot of experience working in digital marketing social media campaigns.” Someone’s easily going to say, “Yes, I have a lot of experience working in digital social media marketing campaigns.” You’ve got to craft your questions in a way that leaves things open ended, so that the answer is going to be one where your candidate has to answer from their experience and their background so that you get a clear picture of their experience.

So, a better question is something like, “Tell me about the last five projects that you worked on, and what those looked like on a day to day basis for you.” And then even going further into saying, “Great, tell me some of the challenges that you had with those projects, and what did you do to overcome them?” Or you can ask something like, “Tell me about the kinds of technologies you’ve worked with recently. What technologies are you strongest working in?”

And then as they answer those questions, you are listening for if their background and their experience match up with what you’re looking for. So, being able to craft questions that tease out what someone’s background is, is important. This is also critical when it comes to finding out about someone’s cultural and personality traits. You don’t ask somebody, “Are you hard working?” You don’t ask somebody, “Do you do well under pressure?” What you ask somebody is something along the lines of, “What is your ideal work environment?” Or you can ask somebody, “What did you like about the culture in your last company, and what didn’t you like about the culture in your last company?”

SETTING THE STAGE FOR YOUR INTERVIEWS

So, as a little side note here, one of the things I always recommend in an interview is to set someone up to be able to answer questions honestly. People walk into an interview and their ultimate goal is they want to get the job. So they’re already pre-programmed to tell you what you want to hear so that they get the job. In other words, people are always trying to give you the right answer. It’s part of human nature.

So, what you want to do is set the stage with folks early on in the interview so that they can answer honestly to see if it’s a good fit for both parties. So, saying something like, “Hey, look, I know you’re interested in this job and you want to make sure this interview goes well. And so do I, but the last thing either of us wants would be for you to work here and it ends up not being a good fit for you. So, feel free to answer questions in this interview honestly. Don’t feel like you have to tell me the answer that I want to hear. I want to know the honest truth, and you should be able to tell me the honest truth, so that we can both gauge if this is a good fit for us.”

Setting the stage like that with somebody is going to give them a lot of freedom to answer questions honestly, so that both you and them can gauge true fit.

CONCLUSION

So, this is a brief insight into how to write interview questions in a way that truly allows you to find the right talent. If you’re able to incorporate this into your team and across your organization, you have the beginnings of a solid foundation for interviewing.

Here are some more great tips for writing your interview questions: https://bit.ly/2QH3MSh

Have questions or want to find out about working with us? Let’s chat! 

How To Write A Creative Director Job Description

This blog is a continuation of our series of posts regarding writing job descriptions for specific positions. As we’ve written on this topic a few times now, I’m not going to spend a lot going into detail regarding the general aspects of writing a job description, as many of these things are consistent from job to job. What does differ though are the two aspects of the job description that are the position requirements and the position description.

FOUR KEY PARTS TO ALL JOB DESCRIPTIONS

As a quick summary, we want to remind everybody that we recommend your job description has four key pieces. The first key piece is a company description which should include information about your company and your services. Also, what other perks or cultural pieces are important to note for any prospective candidates when they’re looking at potentially joining your team. Then there are the two sections in the middle which are the position description and the qualifications. The final section is typically information about salary, benefits, and other perks. The first and final section typically will remain the same in terms of structure across all of the job descriptions for your organization, whereas the two in the center are the ones that really change.

CLARIFYING YOUR CREATIVE DIRECTOR ROLE

Hiring for a Creative Director can be challenging because the title is a title that can differ greatly from organization to organization. A creative director is in my eyes one of the titles that has the widest range of potential experience for a position. Therefore, a job description is extremely critical when it comes to fleshing out for potential candidates what your requirements are for the job.

Not only can a creative director title vary in terms of years of experience and level of experience, but a creative director position also can differ greatly in terms of the type of creative work this person will be working on. Creative director titles are most commonly found within agencies, whether that be an advertising agency, a marketing company, a media agency, a PR firm, or something of that like. But, we also are seeing more and more creative director theme titles within in-house marketing departments that are wanting to bring the creative for their brand and/or brands in-house versus relying on outside sources.

ALTERING THE CREATIVE DIRECTOR TITLE

The creative director title is one that we recommend altering as much as possible depending on the level of experience that you’re looking for. So, using things to differentiate the level of experience are very important in your description. Creating titles like Senior Creative Director or Junior Creative Director or Executive Creative Director or Group Creative Director or things of that nature will allow your position by the title to be differentiated in terms of seniority.

We also recommend working into the title something that differentiates the type of work this position focuses on. This way you will attract the correct type of talent. For example, you may want to say Group Creative Director, Copy or Group Creative Director, Digital, or Group Creative Director, Print. Or some combination of that. The point here is to use words in the title that both differentiate seniority and the type of medium that this person will be working on.

CLARIFYING THE CREATIVE DIRECTOR CHANNELS

Along those lines, when you start getting into the details of the actual position description, you’re going to want to be very clear about the types of channels this person will be working on. To repeat ourselves here again, creatives work across a variety of mediums, so some are more multichannel, but some are more specific and honed in. Your job description needs to be very clear in regard to the different channels and/or mediums this person is going to be working on on a day-to-day basis. Be sure that the description also speaks to seniority. Will this person be managing people? Who are they going to be reporting to? Will they be involved with pitching new business? Or are they going to be more involved in-house on a branding perspective? You need to be very, very clear about what the day-to-day is going to be with this position as day-to-day is very different across creative director-type positions.

POSITION REQUIREMENTS

The position description is going to be very critical so that the person looking at your description can really tell if this is something that is up their alley or not. In regard to the position requirements, you’re going to want to follow a lot of the same guidelines. Like we’ve talked about in previous posts, you want to get very clear about what the must-haves are versus the nice-to-haves. The position requirements should always be split up in these two categories.

Depending on the level of seniority, previous management experience might be a must-have. This is something that we always recommend looking at. Regarding certain channels, you may want someone who’s a specialist working just with copy, or someone who’s a specialist just working with art, or someone who has been more on graphic design, etc. You want to get very clear on what the channels and mediums are that are must-have requirements, and what are the channels and mediums that are nice-to-have. You need to be realistic in your thinking. If you try to go too multichannel and try to have this person have experience in every single possible channel, it’s likely you may lose out on people who are going to think they aren’t qualified. List in priority the channels that you would like someone to have and the types of experience.

CONCLUSION

Spelling all this out is going to be critical as you want your description to be a fair representation of the role. So, when it comes to writing a creative director job description, the key things are getting very clear about what your seniority level is and what the specialty in terms of a channel are so that you can have your position description and your qualifications truly speak to the details of the role, and so you can also have the title of the position communicate right at the beginning what level the role is and what it’s going to be focused on.

Be sure to include as part of your description that these persons will need to submit work samples, whether that is a portfolio or other samples. It’s going to be a critical piece of your interview process to see work samples in the specific channels that you are looking to hire this person in.

Take all these things into account and you’ll get yourself a major advantage in hiring a creative director for your team. Good luck!

Here are some more great tips to add to your tool chest for hiring creatives! https://bit.ly/2ECWd8M

Have questions or want to find out about working with us? Let’s chat! 

How to Hire a Chief Growth Officer

A chief growth officer is a title and a position that is becoming more and more popular among organizations around the country and the world. Particularly, this is becoming more known and highly seen with startup companies, or companies very focused on growth and acquisition. A chief growth officer is typically someone who sits over a marketing function. Some might even say it is synonymous with the chief marketing officer, although the differentiation in title is important and intentional. A chief growth officer is very involved with marketing, sales, as well as product and product development. So a chief growth officer is sort of a hybrid leader over marketing, sales, and product. They are ensuring that a value proposition is being directed through all of these departments in a unified fashion.

DEFINING GROWTH WITHIN YOUR COMPANY

Growth is very specific in terms of its outcome. Of course, all companies want to grow, but there is a particular way to position your company to be a high-growth company. This takes a very specific skillset and a very specific type of background. Hiring a chief growth officer can be a little tricky, as it’s a newer title, and someone can come from many different types of backgrounds to fulfill on this title.

THE ROLE OF YOUR CHIEF GROWTH OFFICER

The first thing you’re going to want to do before hiring a chief growth officer is to get clear about what functions this role will oversee. Since this person deals with marketing, sales, product, and even to some degree finance, you’ve got to be clear about how this person is going to be situated within your organization. If you already have this fleshed out, you’re one step ahead of the game. But if not, it’s important to create an organizational chart for your company. Here you can define how this person is going to interact with other departments and teams.

WRITING A JOB DESCRIPTION

One mistake is having the job of your chief growth officer spread too thin across different departments and functions. Any time anybody is spread too thin, they’re not going to be able to get their job done. It becomes a capacity issue. Once you have an organizational chart figured out, you can write your job description. You need to define who they’re going to report to, and what functions they’re going to oversee. A powerful job description will outline this role across the different functions of marketing, sales, product, and maybe even finance. Marketing and sales are definitely the larger pieces of this puzzle. Depending on what you sell, product may or may not be a bigger piece of this. If you have a software product, then this may be a bigger function, but if your company is more service-driven, product might not be as important. So you’ll need to determine how important it is for this person to be involved with product.

HUNTING CANDIDATES

Once you have a solid job description, it will be nearly impossible to find the right person by simply posting the job and seeing who comes to you. These types of people are some of the most highly sought after folks in the market. They are typically not out on the market looking for a job. Again, I can’t stress enough that it’s going to be nearly impossible that this person is just going to find you. You’ll want to start by doing some networking and asking around who people might know and who might be available. It’s unlikely you’ll find someone through these channels as well, but you want to make sure to exhaust all avenues. This includes employee referrals as well as networking with other executives, CEOs, and business owners that you may know.

WHAT IS THEIR TRACK RECORD?

At the end of the day, you’re likely going to need some type of outbound recruiting effort to go out and headhunt these people. Likely, you’re going to specifically want to hire somebody from a company that is similar to yours. You want someone who has marketed, sold, and grown a similar product to the product that you’re selling. It doesn’t have to be exactly the same, but it should be similar. Someone with a similar background, who’s selling to a similar customer, is what’s most important. What’s even more important is going to be the customer base that they’re selling into. It’s critical that you find someone with a proven track record of growth and acquisition with the customer base that you’re targeting. This is going to be one of the most critical things to focus in on.

HONING IN ON THE RIGHT TITLES AND PEOPLE

You’ll want to go after people with growth titles, because that is what you’re doing here. This is not a common title as of yet, although they are out there. Acquisition is another type of title that you’re going to want to go after, as well as chief marketing officers and business development. Somebody with a sales title is likely not going to be the right candidate for this job. And somebody who is only product is likely not going to be a candidate for this job. You’re looking for chief marketing officers, chief growth officers, heads of acquisition, heads of customer acquisition, heads of business development, heads of new business, etc. These types of titles are going to get you in the right direction of the right people. You want to hone in on titles and people at companies selling into a similar customer that you are. This is going to get you in the right direction of hiring a chief growth officer.

ASKING THE RIGHT QUESTIONS

Once you start getting some candidates and resumes in the door, you’ll want to find out and learn what their strategies are. You also want to know what sort of structures and systems they’ve used to achieve high growth and customer acquisition. Your interview process here is going to be very critical. You need to ask questions that don’t lead the witness. Your questions should be open-ended, and have these people really spell out their strategy and philosophy when it comes to growth. You’re going to want to get a very good picture about what they would do to grow your product.

Remember that these people are highly sought after, so you need to make sure that your employer brand is very strong. Your brand should clearly communicate the opportunity for this person to join your company. A high-level executive role like this requires some level of shmoozing. It’s important that you do what you need to do to impress upon this person the opportunity of your company.

CONCLUSION

These are some high-level points for you to consider when hiring a chief growth officer. If you’re interested in high growth and high customer acquisition, you may want to highly consider hiring someone in this sort of function for your company. Growth and acquisition is really the next evolution of marketing, and it takes marketing to the next level in order to have companies grow and acquire customers in ways that have not been seen before.

Have questions or want to hire us to speed up your process? Let’s chat! 

How To Find and Hire the Right Headhunter

Finding a headhunter, typically, is going to involve a lot of the upfront research and getting referrals from people that you know, etc., There are some other, more in depth, pieces that we’ll cover in this blog.

HEADHUNTERS VS. RECRUITERS

Headhunters can be an extremely critical aspect of your hiring process. A headhunter is different than a recruiter, although headhunters are also recruiters. This is someone who is going to go out and proactively search for candidates on your behalf. They are specialists at understanding their client’s needs and going out and networking to find specific talent for specific roles. A headhunter is a specialist in the sense that they, and only they, are going to know exactly what it takes to do the proactive work to find you specific talent for a specific role.

If you have a position that you can post on job boards and find good candidates for, then you do not need a headhunter for that position. Headhunters are more like a secret weapon that you are going to want to yield for specific roles. This is why headhunters are typically used at the executive level, like Director, VP, and C suite.

But headhunters can oftentimes be used at the entry and mid-level as well. In fact, many of our clients use us at the mid-level, as mid-level professionals are becoming harder and harder to recruit in today’s market. There is actually more of an abundance of senior people than there are of very solid mid-level people. Most organizations are weak when it comes to having strong mid-level people. Especially when it comes to hiring millennials.

CLARIFYING YOUR NEEDS

When you’re looking to hire a headhunter, the thing that is most important for you to get clear about first is what your specific need is. You’re going to want to hire a headhunter that is good and specialized in your specific need. But don’t go to crazy here! Many companies think they need to find a headhunter who does exactly what they do. The truth is, most headhunters specialize in an industry or a niche, not in a particular position.

And headhunting is a skill that can be applied to different industries. A good headhunter can use his network and skills of recruiting to head hunt any type of position. This is what makes a good headhunter a good headhunter. You want someone who knows what it takes to recruit and hunt top talent for any position.

You should actually be more focused in on if the recruiter understands what they’re doing. Do they know how to hunt, have a network, seem smart enough to understand your company, your position and your role? These smarts and these know-how are going to be way more important than someone who happens to work in your industry. Just because they work in your industry, doesn’t mean they’re a good headhunter. Now, if you can find a good headhunter who also specializes in your industry, then you’ve struck gold. This is someone that you want to bring onto your team as an asset.

INTERVIEWING POTENTIAL HEADHUNTERS

When it comes to hiring a headhunter, it’s important to know how to interview them, very similar to interviewing candidates. Many companies make mistakes when interviewing a headhunter because they ask simple yes or no questions that are too easy to answer, and therefore they don’t fully screen and vet properly.

You can’t ask a headhunter if they have experience working in marketing? It’s too easy for that headhunter to say yes. Instead, ask the headhunter to give you examples of some of the positions they’ve recently worked and had success with and some of the types of companies they’ve had success with. You’ll also want to find out about what types of markets they’ve had success working in.

Asking more open-ended questions and having the recruiter fill-in-the-blanks is going to give you a lot better insight into what kind of work they do. Ask them to explain to you some of the specifics or some of the niche details of some of the positions they have worked recently.

Another question you can ask a headhunter is about their process. A good headhunter is never going to give you their whole process, but will give you some insight into what they do. Ask the headhunter what they do and what about their process is unique. These kinds of questions are going to flesh out for you about this headhunter’s style.

HONING IN ON YOUR INDUSTRY

You can also ask them questions about your industry. Asking questions about your industry or the specific position you’re working will have answer in a way that will tell you if they actually have the technical know-how of the position that you’re looking to fill.

Some clients like to have recruiters give them a reference. In other words, they want to talk to one of the recruiter’s other clients to get a reference or insight into working with them. Just like we don’t recommend references with candidates, we also don’t recommend references when it comes to hiring a recruiter or a headhunter.

The reason being is that everybody has at least one or two good references. Whether they’re good or bad at recruiting, their reference is never going to be bad. Talking to references is not the best use of your time when it comes to working with somebody. If you’re able to interview someone and get a good feeling for them, then you should be able to run with that.

RETAINED VS. CONTINGENCY

The last piece here comes down to if you’re gonna hire the recruiter as a contingency headhunter or as a retained headhunter. This is a critical topic and it depends on how urgent your need is and how much challenge you’re having finding good people. If you have an urgent need and you’re challenged finding good people, it’s most likely going to make sense to go with the retainer model. A retainer model is more risky, but almost guarantees results if you’re working with the right headhunter.

Headhunters working from a contingency perspective can only give so much priority to their contingency positions. Retained positions always gain priority, and the recruiter is going take it to the very end until the position gets filled. A lot of companies make a big mistake hiring headhunters on a contingency basis when what they really need is a retained headhunter. Don’t let the fear of spending a little bit of money upfront, and taking some risk, stop you from taking the course that’s going to produce the best and fastest results.

CONCLUSION

The key is that you have interviewed your recruiter or headhunter correctly, so that you take out a lot of the risk when it comes to paying that retainer. Retainers are wildly more effective than contingency searches. For example, here at Aldebaran, our fill rate on retained searches is 95% with over 17 years in business, whereas our contingency fill rate is close to 70%, this is a very large difference.

We can guarantee prioritization of our VIP retained searches indefinitely. With contingency, we can only guarantee so much, and the more challenging your position is, the less we can guarantee it because it’s too risky.

This should give you some tips when it comes to hiring a headhunter. Headhunters are critical aspects to an organization when it comes to hiring specific talent. So you want to know when you need one and when you don’t need one. When you do need a headhunter, make sure you’re smart about it.

How Long Is The Hiring Process?

 

This is an important and very commonly asked question, although it doesn’t have as simple of an answer as you might think.

A simple Google search and you will find all sorts of answers ranging from 20 days up to 45 days.

The problem is many of these statistics are including different types of industries and professionals.

For this reason you won’t get a real clear picture for what you’re looking for.

The average time to hire a person varies greatly depending on many factors.

This includes the type of job, the industry, the candidate, special skills needed and other variables.

All of these things that can significantly increase or decrease the time it takes to hire the right person.

The hiring process is made up of several pieces including sourcing, the actual interview itself, final stages, due diligence and references.

Depending on how your company has things scheduled or how your team has things structured, this also very greatly affects the interview process.

The question I hear quite often is not just how long is the hiring process, but really how fast can I hire someone.

We all want to be able to hire good talent as fast as humanly possible.

FOCUS ON HIGH QUALITY TALENT

I recommend that hiring the right talent be your key focus rather than speed.

You don’t want your interview process to be too long or too short.

Too short and you may risk hiring the wrong person because you didn’t do your due diligence.

Too long and you risk losing good candidates in the process.

In 2017 the average length of hiring processes in the US, according to glassdoor was 23.8 days, which was slightly higher than 2014.

Again this can differ from company to company and throughout industry.

As recruiters here at Aldebaran Recruiting our average is between 30 to 45 days.

This is above the glassdoor average but there also is a different level of care that goes into the work that we do.

Working with a recruiter will likely take a little bit longer if the recruiter is doing their due diligence to find the right person.

The work the recruiter is doing in someway supplements and adds on to the work that you were already doing.

VARYING TIMELINES FOR FILLING A ROLE

If we look at the time it takes to hire within different industries in the US things vary greatly.

The very fastest we have seen is in construction which takes an average of 12.7 days to hire.

On the other end of the spectrum, health services roles take an average of 49 days to hire.

That is a large delta, basically 13 to 50 days.

If we look at professional business services roles, such as a lot of the white-collar jobs of the US, those are right in the middle around 26 days.

As a good rule of thumb I would say 30 days is a good average for the amount of time it should take for you to fill a position.

You can count a little bit longer if your role requires some sort of specific skills and talents.

EXAMINE YOUR HIRING PROCESS

It’s important that you actually examine the time it takes in different aspects of your hiring process.

You want to look at how time is being spent bringing candidates in for first, second, third, etc. round interviews.

This is a place where you can often find time to cut in your hiring process and speed things up.

As written in other blogs, I’m a big proponent of having your hiring and interview process be streamlined and efficient.

This is often the place where clients and companies make the biggest mistake.

They make candidates stay with your interview process and it becomes cumbersome.

RECRUITING AND SOURCING

You may have that part dialed in and the front of the funnel may be suffering.

Here is the actual sourcing and recruiting side of the process or we also call that acquisition.

This is the part where you’re actually attracting qualified candidates for your position.

This is the place where most of our clients have troubles and why they hire a headhunter like us.

They get complaints that they’re not having qualified submissions come through on their website.

They complain that their job is posted on all of the job boards but that the people that are applying for the job boards are low-quality.

This is becoming extremely common in the market.

It’s becoming less and less likely that the right talent for your company would find you on their own.

You’ve got to find ways to be proactive to get your company and your name out to the right people.

And then you want to be able to move them through a streamlined interview process.

This is the number one place where you’re going to speed up your hiring process.

The more niche or specialized, and the more competitive your industry, your company or your market, the longer your hiring process will likely be.

This is going to make the biggest difference in terms of you being able to hire people quickly.

HAVING A STREAMLINED AND EFFICIENT PROCESS

What’s more important is ensuring you have a streamlined and efficient process to find you the best talent that you can hire in the fastest way possible.

Shooting for a 30 to 45 day window is a good goal, but don’t beat yourself up if you end up going a little bit longer.

Especially if you have some type of specialized talent that you’re looking for.

Or conversely if you have something extremely simple, you should be holding yourself to have it be faster.

The key here is to pay attention to your interview and sourcing process. 

These are the places where you have the most control over being able to streamline your process into something that is really workable.

At the end of the day, if your interview process is taking too long or it’s taking too long for you to hire talent this most likely where the issue is.

The front of the funnel is the trickiest part when it comes to recruiting.

Being able to find the right talent and getting them right at the start moving through your interview process.

THE NUMBERS GAME

Here at Aldebaran we talk to between 100 to 200 people in order to show our clients one single good resume for a position.

100 to 200 is a lot of people to be reaching out to and communicating with in order to produce one solid resume.

And we are extremely streamlined and laser focused on what we do.

Anybody using less extremely focused tactics will likely have to talk to three or 400 people before producing a good resume.

This upfront work needs to be streamlined and it needs to have the time in reality to be able to produce a result.

Without that sheer volume being put in the front of the sourcing funnel it’s going to be a slower experience.

If we were only working incoming submissions there are many jobs that may simply never get filled.

Having a proactive outbound recruiting strategy is the number one thing to speed up your process and attract the right people.

CONCLUSION

The real question is not, “how long is the interview or hiring process?”

The real question is, “how do I speed up my hiring process?”

The points in this blog are going to give you a big advantage.

You must put the work in to create a good front of the funnel strategy and put the work in to streamline your interview process.

If you do these things so you can turn your company into a rockstar team and really take things to the next level.


Still piecing together your hiring process? This could help: https://bit.ly/2U8SBzI


Have questions or want to hire us to speed up your process? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

 

How To Write A Marketing Analytics Job Description

Analytics is a technology that over the recent years has become more of a prevalent need in marketing, media and advertising.

It’s common sense that the better you can measure your results, the better you can tune in to your performance and produce the results that you’re committed to.

Many of our agency clients have been able to bolster their client roster by demonstrating how they produce results through data and analytics.

THE IMPORTANCE OF ANALYTICS

The number one most sought after position in the country right now is for data scientists.

People who can understand and deal with data are becoming more and more sought after.

Data gives us a true insight into the facts of whatever situation we’re dealing with.

Nothing is better than the facts, so that you can find out where you are and work out a plan to get to where you want to go.

Marketing analytics positions are becoming more and more prevalent both at agencies and in-house in marketing departments.

Having strong marketing analytics people to help with strategy and to digest results after campaigns goes a very long way.

This can go far in moving your marketing, advertising, or media strategy and your results to the next level.

ADDING AN ANALYST TO YOUR TEAM

If you’re looking to add a marketing analytics team member to your team, one key place to start is going to be with a solid job description.

You want a job description that clearly spells out what you need so that you are able to attract the right kind of talent.

Often times companies don’t put enough effort into a job description.

This can lead to having qualified candidates pass up applying for your role thinking that they aren’t a right fit for the position.

A good job description will also lead people to share with others they know might be a good fit.

So bottom line is that the job description is critical to attract and hire the right talent for your team, regardless of what the position is.

Particularly with a marketing analytics role, it’s very important to be specific about certain things.

There are a variety of technologies and skills that you may need and some that you may not need.

You want to make sure that you’re very clear about these things so that you bring on the right person.

HAVING A GOOD JOB TITLE

Starting off with the job title is going to be critical.

You want to make sure that the title of the position represents the role so that it fits into your company hierarchy.

The title that you use to advertise the position should be similar to whatever it’s going to be inside your internal hierarchy.

You can sometimes get creative with positions so that it attracts the right people.

Marketing analytics can run across a lot of different types of folks.

For this reason, you want to make sure you hone in on the actual skills you need.

We always recommend that our clients write the job description first and get very clear about what the role and what the requirements are.

You can then decide what the title is going to be based off of what the job description is.

THE FRAMEWORK OF THE JOB DESCRIPTION

You want the description to start off with an intro about your company and your company culture.

The description should end with information about your benefits and compensation structure, or anything along those lines.

The meat of the job description is going to be the actual position description as well as the requirements.

The requirements for the position or the description can go in either order.

I tend to have the requirements first and then the description of the position, but you can’t go wrong either way.

The important thing is that your description of the position is actually spelled out with what the role is going to be doing on a day-to-day basis.

Again, we recommend not having these be too long, as you don’t want any job description to be too long.

WRITING THE REQUIREMENTS OF THE ROLE

10 to 15 bullet points maximum should describe what the position will be doing on a day-to-day basis.

Bullet points should include:

  • the kinds of teams this person will be interacting with
  • how they will be managing people
  • the types of technology they will be interacting with
  • whether they will be presenting to clients or not
  • the types of projects or campaigns they’ll be working on
  • the types of clients they will be working with.

The more detailed you can get about the description, the more it will give potential candidates good insight into what the role will look like.

DEFINING TECHNOLOGY QUALIFICATIONS FOR THE ROLE

When you get into the qualifications section, this is were things certainly need to be detailed.

As mentioned earlier, with analytics roles, there are lot of different levels and depths of technology that you may or may not need.

The last thing you want is to have your position seem like it’s more technical than it actually is.

This could have you lose people that may be good for your role because they think that they’re not technical enough – or vice a versa.

It’s important that you sit down with your team and get very clear about what types of technologies and what depth of technology is required.

Be sure to make a distinction between your must-haves and what would just be nice for you to have.

Make sure this is all spelled out clearly in the job description so that there’s no confusion.

You want to get clear about any particular kinds of technologies that your clients might be interested in or that you may even want to grow into.

Keep in mind when budgeting for a marketing analytics position that the more technical the position is, the higher the salary expectation in the market is going to be.

Make sure that you are budgeting appropriately for the level of technical expertise you’re looking for.

Marketing analytics positions are a mix of technical expertise as well as marketing understanding and strategic expertise.

The blend of these two disciplines is more challenging to find than one or the other on their own.

ATTRACTING THE RIGHT PEOPLE

As with all job descriptions, make sure that after you’ve talked about salary, benefits, culture, etc., you also tell why it’s great to work with you.

You want to really have the job description be your chance to sell the opportunity of the job and your company.

This doesn’t have to be a lot as you don’t want your description to be too long.

You want to make sure that you’re taking time to spell out the reasons that someone would want to work for you.

There might be something to say about your culture or the types of clients you work with.

This could be something about the ability to grow in the role and the potential to move up in the ranks.

You could also include any other perks that your company has that are unique in the marketplace.

There might be something unique about the products or services that you offer that differentiate you from your competition.

CONCLUSION

Marketing analytics is becoming a massively sought after type of position in a variety of companies across the country and the world.

You have to make sure that you have a description that will give you a fighting chance in attracting the right talent and fast.

You must be thoughtful and thorough about writing this job description as well as any others that you’ll be adding to your team.

Taking these measures will save time and effort in hiring the right person.

We all know that hiring the right people as soon as you can makes the biggest difference in having your organization be successful.

Good luck!


Here are some great potential interview questions when looking for that analyst! https://bit.ly/2Qo46UP


Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

Top 5 Best Biotech Interview Questions

When hiring in the life sciences industry, there is a specific strategy and specific interview questions you’ll want to ask prospective candidates.

This is important to ensure that you interview and hire the right types of candidates.

This could include the areas of biotech, pharmaceutical and healthcare.

This article will be geared toward hiring in this industry in general, mostly in the marketing, sales and public relations area of things.

Obviously hiring anybody in the sciences capacity, or what we would call a technical capacity, is going to be a little bit different.

In any case though, you can apply these principles when hiring across different segments and types of professionals in the industry.

Regardless of the position, it’s critical that you form your five best questions to ensure that you have a clear picture of what you need.

You want to be clear whether this role is going to be more marketing, public relations, investor relations or sales focused.

Either way at the end of the day it’s important to have a good starting point.

ASKING THE RIGHT QUESTIONS

Like I talk about in other blogs, the most important thing with any type of interview question is that you don’t lead the witness.

This is the biggest mistake interviewers make by asking simple questions that are too easy for candidates to answer.

You don’t want to give the candidate too much of a direction in terms of how to answer your questions.

You want your interview questions designed to get an answer that truly tests or checks in about their candidate experience.

For example, asking something like, “do you have experience marketing pharmaceutical brands?”

This question is leading the witness as it already tells me how to answer it.

It’s too easy for the interviewee to answer the question and figure out what you want to hear versus really understanding their experience.

QUESTION #1

A better way to ask the question, “tell me about the different types of clients or brands that you have experience working with.”

Asking the question this way leaves it open so that the candidate has to answer from their experience.

They have to tell you the types of brands, the types of clients or the types of products that they have worked with.

So again, it’s critical to ask open ended questions so that the candidate will tell you about their client and/or brand experience.

You’re also going to want to know the types of customers and products that they are used to working with.

You want to hear it from them without you giving them a jumping off point.

QUESTION #2

A second critical question is whether or not the candidate has experience working with direct consumer or working with healthcare practitioners.

You don’t want to ask, “do you have experience with direct to consumer” or “do you have experience working with healthcare professionals?”

That’s too easy of a question to answer with a yes or a no and of course they’re going to answer with what you want to hear.

If it’s a sales role, you can ask something like, “tell me about who you were selling to.”

That should elicit a response that will tell you if they were selling more direct to consumer or to healthcare practitioners or a combination of both.

The more clear you are about what you need in the position the better you will know if their experience is a match.

QUESTION #3

Another critical question is designed so that you learn about the types of projects, campaigns, etc. the candidate has experience with.

Do not ask, “do you have experience working with social media” or do you have experience with search engine optimization?”

These questions lead to witness and are easy to answer yes to.

Remember to ask open ended questions like, “tell me about the types of campaigns or projects you have experience working on.”

Have them tell you about their day-to-day.

It is critical for you to hear what their day looks like and to understand the types of campaigns and projects they have experience with.

QUESTION #4

The next question will gauge and determine what type of leadership or mentorship experience the candidate has or doesn’t have.

Depending on the role that you’re filling it may be important this person has management experience.

Or maybe it’s more important that they have hands-on tactical execution experience.

Do not ask a question like, “would you consider yourself hands off” or “would you consider yourself a strong leader?”

These these questions are too easy to just answer yes or no.

You do want to ask, “tell me about your tactical hands-on experience” or “tell me about your managerial experience.”

You could also ask, “tell me what your day looks like” or “tell me what percentage your managing others is hands-on.”

The point is to continue to ask open ended questions which has them tell you what their day-to-day looks like.

You want to hear their managerial and tactical hands-on experience so you know whether they’re a fit for the role that you’re filling.

QUESTION #5

The final important question on list is about salary.

Nowadays asking about salary is tricky because in certain states you can no longer legally ask for salary history.

If you are able to ask what someone’s most recent salary is, that’s a critical question.

If you can legally ask their most recent compensation was, both base and any incentives and benefits.

It’s important early on to find out what someone’s compensation expectations are.

You want to be sure that you’re in the ballpark when it comes to your budget before getting too far down the line.

This could end up being a huge waste of time if their expectations aren’t in your budget.

If you’re not able to directly ask about someone’s compensation you might have to figure out ways to learn what makes sense.

I like asking things like, “what makes sense for you in terms of salary for your next role?”

Or “what is a logical progression for you from your current salary to your next salary?”

You want to ask questions in a way that has a candidate think about what makes sense rather than just from what they would like.

Everybody wants to get paid a ton of money!

Candidates tend to think they can just ask for whatever salary they want and get it.

Asking them in a way that has them think from what’s logical, what’s fair and what makes sense is going to be much better.

This is going to give you a realistic number rather than a pie in the sky number that could shut things down.

CONCLUSION

These five questions are not as important as your contract, but more important in terms of the way that you ask them.

You want to ask open ended questions that don’t lead the witness.

Apply these principles and you will go along way to improve your interview process!


Looking for more great interview questions to add to your list? Here are some great ideas! https://muse.cm/1hLMaHT


Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

How To Write A VP Of Sales Job Description

how to write a vp of sales job description

Writing a job description for a VP of Sales can often be a daunting task.

It’s something that many hiring managers don’t like doing and don’t even really have the time to do.

A good VP of Sales job description though can go along way in attracting the right kind of talent for your team or organization.

A poorly written job description will often result in unqualified resumes and wasted time sifting through the wrong people for your team.

A good job description can be a powerful tool that will give you an edge in hiring the best talent in the market.

Often times we work with clients that have job descriptions that don’t truly match what the job is that they’re looking to hire. 

And they wonder why they’re not getting the right kind of candidates with the right kind of skills.

Usually, candidates apply for a job that is a match for their skill set or they apply for random jobs, it’s usually not somewhere in the middle.

So a well-written job description does give you a chance at finding people that are right for your needs.

POORLY WRITTEN VP OF SALES JOB DESCRIPTIONS

Candidates often think they’re not the right fit for a job because they read a job description that doesn’t seem to match their skills.

In fact, many times, we already know that they’re a fit for the job because we’ve spoken with the client.

Poorly written job descriptions can also result in candidates who are actually a fit for what you need not applying for your job.

This is another way that you can lose out on good talent!

At the end of the day, it’s worth the time and energy to write a good job description and it doesn’t have to be as challenging as you may think.

VP OF SALES JOB DESCRIPTIONS

Writing a sales job description is particularly important because there are a lot of different ways salespeople work across different industries.

A sales job description needs to articulate certain critical aspects in order to communicate effectively what is needed for the job.

Job titles can be very deceiving and even leave more questions, particularly when it comes to sales roles.

It’s important that the job description communicates what the role is so that people are not solely relying on the title.

For example, a VP of sales could be a department head who’s leading a team of sales people.

VP of sales could also be an individual contributor who does not manage any team members and is selling on their own.

And they could also be anything in between these two extremes.

It’s critical that if you’re hiring for VP sales you want to start off by being clear about what this position is in your company.

WRITING THE JOB DESCRIPTION

This rule of thumb really goes for any type of job you may be writing a job description for.

The first step is to start jotting down and brainstorming about the key functions this role is going to need.

You want to make sure you narrow it down to 10 or less key functions within a role.

I would even say that a sweet spot really is five key functions.

Whether that be managing a team of sales executives or selling on their own or a combination of both.

They could be building a team or focusing on channel relationships and partnerships or managing and/or doing inside or outside sales.

VP OF SALES ROLES ARE EXTREMELY DIVERSE

You want to hone in on exactly the type of sales and the type of management this person is going to be doing.

There’s a big difference between inside sales, outside sales, lead generation, channel sales, partner sales, and the list goes on.

There are also different parts of the sales cycle that many roles will or won’t be responsible for.

For example, will this part of the role be responsible for cold calling in generating leads?

Will they be responsible for managing relationships, closing sales and closing warm leads?

Will this person be reselling to existing customers?

Often times it’s a combination of all these things.

FOUR SECTIONS OF A VP OF SALES JOB DESCRIPTION

It’s critical to flush out exactly what the key functions of the role are going to be so that this all gets spelled out in a job description.

We recommend a VP of Sales job description always has four sections.

The first section should be a company overview which gives an overview of your company and some insight into your culture.

You want to make sure that this section mentions some key points.

This should include anything about you being fast growing, anything about your industry, and some of your successes.

Also, include some of the things that are great and unique about working with you.

VP OF SALES SKILLS AND QUALIFICATIONS

The next two sections are the meat of the job description.

This will include the required skills or qualifications.

These are hard skills and qualifications that this person is going to already need to have to bring to the table.

So this is where you may need something like a track record in building sales teams or selling a certain amount of sales per year or working with certain types of budgets.

You may need a track record of working in certain industries or with a certain type of company or client.

You may need a track record of selling into a particular vertical, or of selling to a particular decision maker.

Next, you’re going to have the key must have’s for the role.

We recommend this section not be too long and that you distinguish between what is a must-have and what is a nice-to-have.

This is also where we recommend having years of experience.

Years of experience truly is just a number, but it is a good gauge and we do recommend putting it on a section of your job descriptions.

VP OF SALES ROLES AND RESPONSIBILITIES

The third section is the actual job description.

This tells what the role is, what it’s going entail, what it’s going to accomplish and what it’s going to be responsible and accountable for.

This is where you want to spell out what the roles and responsibilities are going to be so that is very clear what this role is.

This can come before the required skills or after – it’s up to you.

The point is these sections can be flip-flopped.

ABOUT YOUR COMPANY

The final section is always good to give an overview of your company benefits and anything else about company culture.

Anything that you didn’t cover in the first section can be added here and is a nice way to round out a job description.

You can also mention compensation or salary here if you’d like.

However, we recommend not putting in salary or compensation on a job description and leaving that open for discussion in your first interview.

Lastly, you don’t want a job description to be too long.

All of this should onto two to three pages maximum.

CONCLUSION

Writing a VP of Sales job description does not have to be complicated.

It’s four simple parts and typically the first and fourth parts can be recycled from job description to job description, regardless of the role.

Sections two and three are going to require the most work.

You’re going to want to make sure to hone in on these sections and that they’re complete, clear and concise.

In conclusion, writing a job description particularly for a role like a VP of sales is critical.

You will be able to attract and not turn away the right talent for your team.

Best of luck!


Here are some more great tips for hiring the right sales team! https://bit.ly/2DFQZIy


Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

Top 5 Digital Marketing Interview Questions

Hiring for marketing in today’s landscape can be challenging.

There are a lot of different types of marketing out there. 

A lot of professionals are specialized working in one or sometimes many marketing channels.

It’s important to make sure that you’re able to hire somebody who is going to be able to do the job you need them to do.

Marketing is especially a critical aspect of any business, as marketing and sales are the lifeblood of an organization.

So making a good or bad hire in marketing can make or break your organization.

At the end of the day it all comes down to talent, so hiring the right talent is your job.

Hiring in general is tricky and interviewing truly is an art.

GETTING CLEAR ABOUT YOUR NEEDS

First and foremost, before you even get to the interview stage it’s critical that you have a clear picture of what you need.

Often times, hiring managers will start to interview candidates without having a clear picture of what they need.

You’ll want to sit down and get clear about what the different channels are that are critical for your business.

If this is already spelled out and clear for you then you can skip this step.

If not, we recommend truly examining this and deciding which channels are important to you.

Sometimes candidates have expertise and other channels that will crossover.

For example, search engine optimization and search engine marketing have a lot of crossover, but they’re not the same.

If you need someone who is heavily focused in SEO or SEM you’ll need to tailor your interview process to flesh out that person’s strengths.

Most people who do SEO also know how to do SEM, but they may be stronger or weaker in one or the other.

BEYOND SEO AND SEM

There are also many other digital channels that you could need for your business.

Some things to consider aside from SEO and SEM are email marketing, social media, paid social or other types of paid or display ads.

You might need someone strong in writing content for different ads, and/or someone stronger from a strategy perspective.

You need to take all of these things into account when you’re writing a job description.

Nowadays digital marketing people need to be much more involved from an analytics and campaign perspective.

You’ll need to figure out a way to screen for this if it’s important to your business.

WHAT ABOUT TECHNOLOGY?

The other thing that you’ll need to be clear about is how technical you need this person to be.

Are they going to be making website updates?

Do they need to have a design background?

Should they have some development skills?

Marketing is tied so much with technology nowadays that these are things you’ll need to consider.

Your position may be more or less specialized and you may need somebody with only one or two channels of expertise.

On the other hand, you may need someone who is extremely multi channeled who knows how to market in a wide variety of channels.

Getting very clear about all of this will help you tailor your interview questions.

DO NOT LEAD THE WITNESS

Many interviewers make the common mistake of what we call “leading the witness” when interviewing a candidate.

What we mean by that is asking questions that are too easy to answer.

Asking a question like, “are you good at search engine marketing?” makes it very easy for a candidate to just answer “yes.”

So they have told you exactly what you want to hear.

This is particularly important when hiring marketing folks, and especially when you need to hone in on someone with digital expertise.

ASKING THE RIGHT QUESTIONS

Asking the right questions when interviewing digital marketing candidates is everything!

QUESTION #1

The number one thing to ask a digital marketing person is to tell you about recent campaigns and projects they’ve been responsible for.

Ask them to walk you through the day-to-day of running those campaigns and projects and what they have their hands on.

You want to ask open ended questions like, “walk me through your day to day” and “what are your most recent projects and campaigns?”

Asking this question in this way is going to give you insight into what the person’s day looks like and doesn’t lead to witness.

It doesn’t give them something to launch off from to tell you what they think you want to hear.

You want questions that actually have them walk through their day to day.

Then you can get a sense of what this person has been doing and see if that matches up with what you need.

MEASURING PERFORMANCE

QUESTION #2

The next critical question for marketing candidates is having them explain what their KPI’s are, and how they’re measured and managed for their performance.

Find out what they think important KPI’s are, how they measure KPI’s and how they adjust and optimize different projects in the campaigns they’re running.

It’s critical that a marketing person is connected to their performance and outcomes of their activities.

You want to get some insight into how this person knows they’re effective or not effective.

QUESTION #3

Another critical question is what they think the most important aspects of marketing are when it comes to acquiring customers.

You want to understand their philosophy, where they come from and how they think as a marketer.

It is critical for you to evaluate them as a marketer as well as to see if their philosophy on marketing lines up with your company values and strategy.

HANDLING CHALLENGES

QUESTION #4

A fourth great question to ask candidates is to have them tell you about a challenging campaign or project that they have come across.

You want to hear of a major hurdle or article that they needed to overcome.

Have them walk you through what the problem was, what happened and how they dealt with it.

This will give you insight into their thinking and how they solve problems from a marketing perspective.

The more specific you get them to answer, the better, as you’ll get a sense of how they deal with problems as a marketer and how they overcome them.

HIRING FOR CULTURE FIT

QUESTION #5

Last, but not least you want to ask them to tell you what their idea work environment and company culture looks like.

When asking candidates this, ask them to be honest because people tend to want to tell the interviewer what they think they want to hear.

Candidates want to get the job and so they’ll likely tell you that they’re going to fit in with your company.

You want to really know if working together would really be a good fit.

There are lot of different people and a lot of personalities out there in the world and not everybody works well together.

It’s important to keep in mind that is not a problem at all, you just have to keep looking.

There is a lid for every pot and so you want to make it safe for the candidate to tell you about their ideal culture.

You want to be able to truly gauge if they would be a good fit for you and for them.

In the same breath you can also ask about some of the things that they don’t like in a work environment and culture.

You can gauge dislikes against your company culture as well.

CONCLUSION

These are some simple steps that you can apply when it comes to hiring digital marketing people. 

If you’re smart you’ll be able to take these questions and apply them to any type of professional.

Your interview questions should all be tailored and used to hire the best marketing talent out there to grow and scale your business.

Good luck!


If you’re still building your interview questions, here’s a great resource! https://muse.cm/1hLMaHT


Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

How To Decide Who To Hire

Hiring the right talent for your company and your team is critical for anyone interested in growing and scaling their company, team, or organization.

THE COST OF A BAD HIRE

Making a bad hire can have drastic consequences, not only financially but also to team morale and overall company health.

A bad hire is not only a major inconvenience, but it can also cost thousands of dollars.

The average price to replace a millennial that was a bad hire is over $20,000.

Do this too many times and you could see yourself out of business very quickly.

AVOIDING MAKING BAD HIRES

It’s more important than ever to make sure that you have the correct processes, structures, and procedures in place to ensure that you make the right hires.

Sometimes you may end up with more than one great candidate for a particular role and it may be challenging to decide who’s the best fit.

Without the proper structures and processes in place, you will leave yourself vulnerable to making these costly mistakes.

It’s worth the time and effort needed to put these measures in place and to lower your risk of making a bad hire.

DON’T JUDGE A BOOK BY ITS COVER

First and foremost, one of the things that we make sure to do here at Aldebaran is to never judge a book by its cover.

Deciding who to interview based on a resume is critical.

You obviously don’t want to interview people that don’t look like they have the requirements for the job.

But you also don’t want to put too much stock in a resume.

Keep in mind people have varying skills at writing resumes and a resume is not fully representational of a person.

You have to be able to see through the resume in order to be able to decide who the best people are to talk to.

Often times a resume will leave you with more questions than answers.

You want to make sure you aren’t bringing too many preconceived notions to the picture.

ASKING THE RIGHT QUESTIONS

Your interview process is going to be the most important thing when it comes to hiring the right talent.

The number one mistake interviewers tend to make in interviews is they lead the witness.

In other words, they ask questions that are too simple to be answered with a yes or no question.

It’s important that you don’t make it too easy for a candidate to tell you what you want to hear.

Interviewers often ask questions like, “have you worked on digital marketing campaigns before?” That is an easy yes for anybody.

People tend to tell you what they think you want to hear to be as strategic as possible when it comes to getting the job.

You have to form your interview questions in a way that teases out the answers that you want.

Don’t ask, “do you work on digital marketing campaigns?”

Instead ask, “tell me about the types of campaigns that you’ve worked on?”

Don’t ask, “do you work well in a fast-paced environment?”

Instead ask, “tell me your ideal work environment and what type of environment would you say that you thrive in?”

You want to have them go into as much detail as possible.

OPEN COMMUNICATION AND FULL DISCLOSURE

Often it’s important to open the communication and invite candidates to be honest with you.

We are very conditioned to tell people in an interview what we think they want to hear.

It’s your job as the interviewer to be straight with your candidates.

Let them know that neither of you wants to work together if it’s not the right fit.

Give them full disclosure that you’re going to ask questions and they should be as honest as possible so that you can both gauge if it’s the right fit.

That kind of transparency is critical when actually getting to the core and asking people questions.

INTERVIEWING AND HIRING FOR CULTURE

Another critical aspect that you need to be able to interview for his culture.

Culture is key and tends to be more important than hard skills.

If you get the right person that fits with your culture, you can teach them certain things and fill certain gaps much easier.

The first step to interviewing for culture is having a well-defined culture in your company.

If your company doesn’t have a well defined culture that is present and alive with your employees, then there’s no way you can interview for it.

If you do have a well defined culture in place then you should have core values and a core focus that you can interview people for.

You can ask people what kind of culture is best for them. 

You can ask for examples of problems that they’ve solved or challenges they’ve had in the past.

And ask for examples of things that they like and don’t like with current or previous companies.

We also recommend after those questions that you go over your core values and culture with them.

You want to tell them what the expectations would be inside the culture and core values.

Then they can make the decision for themselves whether or not the culture is the right fit for them.

TESTING YOUR CANDIDATES

Many employees come in to a job and are surprised by things they should have been informed about during the interview process.

You don’t want employees to be surprised by the hard skills required of the job or the culture of your company.

It’s critical from a hard skills perspective that you figure out a way to test your candidates that come through.

This can be simple with technical roles because you can do coding tests and reprogramming tests. 

It can get a little bit more tricky with people in marketing and client services.

With somebody who is a creative, it’s a good idea to give them a writing test and of course to look at previous samples of their work.

For someone who is more of a campaign person, you may have them do a mock campaign, project or presentation.

The bottom line is you want some way to test and see how they would do the job that you would be hiring them for.

You cannot take people solely on their word.

You need to be able to see it and have it be part of your interview process.

REFERENCE CHECKS?

Reference checks are becoming a thing of the past, are becoming less and less relevant and not the best use of time in today’s fast-moving market.

The reason being is that no one is ever going to give somebody a bad reference.

Where a reference can come in use is if you’ve got two candidates and you can’t decide between who to hire.

Then you can check references on them both to see if one of them is more glowing or better than the other. 

That is the only time we recommend doing reference checks.

If you’re on the fence about hiring someone this could be another possible scenario for doing reference checks.

You can speak to their previous supervisor and ask candidly about your concerns with this person.

These conversations need to be done correctly though so that you can level with that person and get accurate answers about your concerns.

Some references are going to be more honest with you and some will just be more ingratiating with their candidate.

WHAT TO DO WHEN YOU HAVE A TOSS UP

At the end of the day, if you need to decide between two candidates in terms of who’s going to be the best fit then we recommend you look more at culture.

They likely have similar hard skills so you should talk with your team about who is going to be the best long-term fit for the company.

You want to figure out who is going to fit in best with your group and who is going to be the embodiment of your core values, etc.

Bottom line is that the best culture fit is going to be more important and the harder thing to find. 

IN CONCLUSION

Incorporating these tips into your interview and hiring process will go a long way in hiring the right people.

We recommend having your interview process be a standard process that all candidates go through and that it be the same for everybody.

Standardized process allows for you to make changes if needed and it’s critical that you are constantly looking to learn and grow.

Happy hunting!


Want more tips on refining your interview process? Check this out: https://bit.ly/2CjHtWP


Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

How Much Does A Headhunter Cost?

In today’s blog we will cover the way headhunters are paid, how much they cost, and the different fee models in which you can hire a recruiter.

Particularly, contingency or retained headhunters.

The costs for various recruiters are similar and there will only be minor differences depending on which company you work with.

It’s important to keep in mind that the fee models for permanent placement candidates versus contract, freelance or staffing can be different.

Staffing recruiters are typically never referred to as headhunters.

When looking to hire a headhunter you’re typically looking for someone who’s going to find a long-term full-time employee.

A headhunter is someone who is hunting high-level, typically director level or above, talent for an organization.

FEE MODEL FOR CONTINGENCY & RETAINED RECRUITING

A headhunter fee is always based off of the candidate’s first year salary as negotiated in an offer letter.

Depending on the headhunter, that first year’s salary can include a sign on bonus or any other compensation that happens in that first year.

The first year’s compensation typically would not include sales commissions or bonuses.

The only bonus that is usually included in a first year salary when calculating the recruiter’s fee is a sign on bonus.

Relocation expenses and anything else of that nature would not be included in the calculation.

RECRUITING FEE RANGES

Whatever the headhunter’s fee is would be multiplied by the first year’s starting salary.

For example, if a Director of Marketing is offered a position at $100,000 and recruiter’s fee is 20%, that would be a $20,000 fee paid to the recruiter.

In terms of the range of fees, these can vary greatly depending on which firm you work with and what type of position you’re working.

Fees can be as low as 15% and as high as 40% or even 50%.

The industry standard is typically between 20 to 25%.

One thing to keep in mind when hiring a headhunter, as with anything, is that you always get what you pay for.

There are a lot more firms out there nowadays doing extremely low fees like 15% while some other firms are up to 30-40-50%.

That doesn’t necessarily mean that you’re going to get a much better service than you might at the 25% range.

FOCUS ON WHAT’S IMPORTANT

As a note, I’ve written other blogs about tips for hiring headhunters covering more important factors than the fees alone.

You should be focused on hiring the right headhunter for your business than trying to get the best deal.

At the end of the day, if you hire a headhunter who is extremely cheap, but not going to get you the results you need, then you’re at a loss.

RETAINED RECRUITING

Retained recruiting can work in a couple of different ways, but is similar to retaining a lawyer.

Although when you’re retaining a lawyer you’re typically making a monthly payment to have them working for you.

This isn’t typically the way that retaining a recruiter works, although you can retain recruiters this way if you have substantial recruiting needs.

Typically a retained headhunter is going to work on one or a handful of positions.

When retaining a recruiter you’re typically going to pay an upfront fee, also sometimes known as an engagement fee.

You’re paying that recruiter for working a search for you and typically that recruiter will have exclusivity working that role.

Any money that you pay upfront to a retained recruiter will come out of your final invoice.

RETAINER FEES

A typical retainer is a third of the estimated fee.

Again, if you’re hiring a retained headhunter to work a position with an estimated salary of $100,000, that’s a $20,000 fee.

If the retainer is 1/3 of the $20,000 fee, you’ll pay roughly $6666, which would then be deducted from your final invoice.

Many retained firms ask for 1/3 of the fee up front, another 1/3 if the placement hasn’t been done at 60 days and the final 1/3 once the placement is complete.

Many companies stray away from retained search firms because any of the money that you pay up front is at risk.

If for some reason they don’t fill the role, you put it on hold or you find someone on your own, you’ve lost that money.

Aldebaran has a very unique retainer model that is extremely low risk, but still gets all the benefit.

If you’re interested in learning more about how we work you should reach out to us!

Although retained recruiting is slightly more risky, it is highly more effective than contingency recruiting.

CONTINGENCY RECRUITING

Contingency recruiting tends to be a favorite for a lot of companies filling lower-level positions.

Retained recruiting tends to be reserved for more high-level roles that require special attention.

The fee that you pay in contingency recruiting is contingent on the recruiter finding the right candidate and you hiring them.

With the contingency search you only pay a fee if and when you hire someone from that headhunter.

From a financial perspective it’s less risk because you aren’t paying any money upfront to secure having the headhunter work for you.

Again we can’t stress enough that you get what you pay for!

RECRUITERS PRIORITIES

Recruiters are always going to prioritize their search internally, and this makes sense.

If someone has paid us a retainer fee we are going to have the work go toward that job, it’s only fair.

Most recruiting firms will only be able to budget a certain amount of time for any contingency search.

For retained searches, recruiters will typically work a job until the job is done.

That’s why retained searches tend to be 30-40% and even sometimes 50% more effective than contingency recruiting.

QUALITY OVER QUANTITY

I talk with a lot of clients with tough roles to fill and they complain that contingency recruiters aren’t showing them good candidates.

This isn’t too much of a surprise.

If you have a tough role you’re looking to fill, a contingency firm is going to give it a shot maybe for a few weeks.

If they don’t come up with somebody it’s going to be less profitable or sometimes even negatively profitable for them to continue working the role.

Contingency firms simply cannot dedicate unlimited resources to contingency searches.

When you’ve got a tricky role or something that requires special attention you really want to go the retainer route.

The retained route is way more effective and if you have a good recruiting firm that you trust, this shouldn’t be an issue as it’s just an upfront payment.

If you’re confident they’re going to find you somebody then that’s the way to go.

CONCLUSION

So this is a basic rundown of how recruiting firms and headhunters are paid.

At the end of the day you want to find a recruiting company that is a good match for you, your company and your industry.

You need someone you can trust who’s going to find you quality candidates.

This should be your primary concern and cost should be your secondary concern.

You do get what you pay for and it is worth it to pay a little bit more for a good recruiter. 


How do you find a great recruiter anyway? Go here for more: https://bit.ly/2EJyIrE


Have questions or want to find out about working with us? Let’s chat! https://aldebaranrecruiting.com/looking-for-talent/

How To Hire A Headhunter

It is certainly important to follow a process when hiring a headhunter because there aren’t as many good headhunters as there are mediocre ones.

The recruiting industry is littered with a massive variety of different types of recruiters and different types of people.

Recruiting is an unregulated industry which means you don’t have to have a license or any sort of certification to call yourself a recruiter.

Therefore anybody can put that they’re a recruiter on their LinkedIn profile without having any experience or qualifications.

There are a lot of inexperienced, unethical, ineffective, etc. types of headhunters and recruiters out there.

It’s critical that you are smart about how you hire a headhunter or a recruiter.

LESS IS MORE

It’s also really important that you don’t make the mistake that some companies make by thinking more is better.

It is never a good idea to hire three, four or even five different headhunting companies to work on your open positions.

You’ll end up managing too many relationships which takes up too much time and the market can get oversaturated with your position.

Candidates will have three or four people reaching out to them about the same role and this will make your company look desperate in the market.

This is not a good initial impression to make with potential candidates.

At most you want to be working with two headhunting firms at a time and ideally really only one.

The goal should be to find one good recruiting firm that can help you with certain roles.

HIRING MORE THAN ONE RECRUITER

You may need to work with multiple recruiting firms depending on their specialties and which roles you’re trying to fill.

For example, you might need one headhunting firm to focus on sales and marketing and another to focus on technology roles like developers and software engineers.

Splitting it up this way can be very effective as different recruiting companies will be working different roles. 

This will also prevent companies from stepping over each other and you will have less relationships to manage.

SEEKING REFERRALS FOR A HEADHUNTER

How you go through the process of hiring a headhunter is important because the goal is to only have one or two at your disposal.

You want to start your search in the usual places such as Google and Yelp, although keep in mind Yelp tends to be more localized.

You may want to think about some business colleagues that you could check in with about a referral and get some insight from them.

It’s likely that some of your colleagues, some of your competitors, or some of your other partners have worked with recruiters in the past.

A referral is always going to be great because you already know that this person has some sort of track record.

You might also want to think about if you’ve ever been recruited before.

The company you’re at may have also used previous recruiters and that could be a good place to start as well.

At the end of the day, we recommend doing some online research on companies pages, websites, social media and LinkedIn.

INTERVIEWING POTENTIAL RECRUITERS

You can then narrow it down to a handful or five or less companies that you want to interview.

This gives you a chance to see who’s going to be best to work on the particular role or roles that you need.

It’s very critical that you interview the headhunters to find out who’s going to be the best for your company.

You want to find out what their industry specialty is, what types of professionals, and what types verticals and companies they work with.

You certainly want to hire a recruiter that has experience working with your type of company.

FOCUS ON INDUSTRY AND VERTICAL 

Focus on industry is more important than focus on a particular type of role.

Sometimes hiring managers and HR people will get too bogged down on a certain title or type of position.

Types of positions are extremely narrow and a good headhunter’s reach is going to go beyond just certain types of positions.

A good recruiter will focus on a specific industry or vertical and will be able to work most positions within that industry or vertical.

For example, we focus working with a lot of advertising, marketing, and PR agencies and we can fill 99% of roles within those industries.

This is because we are so focused on that vertical, that we understand those types of companies and have deep networks there.

CHECKING OFF THE BOXES

Ask about their process, how in-depth they are, and if they’re focus is more on quality or quantity.

You want to be sure you’re working with a recruiter who is more quality focused.

Ask them on average how many resumes do they send to a client to get a job filled.

This will give you some insight into the kind of quality they are sending.

Ask them how they are going to figure out how to hire for your culture.

Hiring for culture is critical and this is something that you want to be really interested in.

How is this potential recruiter or headhunter going to be able to represent your company accurately?

Once you’ve interviewed a handful of headhunters, take a look and see what boxes they check off and who will be the best fit.

It’s important that you have an understanding of how they work and how they’re going to work on your behalf.

You have to be sure you can trust this person to represent you, your team and your company.

Does this potential headhunter have a strong grasp of the position you’re hiring them to fill?

Do they understand my company and my industry?

You can see how interviewing headhunters is very important as it is a major time investment.

RETAINED VS. CONTINGENCY RECRUITING

You’ll also need to decide if you’re going to go the retained recruiting or contingency recruiting route.

Contingency recruiting tends to be the most common where you will not pay a fee unless the recruiter finds you someone that you hire.

Retained recruiting is where you pay an upfront engagement fee.

Like anything, you get what you pay for and retained recruiting is wildly more effective than contingency recruiting.

Many people complain that their contingency recruiter didn’t produce the results they wanted. 

What they don’t understand is that contingency recruiters can only put in so much work since there has been no fees paid up front.

Contingency recruiters are shouldering all the risk, so your role is likely not top priority.

This is why here at Aldebaran our retained fill rate is above 95% and our contingency fill rate is around 70%.

That is a 30% gap in effectiveness on retained verse contingency – a huge gap!

So again, you really do get what you pay for!

Although it can be risky to pay a retainer up front, it’s going to get you way better results.

If you think you can trust a recruiting firm and they seem like the right fit, you should consider paying an engagement fee.

Especially if you’re serious about getting your position filled.

OTHER THINGS TO CONSIDER

Don’t let your fear of a recruiter not getting the job done get in the way of getting really positive results.

Something else to keep in mind is hiring your headhunter based on location.

Some companies think they need to have their recruiter be local to whatever city they’re in, but this is not the case.

Hiring your recruiter based on location can actually limit you greatly to the types of great headhunters that are out there.

For example, we work in every major market around the country.

Although we’re based in San Diego, our largest candidate and client pools are in New York and San Francisco.

So you can see that location doesn’t limit us or you as a hiring manager at all.

This may be the case with many headhunters so you certainly want to be open to recruiters that are in other markets and not just your local market.

Again, the focus should be on industry, vertical and candidate expertise.

These things are much more important then location.

CONCLUSION

At the end of the day there are some very important criteria that you want to take into consideration when it comes to hiring a headhunter.

If you find a good one be sure to hang onto them.

By the way, we are one of those so feel free to give us a call!


Want more guidance on hiring the right recruiter or headhunter? Go here: https://bit.ly/2CdWv5m


Have questions or want to find out about working with us? Let’s chat! https://aldebaranrecruiting.com/looking-for-talent/

What Is A Corporate Recruiter?

A corporate recruiter is best defined in relationship to an executive recruiter or even a staffing recruiter.

Corporate recruiters exist in house at a corporation regardless of the size of the corporation.

A corporate recruiter could also be called an in-house recruiter and typically exists on an HR team.

Sometimes they’re also on a more distinct department of an HR team known as talent acquisition.

A corporate recruiter’s job is similar to an executive recruiter or a staffing recruiter and is to recruit candidates.

THE DIFFERENCE WITH CORPORATE RECRUITERS

Corporate recruiters are likely focusing on specific roles that tend to have a wide variety of roles and experience.

These roles could be in logistics, marketing, sales, entry-level, senior level or executive level roles and so on.

Often times senior-level roles are reserved for more senior recruiters.

These types of roles, which typically start at the director level or above, require a different type of experience and expertise.

A corporate recruiter often is also focused on hiring for one company only.

An executive or staffing recruiter is going to be working with a variety of clients and locations, often nationwide and sometimes globally.

One thing that’s important to keep in mind with corporate recruiters is that they are always going to be solely focused on recruiting.

All they’re going to be doing is recruiting and managing the full recruiting lifecycle.

*For more information about what the full recruiting lifecycle is, or what a full cycle recruiter is, please refer to an earlier blog HERE.

OTHER RECRUITERS

An executive or agency recruiter is going to be focused on recruiting for multiple companies and levels and probably not solely recruiting.

Agency recruiters are almost always doing some level of sales and/or client services.

Since agency recruiters are also vendors, they will also be constantly managing client relationships, up selling, opening and growing accounts.

This is a unique sales function that is particular to agency recruiters that a corporate recruiter is never going to deal with.

Agency recruiters are typically going to be held to a higher standard as they need to pay more attention to quality versus quantity.

Internal corporate recruiters don’t have to prove themselves as much as an outside recruiter.

Typically corporate recruiters get paid a lot more money than agency recruiters since they’re on salary with some bonuses and commissions.

A corporate recruiter is part of HR, while an agency, executive or staffing recruiter is more of a sales person who is also a recruiter.

ADVANTAGES OF CORPORATE RECRUITERS

One thing to know is that corporate recruiters tend to have an advantage and a better grasp on culture within a company.

Since they’re in house with the company, they have day-to-day interactions with the culture and other employees of the company.

They’re often involved in other conversations with HR about staff augmentation, company structure and strategy.

They will have an insight into things that the agency recruiters are just never going to be privy to.

This can be an advantage as hiring for culture is becoming more and more important across organizations.

Being able to find people that are the right cultural fit for the long term is critical for anyone dealing with talent acquisition.

WHERE OTHERS RECRUITERS FALL SHORT

This is where most executive recruiters or agency recruiters drop the ball.

They don’t do the legwork to find out about their clients culture and their clients needs.

And they don’t stay in touch and communicate with their clients in ways that keep them connected.

They in turn tend to find people that may or may not be the best cultural fit.

Often times this is why there is such an industry wide fall off ratio for agency recruiters.

If you are going to hire a recruiter you want the advantage of being connected with your company culture.

If you’re an agency recruiter it’s critical that you take the extra steps necessary to be able to do that.

Corporate recruiters are often times going to be very invested in their company given that they work there.

So this can sometimes lead to another competitive advantage in terms of finding the right talent.

RETAINED VS. CONTINGENCY RECRUITERS

This is why most of the time retained recruiting agencies are wildly more effective than contingency.

Often companies don’t want to pay engagement fees, but don’t realize the fees are guaranteeing much better results.

For example, here at Aldebaran, we have a 95% close rate on our VIP retained searches while our contingency searches rate is closer to 60%.

This is a very large discrepancy, but that’s because retained searches get prioritized and have permanent VIP status.

A contingency search isn’t going to have permanent VIP status.

When contingency searches don’t produce results in 3-4 weeks they lose priority as other needs come in through the business.

It becomes less and less profitable for a recruiting firm to spend too much time on contingency searches.

If you find a good recruiter and pay the engagement fees, you’ll get sometimes up to 50% increase in effectiveness!

CORPORATE OVERLOAD

A corporate recruiter is likely going to be able to spend unlimited resources on any given position until it’s filled.

This is an advantage, but the potential problem is that roles tend to stack up.

At many organizations, corporate recruiters are overloaded and unable to focus on the needs of the organization. 

Agency recruiters tend to be more experienced and better head hunters than corporate recruiters.

This is simply because of their exposure to different markets, clients, and different types of opportunities.

Agency recruiters tend to have a better understanding of business and how different companies work together.

A good agency recruiter is going to be able to be an asset to you and your talent acquisition team.

If you find and hire a good external recruiter, make sure that you’re leaning on and leveraging them for advice.

They are exposed to a lot and can give you a lot of insight into different aspects and strategies in the market.

So these are some of the differences between corporate recruiters and agency recruiters.

There are many more, but this is an initial look at the differences in the types of recruiters out there. 


Here are more things to consider when thinking of hiring a recruiter: https://bit.ly/2C5Ot9C


Have questions or want to find out about working with us? Let’s chat! https://aldebaranrecruiting.com/looking-for-talent/

What Is Headhunting?

Headhunting is really an aspect of recruiting.

You could say that all headhunters are recruiters, but not all recruiters are headhunters.

In fact, most recruiters aren’t headhunters at all.

And even most recruiters who consider themselves headhunters, aren’t truly headhunters.

A true headhunter possesses a specific skill set which allows them to effectively and aggressively tap into the passive talent market.

They are able to track and attain specific talents that would never have found out about a role or position otherwise.

HEADHUNTING VS. RECRUITING

Headhunters are really more like actual hunters, where recruiters are really more like farmers.

A normal recruiter is typically going to rely on a high volume of inbound submissions.

These passive submissions usually come from other job boards, a company web portal or something of that nature.

A recruiter is mostly working with active talent that is out in the market.

These people are applying for jobs, interviewing with multiple companies and submitting to a wide variety of companies.

Another thing a recruiter tends to deal with is having to screen hundreds and hundreds of irrelevant resumes.

Job boards are making it increasingly easier for people to apply to all kinds of positions without seeing if they’re a good fit.

On one side of the recruiting spectrum is a fully passive recruiter who is only dealing with inbound submissions.

On the other end of the spectrum you have a headhunter who doesn’t rely on inbound submissions at all.

A headhunter will almost never even talk to someone who is an inbound submission.

A HEADHUNTER’S NETWORK

Headhunters are 100% proactive in what they do, which is why it’s so important to have a well established network.

In headhunting, a well established network is defined by a large candidate pool.

A large candidate pool is no good unless you know how to interact in a way that’s going to get you the results you need.

A good headhunter knows how to continuously be expanding their network.

They will know how to massage their network in different ways to be able to constantly be drumming up new talent.

This is why headhunters tend to have more of a hunter and sales mentality than a recruiter on the other side of the spectrum.

WORKING WITH A HEADHUNTER

Headhunters are very good at learning exactly what their clients need as far as quality over quantity.

They will ask a lot of questions about what specifics are needed for a particular role, both hard skills and soft skills.

The more questions a headhunter asks, the more they’re going to be able to hone in on what their client needs.

Once the picture is clear about what the client needs, a headhunter is going to use their candidate network.

They will also use their extended network to make contact with hundreds, if not thousands of people.

RECRUITING PASSIVE TALENT

The majority of those are likely not actively on the job market looking for a job.

A headhunter is skilled at starting initial conversations with these people.

They will be able to get them interested, engaged and potentially making a move from their current company.

It requires a very specific skill set and a certain finesse to be able to get someone interested in another role when they’re happy where they’re at.

A headhunter is very good at building relationships and trust with candidates.

This allows them to guide them through the process while continually selling and closing them along the way.

Working with passive talent requires a lot more handholding and selling of an opportunity along the way.

This is an important distinction that many recruiters and hiring managers don’t understand.

Someone who is currently working needs to be treated differently than someone who isn’t working or is already actively looking.

Someone actively looking for a position already has a very high degree of motivation to make a move.

Passive candidates don’t have as high motivation and it’s a good headhunter’s job to move them to a place of high motivation.

This is where more of a selling piece comes into play and less of a farming piece.

SEEKING SPECIALIZED TALENT

Headhunters are best used when you are requiring some sort of specialized talent.

If you have a role that is specialized in any way you’re likely going to need someone to lead a proactive effort to find the right person.

It’s highly unlikely that specialized talent is going to find your job on a job board or your website.

The odds of this happening with even one person are extremely slim, let alone with a handful of people to choose a quality candidate from.

With any sort of specialized role you’re looking to fill it’s critical to have an outbound proactive strategy in order to find those people.

Those people are most likely working for your competition or in adjacent industries or verticals.

This is also where a headhunter is going to be extremely effective and useful at tapping into your competition. 

They will tap into neighboring industries and verticals and give you an advantage to poach from some of your competition and other companies.

The ability to poach highly effective and sought after talent will give you a certain competitive edge in being able to compete in the marketplace.

Often times the people who are not working and are actively looking for a position are in that place for a reason.

HEADHUNTING PASSIVE TALENT

The best talent on the market is typically the passive talent.

We know many candidates who have never applied for a job in their life and have never been on the market looking.

They’ve always been sought after or recruited and have only moved jobs when they were recruited by headhunter.

Those are the kind of people that you want to be able to get for your organization as that is the best talent in the market.

The absolute only reliable way to go after those people is to have them headhunted.

The only other second option is going to be networking within your organization or pure luck.

Networking within your organization or your own network can be a very useful tool.

That is something that should be explored, but it’s likely it will be exhausted fairly quickly.

You want to have an abundance of solid talent coming your way so that you’re able to pick the best of the best.

A headhunter is going to give you the ability to pick the best of the best.

CONCLUSION

Headhunters are recruiters, but not all recruiters are headhunters.

On a spectrum of recruiting, regular recruiters are more like farmers and headhunters are more like hunters.

Headhunters are extremely useful for proactive poaching from competition and also proactive tapping into the passive talent pool.

Make sure to assess your needs and figure out what the best strategy is for you and your company.

It’s likely a headhunter is going to be useful in many ways and the trick is finding a good one.

Check out some of our other blogs about the best way to work with recruiters.


Not sure if hiring a recruiter is right for you? Here are some things to consider: https://bit.ly/2ybIQ9L


Want to find out about working with us? Let’s chat! https://aldebaranrecruiting.com/looking-for-talent/

How To Recruit Employees Effectively

A major question that many hiring managers, human resource professionals, and business owners have is how to recruit employees effectively.

This is a multi-faceted question that requires a deep dive into best practices and best strategies.

For the purpose of this blog we will take a surface level view of many of the key aspects to give you a competitive advantage on recruiting employees.

What we will cover here will be applicable to anybody looking to hire any type of position for any type of company.

That means you could be a business owner, a human resources professional, a team leader, or anybody else looking to hire for your team.

We recommend that this question of how to recruit employees effectively is a question that you constantly ask.

This is an area that you can always get better at and always have your team building a next level of efficiency.

The better you are at effectively recruiting employees the better you will be at attracting and hiring the top talent in the market.

The more top talent you have on your team, the better your company is going to perform.

The company is nothing more than its people.

HAVING AN EFFECTIVE RECRUITING STRATEGY

First and foremost, if you’re going to be an effective recruiter for your company you must have a solid and proactive outbound recruiting strategy.

Your recruiting strategy cannot rely solely on job boards or passive submissions on your website or LinkedIn, etc.

Job boards like LinkedIn, Monster, CareerBuilder, etc. will get your job out there and will bring in candidates.

However, the quality of candidates with these types of submissions tend to be low and you will also spend a lot of time sifting through resumes.

Generally, the best talent on the market is not actively looking for a new position.

The best talent on the market is likely doing an awesome job in a position somewhere with one of your competitors.

It’s going to be up to you to recruit them away and onto your team.

Therefore you must have a proactive outbound recruiting strategy and a recruiter or recruiters that are dedicated to this.

You can have an internal recruiting team that resides in house in your company or you can work with outside vendors like us.

Either way, it’s critical you have the strategy in place.

You need to have recruiters who know how to tap into the passive talent market to find you the best talent out there.

HAVING A CLEAR EMPLOYER BRAND AND CULTURE

Along with a strong outbound proactive recruiting strategy you also need to have a strong employer brand.

An employer brand is what your company represents to your employees and prospect of employees.

You want a well-built career page on your website that explains your culture, what you do, who you are, what you value and what’s important to you.

We recommend also showcasing your benefits on your website and any other perks that may be involved with working with your company.

A strong employer brand goes along way in making your company seem attractive to prospective employees.

The more questions you can answer about your culture, benefits, perks, values, etc., the easier it will be to talk with prospective employees.

A strong employer brand is critical in representing yourself to the perspective employee marketplace.

LEVERAGING CURRENT EMPLOYEES

The second key point is that you want to leverage your employees.

Your employers are one of your biggest assets when it comes to recruiting effectively for your company.

Your current employees should have a solid understanding of your employer branding.

A good experience of your company is a critical aspect of your employer brand.

Your employer brand should go beyond just a nice website.

Your brand needs to seep into your company culture so that all of your employees are billboards for your company.

You want all of your employees to be fully bought into the vision of your company.

When this is the case, you can then leverage them as advocates of your company.

They likely know a lot of people in the market who would be perfect to join your company and they have large networks and many connections.

You want to be able to tap into those networks and tap into those connections.

Employees are able to sell your company and the opportunity of your company a lot better than a recruiter.

Having a strong employer brand will also help with employee retention – another key point that you want to keep your eye on.

HAVING A SMOOTH INTERVIEW PROCESS

Another thing to keep an eye on is your actual interview process itself.

You need to have a streamlined and effective interview process that leaves candidates with an excellent experience of your company and who you are.

Whether they get the job or not, you want everybody to have a good experience of your company.

In a fast-moving market like we’re seeing here in 2018 you also need to have an interview process that is efficient and moves quickly.

Many hot candidates are being courted by multiple companies at one time.

You want to make sure you move candidates through your process quickly so you don’t lose them to another offer.

Some clients might say that if a candidate doesn’t want to wait through the process then they’re not the right person.

This is a bad strategy that we do not recommend.

You want to move quickly and efficiently no matter what as it’s good for your company and for candidates.

DEFINING YOUR ROLE AND JOB DESCRIPTION

Another important aspect to keep in mind is that for any particular position you want to have a very clear picture of what you’re looking for.

If you have a job description that is not clearly defined, you’re going to have a hard time truly evaluating if somebody is the right fit for the role.

You could end up mistakenly hiring someone that isn’t the right fit because you didn’t interview them against an appropriate measuring stick.

The more clarity you have the more you will be able to customize your interview process and weed out the right people.

TESTING CANDIDATES FOR SKILLS

Along these same lines you want to find a way to test the skills of people you’re interviewing.

It’s not enough to just ask someone if they can do a particular job because most of the time they will just say yes.

You need to find a way to test the candidates in your interview process.

This could be a sample presentation, a case study, some sort of technical test, or something of this nature.

You want to find a way to test candidates in a real life scenario so that you get an actual picture of them doing the potential job.

This is easier said than done for many types of roles, but will go along way after you develop it in your process.

PRESENTING AND NEGOTIATING THE OFFER

Lastly you want to constantly be doing homework about what is the best way to present and negotiate an offer to potential employees.

One of the biggest mistakes clients make is to have their first initial offer to a candidate be a lowball offer.

They may think that’s a good idea because it gives them room negotiate.

While you should not come to the table with your best offer, that also does not mean lowballing a candidate.

Lowballing a candidate at the start will often turn them off very quickly.

This is an easy way to kill the deal after you’ve spent a long time putting someone through the interview process.

Again, don’t make an offer that is your best offer right off the bat.

You want to leave some wiggle room for negotiation as everybody wants to feel like they can get a better deal for them self.

DEFINING BENEFITS IN YOUR COMPENSATION PLAN

Be sure to that your offers come with detailed information about your benefits and perks.

It’s a good idea to put a monetary value on the benefits and perks so that you can calculate that into your total compensation package.

For example, if you’ll be contributing for health insurance, life insurance, paid days off etc. that could add up to another $15-20,000.

So essentially the person would be making $120,000 total compensation rather than just the $100,000 base.

The more you’re able to spell out someone’s total compensation, the better picture you’re able to paint about what they’re actually signing up for.

Candidates tend to be very bad at looking at the big picture and just focus on the base salary number.

CONCLUSION

There are a lot of steps you can take to becoming a more effective recruiter for your company.

The steps to recruiting employees effectively are not linear and it’s really a practice that has many facets to pay attention to.

If you pay attention to all these facets, you can turn your organization into a highly effective machine that will go after the best talent in the market.

We wish you the best!


Need some help writing your job description? Here’s a great start: https://bit.ly/2OcYYlx

What is Full Cycle Recruiting And How Will You Benefit From It?

full cycle recruiting

Today we’re defining full cycle recruiting and giving some tips around two different stages of full cycle recruiting.

The intention here is also to give some insight for those of you who are full cycle recruiters on how to increase your effectiveness.

Being a strong full cycle recruiter is something that is a never-ending game of becoming better.

Whether you’re an external recruiter working for an agency or an internal recruiter working for a brand, your goal is to become the best recruiter possible.

If you’re a business owner or a hiring manager overseeing a team, you want your recruiters to be constantly learning and growing.

You want to make sure that you’re learning and partnering with them as much as possible as your part is critical in being able to hire the right talent.

If all parties are engaged in the recruiting process you’re going to have a major competitive edge in being able to hire and retain the best talent in the market.

It is not your product or your service that makes your company.

Your talent makes the money and the difference in who your business is in the market.

WHAT IS FULL CYCLE RECRUITING?

Full cycle recruiting is just a fancy way of talking about the entire recruiting process.

The recruiting process begins with identifying and prepping the need for a role.

This could be a new role due to growth and expansion, restructuring, or an open role that is required to be filled, also known as a backfill.

The fully cycle recruiting process starts with preparation for the role and ends with onboarding the new employee.

Onboarding is bringing somebody in on their first day and ensuring that they are set up to win.

A recruiter manages all the pieces in between this beginning and end of the process.

A full cycle recruiter doesn’t do all of these things alone.

There’s a lot of influence from owners, team leaders, peers and other team members and it’s important to keep this in mind.

A good full cycle recruiter knows how to partner and engage and leverage the other internal resources mentioned above.

PREPARATION: THE FIRST STAGE IN THE FULL CYCLE RECRUITING PROCESS

The first stage is often the stage that most recruiters make mistakes.

Like anything, if you don’t begin with a solid foundation you’re going to have issues along the way.

That first step in your preparation is critical for any role, whether you’re a recruiter, a hiring manager, a business owner or anybody else looking to hire.

Often times the proper prepping starts with identifying what your need is and making sure the details get flushed out as much as possible.

You want to be clear on what you need in that open seat, both from a hard skills perspective and from a soft skills perspective.

It’s in this initial preparation stage that you want to get really clear so that there is minimal calibration as you start interviewing.

There’s always going to be some level of calibration as you learn things along the way.

As you talk to candidates and see what’s on the market, this can’t be avoided.

You want to do as much legwork initially to avoid major recalibrations.

This will avoid slowing down the process and avoid having to start over from the beginning.

MINIMIZING THE TIMING OF OPEN ROLES

You want to be able to minimize the amount of time you have an open seat.

Open seats are money drainers and morale drainers on your company and your team.

With your initial prep work, it’s critical to get clear about the hard and soft skills needed for the position.

You want to see how the position fits in with the organization, as well as the ideal profile of what that person is going to be like holistically.

You also want to see if there are certain companies that you do and don’t want to potentially hire people from.

It’s important at this point too, that your interview process is flushed out and settled.

You don’t want to be inventing the wheel as you go.

Your company may have an interview process, but you’ll want to see if there’s anything unique or special that needs to happen with each role.

SOURCING: THE SECOND STAGE IN THE FULL CYCLE RECRUITING PROCESS

Once you move on from the prep stage, you move into what’s known as sourcing.

Sourcing can have different steps, but this is the place where a lot of recruiting rubber meets the road.

This is where a recruiter earns their keep as sourcing is an art.

A good recruiter knows that they will constantly be evolving in this area.

The key to effective sourcing is truly understanding what the role is.

This is why the initial prep is so important.

When you understand the need for the role and what the ideal candidate looks like, you’ll be able to effectively source for the position.

You will be way more effective than somebody who has a foggy picture of what the archetype for the role is.

The key to sourcing is in the right balance of quality and quantity.

You’ve got to be able to get the right volume of people, but they also have to be the right quality.

It’s important to cast a wide net and be able to reach out to a lot of people in a short period of time.

It also can’t be too wide of a net as you’ll be wasting time talking to too many people that aren’t good fits.

So your sourcing should be proactive and using resources like LinkedIn or other places where your specific type of talent lives.

The most important thing with sourcing is that you cannot rely on job boards.

Job boards and inbound submissions can be a supplement to your search, but you don’t want to rely on just collecting resumes.

SCREENING: THE THIRD STAGE IN THE FULL CYCLE RECRUITING PROCESS

After sourcing, you move onto what’s sometimes called the screening or selection process.

This is moving candidates through your interview process and every company works different for every position.

At the end of the day you want to make sure you have a streamlined process that is a good experience for your candidates.

You also want to screen candidates in a way that includes testing their hard and even their soft skills.

You want to get an actual idea of how they would do the job once they’re in the seat.

Too many companies rely on candidates telling them whether they can or can’t do the job, but you’ve got to actually test them.

KEEPING YOUR SCREENING PROCESS STREAMLINED

We recommend that the screening and selection process be as efficient and quick as possible.

Ideally your screening and selection process should not be longer than three weeks.

The market is too much of a candidate driven market right now for you to be spending too much time moving people through your process.

This can be challenging with people’s schedules, but 2 to 3 weeks is a good amount of time to move people through.

Once you move out of the screening stage, you move into what is called the hiring stage, the negotiation stage or the offer stage.

After you’ve moved several candidates through your screening process then you can narrow it down to the best one or two.

THE OFFER STAGE

Making offers to candidates is an art and we have written other blog posts about this that we recommend you check out.

The important thing in the offer stage is making sure candidates’ salary expectations are within the ballpark of your budget.

Some companies think it is a good idea to make lowball offers in the beginning because it allows the back-and-forth.

Making lowball offers is not a good idea as the last thing you want is to take all the steam out of their sales.

Most people will not admit that this happens but in fact this happens all the time and will actually sour the negotiation process.

The last thing that you want to do is make a competitive offer but not leave room for a little bit of negotiation.

Everybody wants to feel like they got a better deal and everybody wants to feel valued.

The offer and the negotiation stage has many psychological components to it.

It is critical that you have people coming on to your team are happy, excited and feeling valued before they even start.

THE FINAL STAGE: ONBOARDING

You want to make sure your onboarding process is organized so that candidates continue to have a good experience.

This is their first experience as an employee and it needs to be solid.

They need to be taken care of and feel informed and have clarity around what the expectations for them are.

Weak on boarding is a mistake that leads to a lot of people leaving roles earlier and has a lot to do with talent retention.

IN CONCLUSION

This is a very high-level look at full cycle recruiting and some tips about how you can increase your effectiveness and efficiency. Now that you know what full cycle recruiting is, you’ll be able to better implement the process the next time you’re looking at hiring new talent.

Hope this helps and best of luck!


Looking to attract higher quality talent? Check this out: https://bit.ly/2QMBbHt

Hiring For Culture In Marketing And Sales

Hiring for culture and/or personality is often times even more important than hiring for hard skills.

This can be more challenging than hiring for hard skills as hard skills are often easier to test and screen for.

Culture and personality can be multifaceted and more difficult to screen individuals for.

But there are certain strategies and steps that can be taken to give you a competitive edge.

You want to hire the right types of people and personalities to blend in well with the culture of your company and employees.

It’s critical that you hire people correctly from a cultural perspective for many reasons such as employee longevity.

Employees will not stay long with a company that they don’t feel is a match for their personality.

They will regularly feel out of place or will be unhappy and you’ll soon notice a high level of turnover in your organization.

Happy employees are productive employees!

One of the ways to make sure both new and existing employees are happy is to make sure that you hire along certain cultural lines.

WHY DEFINE YOUR CULTURE?

If you’re interested in hiring for culture you must have a defined culture for your company.

The first big mistake that many companies make is not having their culture clear and defined.

They attempt to hire for culture without actually having a well defined culture!

This seems obvious, but it’s not.

If you try to hire for culture without a well-defined culture, good luck!

Without a well defined culture you will have no guiding principles to use in order to steer you in screening people.

You should have something concrete to show potential candidates to give them the insight to know if they’re a fit for the role.

If your company occurs like it doesn’t really have a culture, this can be just as detrimental as having a negative culture.

Typically, a negative culture is the fallout of not having a well-defined culture.

This in turn can end up with a mix of different personalities which tends to go in a default negative direction.

DEFINING YOUR COMPANY CULTURE

You can involve other key executives, and even your current employees, depending on the size of your company.

It will be important that you create not only the external brand for your company, but also an employer brand.

This should be outlined in a document and there should be structures in place to engender, grow, reward and nurture this culture.

It’s a good idea to have certain employees be brand ambassadors to engender and nurture the brand across the company.

You can create different contests and all kinds of interesting things to ensure you have a robust culture.

This is a topic that we will cover in future blogs in further detail.

But this is the first step – if you are interested in hiring for culture you’ve got to have a culture!

DOCUMENTING YOUR CULTURE

Again, it’s important that this be written down somewhere and explicated in a very clear and concise manner.

You will want to use this document as part of your hiring process.

Prospective employees should be able to read and see the document which outlines the expectations around culture.

Prospective employees should be clear about what your company culture is, what it stands for, and what the expectations are.

They should be able to meet with as many team members as possible to get an in person feel for the culture.

It is critical for prospective employees to be able to do their own due diligence.

You want them to be able to determine if your company and the position are going to be a good fit for them.

Many times prospective employees won’t do enough due diligence in determining if a company is a good fit for them.

This is something that often leads to making a bad hire.

It’s not the employer’s fault if the employee has not done enough research to see if the company is a good fit.

You want to hedge this for yourself and expose a potential employee to your company culture as much as possible.

Then there will be no surprises for them when they show up on day one.

TOOLS FOR ENSURING CULTURAL FIT

This is something you want to check on multiple times throughout your interview process.

This will truly ensure that you have a good match both for yourself and for the candidate.

Another major tool that employers use are personality assessment tests.

Things like the disk assessment test and many other companies who offer similar products and services.

Some personality tests are extremely in-depth, some are just surface level and there is everything in between.

Personality tests can be a good tool to get a general gage if someone will fit into your company culture.

Ultimately you have to take these tests with a grain of salt as they aren’t perfect and can be more or less accurate depending on many factors.

We’ve had some clients in the past that rely heavily on these tests and use the results extremely heavily.

It’s important not to go overboard with using these tests as a determining factor for hiring somebody or not.

At the end of the day it will be important to see how these tests fit in with your company culture as a whole.

STAYING DIVERSE

Another important factor in hiring for culture is not getting pigeonholed into hiring only the same kinds of personalities.

You want to have dissenting voices and people who are going to interrupt the status quo.

To continue to stay relevant in a fast growing, fast moving industry, you want to be diverse with your hires.

When everybody’s always on the same page and agrees with each other all the time, things can become stale.

Without new ideas you’ll fall to the wayside with some of the more fast thinking companies out in the market.

We recommend that part of a company’s culture be about open communication, new ideas and transparency.

As long as that is part of your culture then you can always hire and look for those types of traits.

IN CONCLUSION

In conclusion hiring for culture is extremely important!

Bad culture and personality hires are one of the number one contributors to high turnover rates.

It’s worth it to do the work to define your company culture and then use it as a guideline to hire the right people.

You will give yourself a major advantage to retaining solid employees and producing great services and products in the marketplace.


Here are some great ways to get started in building your company culture: https://bit.ly/2slTkkZ

Hiring For Agency Talent

If you are any type of agency, hiring isn’t always the easiest thing.

This can be said for a marketing agency, a public relations firm, a media agency, or an ad tech company.

Agencies or agency type companies where business is driven by customers and client customers sometimes struggle with hiring.

Also, agencies where clients are providing some type of creative and/or marketing service, or technology to customers and clients. 

THE RIGHT PEOPLE FOR THE AGENCY WORLD

Many agencies try to hire people without agency experience and tend to have a low success rate.

Agency life tends to have a very certain type of flavor you could say that many people don’t like.

Agency life tends to be fast paced, high pressure, long hours and often more disorganized than working on the client side.

Sometimes people don’t like to work on a variety of clients and brands rather than being in house focusing on one brand.

Many of these seeming drawbacks are actually the things that attract many people to agencies.

If you’re an agency who’s hiring it’s usually a good idea to hire someone with previous agency experience.

There are other reasons to hire someone with agency experience, but the cultural fit and ability to be long term are of key importance.

RESEARCH IS YOUR FRIEND

You may think you know who all of your competitors are, but you want to keep an open mind here.

There may be up to hundreds of other types of businesses out there that would be good places for you to poach from.

Your best bet is going to be recruit somebody from a competing agency who is already working in the job and in the seat.

This is where you’re going to find the best talent.

The people you’re looking for aren’t necessarily the ones coming to your website or your LinkedIn page applying for jobs.

First you’re going to need to spend some time in one way or another to make sure you do the right kind of research.

MAKE A LIST OF SOLID COMPANIES 

You may also have competitors that you know don’t do good work and that would not be good to recruit from.

It is equally as important to know which companies not to poach people from as it is to know who to recruit from.

Once you have a good hit list for yourself then you’ll have some direction about what next steps to take.

You’ll want to make sure you have a productive and effective proactive headhunting strategy.

You may want a recruiting team in house who can dedicate resources to of high volume of qualified candidates.

You may need to hire a recruiting firm who can put in the work and get the opportunity out to the right amount of quality people.

KNOW THE TITLES FOR YOUR NEEDED ROLES

Something to keep in mind is that titles across agencies can often vary greatly.

An Account Services title at one agency may be an Account Director or Account Supervisor or Client Services at another.

Another agency may have Project Manager titles who are not only involved in client relationships, but also with campaign management.

It’s important to understand that the title you are searching for could have a different title coming from a different agency.

Keep an open mind when looking at resumes and don’t write people off just because you think they have the wrong title.

This is an easy way to miss out on good talent because you may be too narrow minded with the positions and titles that you’re looking for.

TESTING FOR HARD AND SOFT SKILLS

Another important aspect is for roles that involve client interactions, pitching for presenting or certain technical requirements.

You want to find a way to have part of your interview process include some way to test people’s soft or hard skills.

It may be some kind of project, case study or presentation that you have them do on a specific topic.

This allows them to demonstrate their skills and for you to see their ability to perform the day-to-day of whatever their job may be.

This avoids having someone tell you they can do something only to find they were able to talk a good talk, but not walk the walk.

This happens way too often, especially with sales rolls.

As sales people are very good at selling their skills and over selling their accomplishments.

You need a way to actually test that or to prove that before you pull the trigger hiring them.

This is the same for anybody who will be managing campaigns, projects or putting together creative briefs.

If they are going to be doing any content writing, interacting with clients or giving presentations you want to test their skills.

A simple task is another way to weed out people who are serious and get a glimpse of how someone will be working in the seat.

HAVING A STRONG COMPENSATION PACKAGE

Salary can be a tricky thing in the agency world as salaries do vary from agency to agency.

This includes total compensation structure like benefits, bonus, equity, etc.

Equity is not very common in the agency world, but some types of bonus usually are.

You likely want to include some kind of bonus structure in your compensation package so that you can stay competitive with other companies.

Benefits programs also go a long way.

Having a strong benefits program is mostly expected now a days.

It’s going to be difficult to attract candidates if your benefits package is not up to speed from an industry standard perspective.

A little bit of research into what other agencies are giving will go along way.

This information is often found on many companies career pages.

We recommend that you have your benefits on your career page as well.

This way candidates who are checking you out can see what your culture is like and what kind of benefits you offer.

NEGOTIATING FAIRLY

It’s important to never come in lowballing a candidate, especially if they’re already working somewhere.

If you’re going to poach people from your competition you have to make it worthwhile.

Leaving a job is risky!

For people to actually make a move it typically has to be a good move for their career as well as a smart monetary decision.

You want to get salary expectations up front so you at least know you’re in the ballpark.

IN CONCLUSION

Hiring as an agency can be tricky and we recommend sticking to hiring only other people with agency experience.

Use some of the tips and tricks in this article to give yourself a competitive advantage to steal some good people from your competition.


Here are some more great tips for recruiting the right talent: https://bit.ly/2fIinLn

Negotiating Salary for Sales And Marketing

Negotiating salary is an area many hiring managers, HR professionals and even many recruiters are not as effective as they would like.

If you spend some time training and developing yourself in this area, you would highly increase your effectiveness in being able to retain top talent.

We have seen and heard many stories about candidates making it all the way to the end of the hiring process and then things fall apart.

Offers get turned down, counter offers get accepted, or something else happens that then has the deal fall apart.

This happens way too often with most companies and as the market is becoming more competitive, the risk of this happening is even greater than usual.

You owe it to yourself to really implement some strategies that will increase your closing rate and at the end of the day increase your bottom line.

KNOW YOUR LOCAL LAWS AROUND SALARY

First and foremost it’s important to know that many states now prohibit you from asking what a candidate’s current salary is.

You want to make sure to check your local laws and see if this is something that you are able to ask or not.

If you are legally able to ask, this can often be very useful.

The you can know where a candidate currently is in their salary in juxtaposition to their salary request or requirements.

If you’re not able to ask this question it’s not the end of the day.

Really what matters is what somebody is asking or what the requirement is.

COMMUNICATING EXPECTATIONS 

What is important is that early on in your process you find out what someone’s salary expectation is.

You want to know early on if someone’s expectation is close or not close to your budget for the role.

Being able to find out early is critical as well as checking in with the candidate throughout the process.

You obviously don’t want to go overboard with this, but you do want to check in periodically to make sure you’re on the same page.

It’s important that you know if their requirement is changing because this can affect how you view their candidacy.

WHEN YOU’RE LEGALLY ABLE TO ASK ABOUT CURRENT SALARY

Asking what someone’s salary is can often give you a lot of information.

Sometimes people are unwilling to give that information for a variety of reasons.

They may feel they’re being underpaid and don’t want their current salary to prevent them from getting what you’re offering.

Maybe they’re being overpaid and don’t want you to be scared away by the fact that they’re willing to take a bit of a pay cut. 

Sometimes they just don’t want to present that information because they feel it’s not fair or relevant.

Sometimes they feel their skills should speak for themselves.

Either way, you want to build a good relationship with people so that you can find out what their concerns are.

Being able to build that kind of trust with people will go along way to you being able to close them effectively when you do present an offer.

NEGOTIATING SALES SALARIES

Marketing and sales people are very much their own breed and there are certain tips that can be taken to negotiate offers effectively for each.

I wouldn’t lump marketing and sales people together as the compensation structures are very different so we will talk about them individually.

When it comes to working with sales people it’s important to get a very clear picture early on about what their expectations are.

Particularly from a compensation structure perspective.

For sales roles there are many ways to structure a deal and it varies a lot from company to company.

Some sales people are very heavy from a salary perspective and extremely light on commission or bonuses.

Some are the other way around and some are in the middle.

It really depends on your industry and your business model.

If your compensation model is very different than what the sales person currently has you may have a nonstarter from the beginning.

You don’t want to waste a lot of time sending someone through an interview process if they won’t be interested in your compensation model.

Also, with sales people it’s a lot more typical to ask what current salary compensation structures.

We also recommend that with sales people you have some way of them proving what their earnings were.

This is a true indicator of their sales effectiveness.

Often times asking if someone can show you a W-2 of their last year’s earnings is acceptable.

This is something you have to feel out on a case to case basis though and it may be something that’s very important for your company.

NEGOTIATING MARKETING SALARIES

Marketing people are being fairly highly sought after in many industries.

It’s extremely important that when you come in to make an offer that you don’t lowball people.

One of the biggest mistakes companies make is coming in with an offer that is too low.

You want to be very sensitive to this as a lowball offer can turn someone who’s very interested in your company off in a major way.

This is a big way companies can lose quality candidates.

Many companies think they can start with a lowball offer as a beginning negotiating price and then work from there.

However they fail to realize that often times a lowball offer can sour things so much and actually leave people insulted.

COMING IN WITH A FAIR OFFER

You want to be hiring people that are going to be excited to come and join your team.

You don’t want someone who feels just OK about an offer or someone who feels like they’re settling.

It’s important that you manage these kinds of expectations correctly.

You need to come in with an offer with the expectation that somebody is very likely going to want to counter and come back.

So it is important to also not come in with your best offer as you want to leave a little bit of wiggle room for negotiation.

If there isn’t room for negotiation, most people aren’t going to feel like they’ve got the best deal. 

Someone who is able to negotiate a little bit and get a little more money is going to feel a lot better than someone who took the first offer.

STAYING IN THE KNOW WITH YOUR CANDIDATES

This is also important to keep in mind as most marketing and sales folks are entertaining multiple offers.

Something else to keep in mind is that you want to be finding out from your candidate if they are interviewing elsewhere.

You want to try to keep yourself in the loop about other offers they might be getting.

This is going to help to inform you about what you need to do for your offer.

INCLUDING YOUR ENTIRE BENEFITS PACKAGE 

Last, but not least, it’s critical that you educate potential employees about your benefits programs.

Often times it’s very easy for a candidate to focus too much on a salary number and not enough on a full benefit package.

This can have them lose sight of what the total compensation package.

This is especially true if there’s bonus programs involved at your company.

It’s up to you to paint a full picture about what the total compensation is going to be.

It’s likely that your benefits packages will add up to hundreds, if not thousands of dollars a month.

You need to clearly communicate your entire benefits package to potential employees so that they can take the whole picture into consideration.

This is going to make a very big difference and go a long way.

CONSIDERING GROWTH POTENTIAL

It’s also important to spell out the true growth potential at your company.

if your company has fast growth and promotes people from within, you want to advertise this with potential candidates.

The millennial generation is especially interested in being able to grow fast, take on more responsibilities and contribute to something.

You want to make sure that you are getting this across to candidates as well.

IN CONCLUSION

There are lot of mistakes that many companies make and in turn lose a lot of candidates late in the the process.

You can avoid making these mistakes by implementing some of these key strategies for hiring marketing and sales people.

It’s really up to you to take some of this advice and put it into a practical application.

You can increase your effectiveness and your close rate when it comes to attracting the best talent.

Remember you’ve likely got a lot of competition out there.

It’s important to stand out from the crowd and have a very strong offer process.

This will get you the best people and at the end of the day increase your bottom line.


Here are some great tips for attracting millennials onto your sales team!

https://bit.ly/2NwiRjS

Hiring Digital Marketing Professionals

This is a blog with tips for hiring marketing and digital marketing professionals for your team.

Marketing is an essential function in any organization.

In today’s digital landscape having a strength for digital and your marketing strategy is more important than ever.

The landscape for hiring digital folks can become daunting or even potentially overwhelming.

There are a lot of types of marketing people out there and it can be difficult to hone in on the right person for your team.

FINDING THE RIGHT PEOPLE IN THE RIGHT MARKETING SEATS

Having the right marketing people in your organization can make or break your opportunity of increasing your marketshare for your service or product.

It’s important to have a solid strategy for hiring marketing people.

This is true whether you have a backfill, a replacement that you need to fill or are hiring a new marketing role within your organization.

PAINTING A CLEAR PICTURE OF YOUR NEED

The first critical step is to make sure that you have a clear picture of the organizational structure of your marketing team.

You want to have a solid organizational structure built out for your entire company.

This way it’s very clear how your marketing team will interact with all the other teams.

If you’ve got someone who has hired marketing people before on your team, this gives you an advantage to lean on this person’s experience a bit.

QUESTIONS TO HELP YOU GET CLEAR ON THE ROLE

It’s important when you’re looking at filling this role to get very clear on what the position will be.

Is it going to focus on a particular market segment?

Or is it more of a general list type role?

Will it be focusing on a specific marketing channel?

Or will it be more of a multi channel marketing role?

You want to have a target market, demographic and geographic region flushed out for your company.

This will help to inform you what you need from a marketing perspective.

DRIVE FOR CONTENT OR DESIGN AND CREATIVE 

Marketing can also go in other directions which are more creative or brand oriented.

Do you need somebody who is content driven or has a strength for design and creative?

If so, this can take you in a different direction as well.

The important part is to get really clear on what the important functions are that you need this person to have.

Are you requiring someone to check multiple boxes and is finding someone like that is realistic?

DETERMINING WHETHER THE NEED IS FOR ONE OR TWO ROLES

You may find that you need two marketing people, depending on the different functions they need to have.

If you have other marketing people on your team then it’s important to see how this person will fit in with those different functions.

Having a well rounded marketing team and strategy is critical and you likely will need more than just one person.

CONSIDERING THE AUDIENCE

Once you get clear about what type of a marketing person you need something else to keep in mind is audience.

Will their experience in this area be important to the audience this role is marketing to?

Do you need somebody with consumer experience?

Or somebody with more B2B experience?

Or maybe doesn’t matter?

WHAT ABOUT YOUR INDUSTRY OR VERTICAL?

The other thing to look at is the industry or vertical you’re in.

Is your industry very niche, which requires someone who understands your product, service and industry to market it effectively?

Often times this is the case, but not always.

Many times industry and vertical experience is translatable. 

Sometimes this is even better than having somebody from the same industry as you get some fresh thinking and perspective.

CREATING A CLEAR JOB DESCRIPTION

It will be important for you to put together a clear job description of the position and a description of the right candidate.

For any job description it’s important that you are addressing both areas.

These include what the required skills are and what the actual job will look like on a day-to-day basis.

Having a solid job description is going to go a long way in attracting the right kind of candidates.

A job description that does not accurately describe what you want can be extremely detrimental.

A poor job description can cause potential candidates to pass right over it because they think it isn’t a fit for them.

It’s important to list your ‘must have’ requirements and your ‘nice to have’ requirements.

Too many must have requirements is going to narrow your pool down too much.

It’s important right off the bat to be clear about what you must have and what would be nice to have.

SPECIFYING THE NEEDED SKILLS FOR THE ROLE

Next, it’s very important to flush out what you need from a soft skills perspective.

We recommend putting the types of soft skills needed on your job description as well what kind of personality traits, cultural traits, etc. you need.

This is good for people to see and will help in the interview process.

This will allow you to structure your interviews in a way that screens people for hard skills as well as for soft skills.

TESTING CANDIDATES’ HARD AND SOFT SKILLS

Lastly, if your position requires some type of technical proficiency, it’s good to find a way to test potential candidates ability to do the job.

This can include things like working with an email automation platform, with some type of CRM system, or even a creative/design/content aspect.

That might mean seeing sample work or having them write up some simple copy or content as an example.

You might need presentation skills, so perhaps having them do a simple presentation.

It might be a technical test with specific questions about using an automation software or CRM software or some other sort of software.

The bottom line is you want to test a candidates skills so you get an idea of what the person will be like when they’re in the seat.

TIME TO GET RECRUITING

Once you have a clear description and a picture of both the hard and soft skills, you can then get to recruiting.

Posting on job boards and on LinkedIn is going to be useful to some degree.

You’ll need to find a way to have a proactive headhunting strategy to go out and find the really solid people who aren’t looking for a job.

You need to find a way to find the people who are never going to find you on their own.

Nine out of ten candidates we place for our clients are coming from what’s known as the passive talent pool.

Again, the people that are not necessarily looking for a job.

This is where you will find the best talent.

You can’t trust nowadays that the right talent will just come to you – you have to go out and find them.

IN CONCLUSION

If you take all of this into account it will make a big difference in your being able to hire the right marketing people for your team.

Often a bad hire is not that the candidate wasn’t right for the job, but because the employer did not adequately flush out their need.

Take the time to get clear on your need, create a clear description and find that passive talent to recruit for your team.


Here are just some skills you can consider for your next digital marketing role:

https://bit.ly/2nVptgv

Hiring Sales And Marketing Talent

Sales graph, markers and pens, torns sheets of paper with the words Marketing, Sales, Sales Growth - Sales and Marketing positions

Today’s blog is about hiring and working with a recruiter to fill your marketing and sales positions.

Every organization has marketing and sales as a critical function of their business operations.

Having talented marketing and sales professionals is critical to your company’s growth and success.

The better your marketing and sales staff, the more successful your company will be.

One major challenge a lot of companies come across is how to attract and retain the best marketing and sales talent.

The best marketing and sales people are highly sought after and are often courted by multiple companies.

It’s important to have a unique, effective and aggressive strategy in order to attract and get these people on board your team.

FINDING TOP TALENT TO FILL YOUR ROLES

Long gone are the days where you can post a job in the classifieds and get people calling.

Job boards like Monster and CareerBuilder are mostly ineffective and are likely going to give you more work.

You will spend hours sifting through unqualified resumes and candidates in order to find maybe one person worth interviewing.

TAPPING INTO PASSIVE TALENT

The truth is that the top talent in the marketplace is not out aggressively looking for a job.

98% of the candidates we place with our clients are not actively and aggressively looking for a position.

This is what’s known as the passive talent market.

An effective talent acquisition strategy must include an effective pathway into speaking to, attracting and nailing down passive talent.

You must find a way to get to the people that are never going to hear about your company unless you proactively reach out to them.

This can be especially challenging with marketing and sales folks.

NARROWING THE POOL

These people tend to be extremely busy, bouncing from project to project with limited time to be applying for jobs, interviewing, etc.

Marketing and sales roles can become more and more nuanced, niched and challenging to fill.

You may require certain specialties, experience, technical capabilities, relationships and may even need to be within a certain geography.

As you add more and more specialized requirements to your position, you are narrowing down the talent pool further and further.

WORKING WITH A RECRUITER LIKE US 

This is where working with a recruiter like us can make a difference.

And when I say a “recruiter like us” I mean a headhunting firm to aggressively go after the best talent in the market.

A firm that will sell the opportunity of your company and the position to the candidates.

This is very different from a recruiting firm that will send you whatever resumes they have on their desk.

That is similar to the results you would get by using a job board.

A true headhunting firm is going to put in the volume and massage their network and the market.

They will be able to drum up the people that you want, particularly people from your competition.

NOT JUST ANY RECRUITER

It’s important to work with the recruiter that has significant experience working within the niche you need.

Marketing has become very nuanced and there’s a lot of different ways and types of marketing.

Take into account your industry, your vertical, your expertise and your products or services.

Find a recruiter who is going to be able to understand the nuances of marketing and sales.

You need them to understand your business and the different facets of marketing that you’re going to need.

Every company needs different strengths or skills depending on different facets of their marketing mix.

You want the recruiter who is able to hone in on the correct niche and the correct type of market for your business.

If you hired a firm that works mostly with technical people, you’d likely get resumes out of left field which would not do you any good.

In fact, it would likely just give you extra work and make your life more difficult.

When looking for an outside recruiter to work with it’s important to find someone who specializes in marketing and sales.

They will know what questions to ask you and the candidates to make the right match for the skill set that you need to fill your open roles.

PERTAINING TO AGENCIES AND AGENCY TALENT

This can be particularly and increasingly true and important if you are some type of agency.

Whether that be a digital marketing, advertising, media, public relations firm or something similar.

There is a unique nature to working with agencies and agency talent.

As an agency, you want the recruiter you hire to know what it takes to recruit agency talent and to understand the agency world.

They will be much more suited to get you the right candidates than someone who doesn’t understand the agency world.

As a talent acquisition or hiring manager the last thing you need is teach someone something as well.

So you don’t want to hire a recruiting firm that you have to teach too much about your type of business.

You want to hire a recruiting firm who already understands your type of business.

You want them already asking the right questions to understand your role, your culture and your company in order to find you the right talent. 

IN CONCLUSION

If you’re looking to hire top marketing and sales talent for your organization it’s critical that you have an aggressive and proactive recruiting strategy.

Sometimes this can be accomplished by having your own in-house recruiting teams.

However if you have a lot of open positions it’s likely your team will easily get overloaded.

There’s a high chance you’ll need to bring in an external recruiter to provide the actual recruiting volume needed to fill your critical roles.

With marketing and sales, it’s important to work with a recruiting firm that specializes in that aspect of your business.

Find a recruiter that pertains to your business.

Whether they specialize in marketing and sales, technical positions, finance and accounting or legal.

The point is to make sure that the recruiting vendors you work with are focused and specialize in the specific areas that you need.

Be wary of any recruiting firm that says we do it all.

Nobody does it all and at least nobody does it all well!

Take these simple tips to create an effective and aggressive planning strategy to hire and retain the best talent in the market.


Here are some qualities and skills to consider when looking for sales and marketing talent: 

https://bit.ly/2OVqDF2

How Do I Find A Job I Love?

Love Your Work - Find the Job You Love

Nobody should ever work for an extended period of time at a job where they are unhappy.

In today’s strong economy, or any economy, nobody should settle for working in a job that they don’t like.

We hear from so many people very regularly that they’re working in a job that isn’t a good fit for them.

THE REASONS FOR DISSATISFACTION ARE MANY

Sometimes it isn’t a good fit culturally, sometimes it’s the work they’re doing that isn’t a match for their skills.

Sometimes they’re being underpaid, and sometimes the company just isn’t aligned with their values, ethics or goals.

The list goes on for the reasons that people don’t like where they’re working.

Again, we hear this extremely often and we find it disconcerting the amount of people that don’t like their jobs.

WAITING FOR THE WEEKEND

Gary Vaynerchuk talks a lot about how if your whole life is about waiting for the weekend then you need to change your game.

I couldn’t agree with this more.

If you suffer throughout the week only to live for the weekend, you should seriously be looking at making some changes.

The weekends are such a small fraction of your life, that you want to look at how you have your life and your career organized.

You spend the vast majority of your life at your job working.

Whether behind a desk, at a construction site, with clients in houses or in a retail store, that time should not be spent suffering.

SUFFERING COMPLACENCY

The thing that is even more disconcerting is the amount of people who are complacently unhappy in their job’s demand.

In other words, the amount of people that have been unhappy in their jobs for significant periods of time.

It almost seems like a lot of us like to complain about being unhappy but not do anything about it.

It’s like there’s something romantic or enjoyable about suffering, or that we get out of complaining a lot and being unhappy.

MAKING THE CHANGE

I say if you are unhappy in your job, do something about it! And if you’re not going to do something about it, then don’t complain.

You only get to complain if you’re actually going to do something about it.

The good news is you probably won’t complain for too long because you’re taking action around altering your situation.

There’s nothing worse than someone who complains about something that they can change.

This is the definition of a victim!

None of us deserve to be victims in any situation, especially at our jobs.

YOUR JOB SHOULD GIVE YOU LIFE AND MAKE YOU HAPPY

I think we all have the right to work somewhere that is a true fit for our values and a true fit for our goals.

You should work somewhere that gives you life and makes you happy.

You should do something that you’re excited to wake up in the morning and contribute to.

And, you should make good money!

GETTING PAST WHAT’S IN YOUR WAY

We often find there are a lot of circumstances that get in people’s way as to why they can’t find a new job.

Perhaps you don’t have the education or the time.

Sometimes people talk about how they’ve tried and haven’t been able to get what they want, or they apply and don’t get any interviews.

It’s not always easy, but it’s worth it to put in the work to find something and be somewhere that you truly like.

If you’re having difficulty, there are a lot of resources out there to support you.

There are career centers, career coaches, life coaches, and a lot of other resources for you to branch out and grow.

Networking & marketing events, conferences, and trade shows are all great resources.

You need to get yourself exposed to different people, opportunities and types of work that could be a match for you.

WHAT ABOUT EDUCATION?

If you don’t have the education that you need, you can take night classes while you work.

The ability to take night or online classes makes getting an education extremely affordable and flexible.

So if education is the missing piece, you simply need to go out and get educated.

Something that’s very important to do is to get clear about your values and what’s most important to you.

From that vantage point you can look for what might be the best type of career that would engender and feed your passion.

THE PITFALLS OF LOVING YOUR JOB

Sometimes it can be a pitfall to have your job be something that is also a hobby or a passion.

When you take a passion or a hobby and turn into a job, you take something that you like and turn it into work.

This is something to keep in mind as you’re exploring this process.

Of course it is still possible to have a job that you like and that you’re passionate about that is distinct from your hobbies.

CONCLUSION

The bottom line here is that nobody should ever have to suffer in their job.

You shouldn’t work somewhere you don’t like, especially in today’s economy and the vibrant and eclectic world that we live in.

There is a way for everyone to make money in a way that is in line with their values and goals.

Don’t be a victim!

If you don’t like where you are, stop complaining and start doing something about it. If you’re not going to do something about it, you don’t get to complain – sorry!

Put in the work and you will live a more fulfilled life than if you spend the vast majority working somewhere that you don’t like.

Get out there, have your life be great, and have a great career! 

You owe it to yourself to have your job and your career be great!


Check out this article on how to find and do what you love: https://muse.cm/2ee8e5Y

Interview Questions and Tips For Employers

Checklist of interview questions for Employer

Today we’re sharing interview tips for employers so that you can hone in on hiring the right candidates. 

We’ll also share some of the best interview questions to ask potential candidates.

We often hear from clients that it’s difficult to ensure they’re interviewing the right people with the right skillsets.

This can be even more challenging when a role has increasing levels of technical skills and requirements needed.

THINGS TO CONSIDER 

It can be easier to tell if somebody is a good cultural fit if you can have them interview with your team members.

You can tell if they would fit in with the culture or have the right personality if they do well with your team members.

It’s often difficult to determine if someone has the right skillset to be able to execute in the manner that you need.

We’ve heard many horror stories about candidates that interviewed really well, but weren’t a good fit.

Candidates can sell themselves and seem like they can do the job, when actually they don’t have what it takes.

However, when they start and get in the seat, it becomes clear that they are not the right fit.

Often they actually don’t have the skills or the experience needed to execute the job.

FINDING THE RIGHT CULTURAL FIT

Making a bad hire is a nightmare scenario for many companies and it’s a major waste of money and time.

It’s important that your process includes the right questions and steps needed to weed out the right hires.

READING AND SIFTING THROUGH RESUMES 

It all starts with making sure you have a good strategy for reviewing resumes.

Resumes come in many different forms and it’s important that not too much weight is put on them.

There’s likely a whole lot of someone’s experience that may not be on a resume.

Be careful not to lose out on people that could be good because you’re judging a book by its cover.

THE INTERVIEW STAGE

Once you get to the interview stage there are a lot of different strategies you can take.

This really depends on the type of role that you’re looking to fill.

ASKING THE RIGHT QUESTIONS

You want to have some general questions that are open ended or generic questions.

You never want to lead to witness.

Don’t want to ask questions like, “do you consider yourself a hard worker?”

The answer is always going to be yes.

You also don’t want to ask;

“Do you have experience with this software?” Or “Do you have experience with this type of industry?”

It’s too easy of a yes or no question for a candid answer.

You’ll likely get yeses even if the person doesn’t have that experience.

They might not have the experience that you need, so you haven’t really learned anything in this situation.

Ask open ended questions like;

“Tell me about the client experience you have” or, “tell me about the different software you’ve used?”

These open ended questions leave them having to fill in the blanks versus just telling you what you want to hear.

You can also pose hypothetical situations and ask them what they would do in certain situations.

You want to know how they would handle if something happened or if they needed to produce an outcome.

There is a way to get into their head about their thought process and how they would deal with certain situations.

ASKING MORE TECHNICAL QUESTIONS

You can start to get more technical with the role and hear how they would use certain technical things.

Another useful question is to ask about some major challenges that they have been faced with.

Listen to what someone considers a challenge and how they would deal with that challenge.

Knowing how they dealt with the challenge will give you a lot of insight into that person.

FINDING THE RIGHT SKILLSET 

At some point in your interview process, you should think about having a way to test their skills.

This is easy with technical type positions such as a developer, programmer or a coder.

You can easily devise a test that shows people’s coding or development capabilities, or lack thereof.

This becomes a little more challenging when you’re dealing with people on the marketing and sales side of things.

There are still ways to devise a simple project, case study, or presentation for them to do.

Think about what this person will be doing daily and what kind of skills they need to have.

Your process should allow them to demonstrate that they can do what you need, and how they would do it.

FINDING THE RIGHT PERSONALITY

Many companies are now integrating personality assessments in their hiring process which can be very useful.

A Disk Assessment, Talent Plus or the large variety of other talent assessment consulting companies are all resources.

These tests can tell you a lot about someone’s personality and how they may fit and work within your company.

The important thing is to take all the information from them with a grain of salt.

Don’t put too much weight on these tests as they’re standardized.

There is never a substitute for talking to people and feeling them out personally.

The level of usefulness of these assessments has a limit.

You need to make sure you’re responsible for how you use them.

IN CONCLUSION

At the end of the day there is a lot that can be done to design an effective interview process.

Your process should determine if a candidate is a fit culturally and for the hard and tactical skills needed.

There are different strategies to take depending on what kind of role you’re looking to fill.

Whether the role is technical, sales related, marketing, creative, etc., you want to be able to hone in on what you need.

It’s important to keep that in mind as you design whatever process you put those people through.

You want to design a process to be effective, as the impacts of making a bad hire can be severe and debilitating.


Here are some more steps and details to consider in your hiring process:  https://bit.ly/2EW0l3r

Job Market Tips For Employers And Job Seekers

Lance here today shooting a quick video with tips for success for both Employers and Job Seekers in this hot summer job market.

For Employers:

If you are an Employer looking to add to your team, its important to take a few simple steps to make sure you have a competitive edge in the current candidate driven market.

It’s important that you find a way to have a proactive outbound recruiting strategy. The number one HR complaint across Employers in 2018 is a tremendous lack of quality of resumes coming from online job boards. It’s very likely the right talent for your organization will not find you alone. It’s imperative you have someone on your team headhunting for you – either an internal employee or a qualified headhunting agency.

In the current market, which is certainly candidate driven, it’s critical that your interview process is streamlined and effective. If your process is slow, or unorganized, you really do risk losing great candidates to your competition.

For Job Seekers:

For you job seekers out there, my best advice is to make sure you are doing due diligence when interviewing. There is too much of a tend of “job hopping” starting to show up, and this is a major turn off for 9/10 prospective Employers. Be smart about how you manage your career.

It’s important you do everything you can to stand out in the crowd as well.

-Have an impeccable and well crafted resume,

-exude professionalism in all communications (email, phone, in person, etc.),

-do sufficient prep work for all interviews,

-always let your enthusiasm and excitement for the job come across,

-always follow up with interviewers with a thank you email,

-be on time for everything!

-always be asking yourself the question: How can I stand out in the crowd?

Hopefully you all find this video useful!

Negotiating Salary For Employers And Jobseekers

Two hands shaking over a pen and contract - Salary Negotiation

TIPS FOR NEGOTIATING SALARY 

Today we’re sharing tips for both employers and jobseekers who are considering accepting or negotiating a salary offer.

You should know there are different strategies to take depending on your situation for both employers and jobseekers.

Your strategy depends on if you are negotiating with each other directly or if there is a recruiter who is negotiating on your behalf.

WORKING WITH A RECRUITER

If there is a recruiter in the mix, you need to be clear about how much you trust them to represent and negotiate for both parties.

There are a lot of different recruiters out there and many of them are good at negotiating and many aren’t.

If you’re working with someone, you want to be sure you can trust that they are going to be able to handle both parties interests.

FOR THE JOBSEEKER

If you’re a job seeker and working with a recruiter, you definitely want to take whatever advice that recruiter is giving you.

The recruiter is likely going to have your best interest in mind and do everything they can to negotiate the highest salary possible.

Recruiters’ commissions are going to be based off of your final salary, so it really is in their best interest to negotiate the best possible salary.

The thing to keep in mind is that often by the time you get an offer, the recruiter will have already done some significant negotiating on your end.

Although it may be the first time you’re seeing an offer, it’s likely not the first time that potential employer has been in the negotiation process.

So you want to keep the above in mind as you don’t want to be in a position to over negotiate.

BEING CLEAR, CONCISE AND PREPARED

The last thing that you want to do is go back-and-forth with your prospective employer too many times.

This can make you seem nit-picky and could just annoy and or upset at the situation.

One way to avoid this is when you do an initial review of your offer be sure that you collect any and all questions that you have.

Many jobseekers make the mistake of going back and forth finding concerns and asking questions.

This can get annoying and makes you seem unorganized.

COMMUNICATING SALARY EXPECTATIONS

When working with a recruiter, it’s also in your best interest to be upfront about your current salary.

Many states are now employing laws which make it illegal for recruiters or companies to ask candidates what your current salary is.

The purpose of these laws is to avoid gender discrimination, not so that people can hide their salary and try to get more money.

It will be obvious to the recruiter if you do this.

The truth of the matter is that nine time out of ten, being upfront about your current salary is your best ammunition.

If you’re being underpaid, you can use that as an argument for why you want an increase.

If you aren’t being underpaid you can use your current salary as a basis for a certain percentage of increase.

In other words, it’s better to have a stand off point in your argument for certain salary expectations.

You don’t want to have a certain salary expectation based off of nothing.

Most of the time this is going to help, especially if you are working with a recruiter.

A recruiter will be able to take that information and really frame it with their client to really sell you with your requested salary.

WHAT JOBSEEKERS CAN EXPECT

Also, be sure that you don’t get offended if your first number on the offer is a bit off.

Many companies tend to come in with a lowball offer at first.

This is fairly normal and you want to make sure that you don’t take something like this personally.

This can be a red flag in some situations, but normally it’s just a starting off point knowing that there’s going to be some back-and-forth.

Be professional about it and remind them what your expectations are and what your current salary is.

You can also remind them of your justifications and your logical case for the salary that you are expecting.

The more evidence and logic you’re able to bring to the situation about your salary expectation, the better.

SALARY IS NOT EVERYTHING

You want to make sure you get a clear picture of all the benefits that come with the role you’re negotiating for.

Things like bonuses, health insurance, life insurance, 401(k) and disability should all be considered.

There are many other perks that companies are now instituting like food perks, dry cleaning, vacation, paid days off, remote days, short days in the summer, and the list goes on.

Many of these bonuses, benefits and perks are difficult to monetize, but add up to a lot of money within any given year.

It’s very important that you keep all of this in mind as these things can have a major impact on your overall compensation.

These things also greatly impact the quality of your work and life balance.

So it’s very important that you take it all in a consideration and don’t get too stuck on a salary number.

We’ve seen many candidates get stuck on a salary number and miss out on a great opportunity.

You want to be sure you’re taking the whole picture into account.

FOR THE EMPLOYERS

It’s important that you avoid the aforementioned initial lowball offer.

Be up front with people and let them know what your ranges are early on in the process.

Get expectations from people early on in the process.

You can ask questions as to why they are expecting a certain salary.

Be sure yon’t break the law in your state if you’re not allowed to ask about their current salary.

HAVING A SALARY AND BENEFITS PACKAGE

Have a really well thought-out and put-together benefits document showing as much as possible.

This will show the details of the monetary amount of your benefits package.

A well put together benefits package is really going to help supplement any salary offer that you make.

You’ll be able to justify a lower salary or market salary with candidates if you are also offering a competitive benefits package.

It’s important that you are clear with people throughout the process and you make sure they are clear with you about expectations.

You don’t want to waste your time getting all the way through your interview process with someone that you like, only to have a deal fall apart.

This can happen if you don’t communicate clearly and aren’t in the same ballpark when it comes to compensation.

It’s also not a good idea to come in with your first number as your maximum, unless of course this has been discussed with the candidate beforehand.

Most candidates are expecting to be able to negotiate or pushback on the salary at least once and get a little bit higher than the initial offer.

There is a very important emotional and psychological aspect of people accepting offers.

No one likes to just lay down and accept the first offer.

People want to feel like they pushed back and then someone gave in because they really like them.

The last thing you want is for someone to feel OK about accepting the offer and then to show up on day one feeling just OK having accepted the job.

You want people excited about the role and to feel wanted.

CONCLUSION

These are just a few tips you can take into consideration.

The tips in this blog can go a long way to getting the best offer for yourself and also for the company.


How do you do it ALL? Here is a great list on managing your work-life balance! https://muse.cm/SyV3yC

Interview Tips For Employers

Employer shakes hands with candidate over resume - Interview Tips

Many of our clients come to us seeking advice on how to improve their interview process.

They are seeking the right candidates to find the right employees that will get the job done and last for a long time with their company.

Interviewing is tricky because prospective candidates are often better at interviewing than they are at doing the job that they’re interviewing for.

This is one of the most challenging things to overcome as an employer as you assess how to hire the right person for the role.

THE COSTLY MISTAKE OF BAD HIRING

It can be extremely detrimental to your company to make bad hires.

In fact, this is potentially one of the most costly expenses for any company.

Bad hires can cost the company hundreds of thousands of dollars over a very short period of time.

There are a lot of expenses that go into hiring, firing and having to rehire somebody.

GET VERY CLEAR ABOUT WHAT YOU NEED

The first and most important step in making the right hire is being crystal clear about what it is that you actually need.

Having a clear picture of what you need is absolutely critical because you can not interview precisely without knowing what you need.

Without having a clear place to start, you will waste a lot of time and spin your wheels when it comes to interviewing and hiring the right person.

BACKFILLING POSITIONS

If the position is a backfill position, it may be easier to fill because you’re likely clear about what that person is or isn’t doing.

You may need to adjust the job description slightly if you’re planning to alter the role.

However, in most cases the role won’t change much and you should have a clear picture of what you need.

HAVING A GOOD INTERVIEW SCREENING PROCESS

It is in every employer’s best interest to have an interview process that truly cuts the fat to determine if the person is the right fit.

Once you do have the description clear it’s critical to make a list of at least 10 initial pre-screening questions. 

You want questions that are very specific to the the role you’re hiring for.

Be sure to include some technical questions that have to do with the specific day-to-day requirements and abilities of the role.

Don’t lead the witness with these questions, for example, don’t say are you good at X?

You want to ask for specific examples or ask for how they would react in certain situations.

You also want to review these questions with your team to make sure you’re on the right track.

These initial screening questions will be critical in the early stages of the interview process.

CONSIDERING YOUR COMPANY CULTURE

It’s very important that you flush out what you need from a cultural and personality perspective.

Again, don’t ask candidates if they consider themselves a hard worker – the answer will always be yes.

Instead ask them to tell you about their work ethic or their definition of responsibility.

You can also give a specific scenario and ask how they would react or deal with certain situations.

Hypothetical questions are very good for flushing out how someone would deal with a certain situation.

Next, in the second or third round of your process, there should be a test or a presentation that goes beyond asking questions.

Some clients do a case studies, sample projects or put together proposals.

Think of something that has to do with the duties that the job entails and ask them to give you a sample of what that might be.

The point is to get them to sample the work that the job will entail so you get an actual sense of having them in that role.

This can be extremely useful as you will also be able to compare their work to the work of other candidates in the mix.

If you get really clear about what you need and integrate clear questions as well as some sort of “test,” you will go along way.

INCLUDING YOUR TEAM IN THE HIRING PROCESS

The last important piece is to make sure that you involve the right people from your team in your interview process.

If you have other people at the company doing this or similar jobs, you can have them interview the person as well.

They are the ones in the trenches doing what you already need and will be able to truly tell you if this person can do the job or not.

This can make a big difference and you should lean on your staff and your team to help with hiring as much as possible.

This is also important when hiring for a personality or culture fit, as you want people that will be a match and will work well with the current staff that you have.

CONCLUSION

There are simple steps you can take to make sure you’re making a good hire for any open position you’re looking to add to your team.

Avoiding common mistakes will go along way in avoiding making a bad hire and will save you a lot of money in the long run.

Get clear about the job and position that you need, follow the steps in this blog and you will have success!


Here are some tips on fostering leadership within your company: https://bit.ly/2KS7Dbf


 

Headhunting And Recruiting For Your Team

Magnifying glass over icons of people - Headhunting and Recruiting new employees

This week’s blog is about tips for headhunting and recruiting new employees for your team.

Headhunting and active recruiting is distinct from posting on job boards and in taking incoming resumes.

This article is about the best ways and tips for proactively acquiring top talent, otherwise known as headhunting.

Proactively recruiting or head hunting will give you a competitive edge in acquiring top talent and over your competition.

GET CLEAR ABOUT WHAT YOU NEED

First, for any given position that you’re recruiting for, you need to be 100% clear about what you need for that role.

Clarity is the first place to start and is critical because without it you will never be able to find what you want!

You should sit with your team, stakeholders, mentors or outside resources to write up a good job description for the role.

Before writing a description though, be sure that you know what you need for your team.

What type of experience do you need for the open role?

Do you require somebody with management experience? If so, how many years?

Does this person need to have a specific skill set?

Do they need to be skilled in a particular technology?

The list goes on, but be sure you set out all of the important questions you’ll need to ask to create your ideal candidate.

FINDING THE RIGHT CULTURAL FIT FOR YOUR COMPANY

One thing that is also important is getting clear about what the personality for this person should be.

They will need to be able to be a fit in your company culture.

On a separate note, having a defined company culture is the first step to being able to interview for culture.

Interviewing for culture is a separate topic that we will discuss in another blog.

STAYING FLEXIBLE DURING THE PROCESS

Once you get extremely clear on what you need for your next hire, you’ll be set to succeed and able to focus on exactly what you want.

It’s important to note that you should be open to adjusting this along the way.

When you start interviewing people you may realize there are certain things that you really need and certain things that you don’t.

So you won’t be stuck with this description, but you want to have a very solid and precise place to start from.

ADVERTISING FOR YOUR OPEN POSITIONS

You’re going to want to advertise your job in someway, but I don’t recommend posting on a lot of job boards.

As a recruiting strategy, posting on job boards may become a secondary thing that you do.

You need to have a good career portal on your website.

This is a place that you can direct people to apply into your database so that you can process them as a candidate.

This is very important as potential candidates will need a simple process to follow in order for you to move them through quickly.

HAVING A SMOOTH INTERVIEWING PROCESS

The next point is that you want to have a well flushed out and well thought out interview process.

This will easily move potential candidates through your process and leave them with a good experience of your company.

They have a good experience of your company and they will be left with your brand and your culture when moving through your interview cycle.

You don’t want to ever have any candidate have a bad experience moving through your interview cycle.

KNOW YOUR COMPETITION 

Next, you will likely need to do some research as to where your ideal candidate lives.

It’s likely they are with at least some form of your competition.

You may know about some of your competitors, but it’s likely you don’t know a lot about many of them.

The best place to start is making a list of competitive companies or companies where your ideal person might be.

CREATE A STRONG HEADHUNTING STRATEGY

You can leverage resources like LinkedIn, other social media and Google.

Start to hunt these people down and then you will need to do a lot of outbound contact to reach the right people.

Sometimes the toughest part in having a headhunting strategy is the volume that is required.

Many people who start headhunting think they’ll reach out to 10 ideal candidates and that they will get one of them.

Unfortunately, it never works that way.

Most of the rolls we fill for our clients take us contacting 500 to 1,000 people in order to find a suitable candidate.

You need to be prepared to do the volume of outreach, the work and spend the time to find that right person.

WHEN TO HIRE AN OUTSIDE RECRUITER

If this is something that you can’t do, hire someone to do it for you.

You can hire a solid recruiter who knows your business, knows what they’re doing and can do this work on your behalf.

It’s very important to have a streamlined interview process, especially in today’s candidate driven market.

If your interview process is too long or drawn out, you’re likely to lose candidates to other offers or companies that are moving faster.

You’ve also got to make sure that you can compete from a salary perspective.

CONCLUSION

You need to have a good strategy from start to finish in order to have an effective recruiting or headhunting experience.

You need to start with a clear and concise view of what you need and what you will be looking for.

Only then will you be able to hone in on what is needed.

If this step isn’t followed you could waste a lot of time spinning your wheels with people who aren’t what you really need.

Avoid job boards or at least don’t rely solely on them to produce any real result.

Find out where your talent is, do the legwork and research so you know where to get the people that you need for your team.

Likely they are with your competition, so know your competition.

A concise interview process that flows well will leave candidates with a good experience of your company, brand and culture.

Have a process that moves quickly so that you don’t lose candidates to other companies that move faster.

Lastly, be ready and able to spend the time to put in the sheer volume required to head home effectively.

If this all seems like a lot of work, it is!

That’s why headhunting companies like us exist!

If you ever need extra help feel free to contact us.


Check out this article for some qualities you should look for when seeking new talent for your team: https://read.bi/2N1YvyW


 

Pros and Cons of Job Boards for Recruiting

Hand drawing with red marker over generic icons of faces - representing posting on job boards
NAVIGATING JOB BOARD OPTIONS

Today we’re talking about using job boards for recruiting and what posting on a job board is worth.

With so many choices available, there are pros and cons to using job boards and I want to go over some of those here in this post.

If you’re looking to hire talent, there are a lot of options to find potential candidates for open positions within your company.

It may seem overwhelming with so many job board options, artificial intelligence software, recruiters, staffing agencies, and more.

ARE JOB BOARDS WORTH IT?

The question is are companies like Monster, Careerbuilder, Zip Recruiter, Indeed, and other job boards worth spending the money on.

It’s very likely if you are looking to fill open positions at your company that you’re in one of a few different positions.

If you don’t have enough outbound recruiting man power you’re likely trying to find ways to passively attract talent to your company.

Job boards like mentioned above can seem like a good option.

Looking into options, you will notice they can be very expensive and it may be challenging to know which option to choose.

PICKING AND CHOOSING FOR YOUR NEEDS

The most important thing to understand is that job boards are good for certain positions only.

Job boards should be used primarily for low level entry level positions.

Ideally, roles that are administrative or don’t require a lot of specialized education or skills are best for job boards.

Job boards lose their effectiveness the more specialized you get with a position, especially with more senior roles.

Once you start to get to the manager, director, VP or above, job boards are going to become increasingly less effective.

QUANTITY OVER QUALITY

One way or another, with job boards, you’re going to have to allot time to sift through an abundance of resumes.

Using job boards for recruiting will get you a high quantity of resumes, but the quality of those resumes and candidates is going to be very low.

You will likely reject eight or nine out of every 10 resumes that come through for your position.

You or someone on your staff will need to sift through these initial resumes and weed out the ones that are simply junk.

Many job boards today allow candidates to apply to multiple positions at once.

Therefore candidates are not necessarily looking at job descriptions or job requirements.

Often candidates are just blasting their resume out to as many positions as possible hoping that something will stick.

This shotgun affect makes it a headache for anyone who has to sift through hundreds of resumes to find only a few potentials.

For certain roles this can be good, but for many roles it isn’t worth it.

You may not have the staff or the time to go through all these resumes, therefore this may not be a good option for you.

SIFTING THROUGH THE MESS

The other thing to consider is that for the most part, people who are applying on job boards are not currently working.

Candidates without jobs who are actively looking may not be where the best talent tends to lie.

You may want to consider talent that is not actively and aggressively looking for a new position, or maybe not looking at all.

People working effectively for your competition may have the time to find a new position.

With this in mind, you’re likely not going to be tapping into the passive job market.

So you are limiting yourself greatly to the pool of talent that are the active talent.

Don’t get me wrong, there are some good people out there applying on job boards, but they are the exception to the rule.

IS THE COST WORTH THE PAYOFF?

The other tricky aspect with job boards is that you never can know which is the best one for your market.

Unless you are in an extremely specialized field like healthcare, engineering or software development, you won’t know which job board is best.

In these cases, it’s likely you will need memberships with multiple job boards which can get expensive.

The costs for membership and the time to speak to and sift through the high volume of resumes can be costly.

You’re likely better off hiring an internal headhunter or an external headhunting agency like us to do that work on your behalf.

HIRING A RECRUITER

One thing to keep in mind is to never hire a recruiting company that is going to post on job boards on your behalf.

Those are lazy recruiters and if you’re going to hire a recruiter they should be tapping into the passive market mentioned above.

A recruiter is likely going to be slightly more expensive, but you’re going to get much more bang for your buck.

Also your life is going to be a whole lot easier and your experience hiring will be much more streamlined.

IN CONCLUSION

Job boards can work, but they take a lot of work to manage and can end up being very expensive.

I recommend doing a cost-benefit analysis.

You really want to look and see what you’re going to get with a recruiter versus what you would get with the job boards.

You’ll certainly attract better candidates going with the recruiter.

In any case, find and do what works best for you and your business.


Considering building an internal HR team? Here are some things to consider:

https://bit.ly/2JR2u3p


Hiring Remote, Partial Remote, and Telecommute Workers

Laptop, mobile phone and coffee cup laying on table with a window view of outside - representing working remotely

Today we’re talking about the pros and cons of hiring remote workers or employing remote or telecommute workers.

It’s important to keep in mind that all businesses are different and this may not work for everyone.

Some businesses are prone to work very well with remote workers while others are not designed to have remote teams.

It’s important to pay attention to this because if your business is a good candidate for remote workers, you can greatly benefit.

If your business is not conducive to hiring remote workers this article may not be relevant to you.

If you want to consider this, you’ll need to see what changes you can make to take advantage of remote workers.

REMOTE WORKERS ARE TRENDING

There is currently a large trend for candidates that are interested in the ability to work remote or partially remote.

Many people nowadays are putting much more emphasis on their work-life balance.

Being able to work remote offers people the flexibility to have their work-life schedule be more balanced.

Many people also work better remote then they do in an office environment.

The office environment can often have many distractions with other coworkers or other things going on.

This of course depends on your office culture, office environment and the type of people that you hire.

Many extremely talented people who are at the top of their field are only interested in working with this flexibility.

THINGS TO CONSIDER WHEN HIRING REMOTE

Being open to hiring remote workers opens you up to a segment of the market that you may be missing out on.

If you are thinking of hiring remote workers, you have to consider how that will fit into your existing culture.

If your existing culture is one where everyone is in the office and then you hire someone remote, this could cause friction.

You could produce dissension in the ranks of your employees who might feel left out or jealous if the new person gets to work remote but they don’t.

TRANSITIONING TO HAVING REMOTE WORKERS

If you’re considering taking this on, you want to take inventory on whether your current employees can work remote.

Perhaps you make working remote more like a benefit to be attained if someone reaches certain KPI’s or metrics.

Many sales people are extremely effective working remote.

WHICH POSITIONS WORK BEST REMOTELY

If someone travels a lot and they’re mostly on site with clients, there really is no need to have them in office.

 You can benefit greatly from a rockstar sales person being somewhere else in the country.

Customer service folks and account management people also function very well in a remote capacity.

Believe it or not, accounting folks and financial people can also work very well remote.

You might want to think about having your internal financial people working remote as well.

WHO IS THE RIGHT FIT FOR REMOTE WORK

When hiring remote you should know if they are the kind of personality that’s productive in a remote function.

There are many people who if left to their own devices will not get the work done that needs to get done.

If you have those kind of people working remote you will see a slump in productivity.

Your people should know that their ability to work remote goes hand-in-hand with the results they are on the hook to produce.

In other words working remote should be slated more like a privilege or a benefit that is earned rather than a “right.”

Another trick to hiring a solid remote employee is hiring someone who has been successful working remote in the past.

THE BEST OF BOTH WORLDS

There’s also incorporate partial telecommuting where your team is in the office 3-4 days and remote 1-2 days a week.

This model can provide the best of both worlds for you and your employees.

Then you can accomplish the things you need with the team together and have the balance of working remote some days.

This is a very common model that’s being adopted by many companies and is being extremely successful.

This model works if all of your employees are local as you’ll need them in the office together certain days of the week.

RECRUITING REMOTE WORKERS

If you are going to go after remote workers it may be challenging from a recruiting perspective.

Recruiting firms like us are extremely solid resources for being able to tap into other markets for remote work.

Remember, the challenge will be instead of just recruiting in your city you’re going to be recruiting nationwide.

You may even be just recruiting in certain times zones.

Your pool of people to reach out to is going to increase dramatically.

You will need to have a strategy for how to tap into those markets and find the best talent.

Keep in mind that it will likely take a lot of volume, so leaning on a recruiter can be a very valuable resource for tapping into that market.

CONCLUSION

Look at remote and telecommute working as a way to tap into a segment of the market with more great talent.

This is a segment of the market that is growing as more and more people are looking for that work-life balance.

More and more people are looking for the ability to have flexibility around their work schedules.

Many of these types of people can be extremely high producers and will produce better with this type of flexibility.

As managers it’s important for us to focus on hiring the right personalities that can work well autonomously.

This can be more productive for managers also, not having to control and micromanage everybody.

You owe it to yourself to explore this a bit further and see if it’s something that can work for your business.


Here are some great tools for increasing your team’s productivity:

https://bit.ly/2Aj4qrY


 

Interviewing, Hiring And Working With A Recruiter

Businesman grabbing one of many wooden blocks that have generic drawings of recruiters on them.

CONSIDERING WORKING WITH A RECRUITER?

Knowing when the appropriate time is to start working with a recruiter is key to getting the most bang for your buck.

Having an effective relationship with your recruiter is also very important.

Many companies are in different situations and circumstances from a human resources perspective.

On one end of the spectrum, some companies have robust human resources and internal recruiting departments.

On the other end, smaller businesses may have zero recruiting capacity and rely on managers to act as human resources.

Of course, you also have everything in between and a headhunter can be useful for any type of situation.

WHY SHOULD YOU WORK WITH A RECRUITER?

There are some particular situations where working with a recruiter would really be ideal.

One may be if you are a smaller company and you don’t have a centralized human resources department. 

Second, some human resources departments don’t have the capacity or aren’t set up to do recruiting and talent acquisition.

In either of these cases, you are likely either relying on people to find you organically through job postings or boards.

When using things like Indeed or ZipRecruiter, or just relying on people to find your postings, you could be losing a lot of time money.

THE BEST TALENT ACQUISITION STRATEGY FOR YOUR COMPANY

I recommend every company have some type of talent acquisition strategy, whether internal, centralized or external.

If you are truly interested in growing your company and hiring the right talent you cannot simply rely on word-of-mouth through your employees.

It’s critical that you have a proactive outbound talent acquisition strategy.

If you can’t hire full-time HR then you should allocate resources to hiring an external recruiting firm.

It’s going to be more cost effective to move monies being spent on job boards into a budget for a recruiter.

SHOULD YOU WORK WITH A RECRUITER?

A good recruiter is going to be wildly more effective than using job boards.

If you’re a larger company with a robust talent acquisition team, you’re likely able to fill requisitions internally.

Even then, it’s smart to have some good recruiters on call if your team gets overloaded.

It’s smart to have some solid backup help to fill critical and more urgent needs.

Even if you’re somewhere in the middle, it’s a good idea to have a good recruiter in your back pocket.

CHOOSING THE BEST RECRUITER FOR YOU

No matter where you stand, you want a good recruiter relationship that you can rely on to produce results.

Choosing the right recruiting company to work with can be tricky.

Most recruiting firms out there in the market are focused heavily on volume rather than quality.

Many recruiters’ strategy is to get as many people in front of you for a particular position and hope that something sticks.

This is a chief complaint from our clients that recruiting companies don’t understand the business or the positions.

It’s important to ask how they go about it and if their focus is more on quality or quantity.

If your recruiter starts sending you a high-volume of low-quality resumes, I would stop working that recruiter. 

You want to find a recruiter that focuses on quality over quantity.

One way to do that is to hire a recruiter if that has experience and specialty in your industry or in your field.

Don’t hire a recruiting firm that focuses primarily on technology positions to work on your marketing, or vice versa.

This is one way to support quality over quantity when you’re hiring recruiter is to ask them a lot of questions.

You want to find out what makes them different, what are the differentiators, what kind of support structures do they have, etc.

A one or two person recruiting business is likely going to be extremely overloaded. 

Overloaded recruiters may not be able to provide you with the customer service and support that you need.

COMMUNICATION IS KEY

Another important thing when you hire a recruiter is that they be in high communication.

You never want to expect anybody to fully understand your business or the positions you need to fill.

Recruiters are exposed to a wide variety of companies and people and often within the same industry.

Make sure you’re giving your recruiter detailed feedback on candidates and information about the positions you’re needing to fill.

Providing as many possible details and being in strong communication with that person will help to give you the best experience.

Recruiters are going to want to move as fast as possible with their candidates because they know candidates are in high demand.

Recruiters also know that you want to move as fast as possible, so you need to let them know what you like and don’t like about a candidate.

The more feedback you can give the recruiter, the more they’re going to be able to hone in on the right person for you. 

WORKING WITH A RECRUITER

Headhunters are an invaluable asset in today’s competitive job market.

If you are truly interested in hiring top talent, you must have a proactive outbound talent acquisition strategy.

Nobody can rely on organic and downtown acquisition – it simply doesn’t get the best talent.

Whether you’re a big company or small company, working with a recruiter can help when needed.

Be sure that you have high communication with that person and be sure they provide you customer service.

Lastly, be sure that they provide you quality over quantity.

Build the relationship, work together, and you will hire the best talent with a great headhunter!


How do you know if you’ve found the best talent for the job?

Check out this list.


 

Recruiting Marketing and Sales Candidates in Seattle

Sunset over the city of Seattle, Washington
RECRUITING IN SEATTLE

Today’s post is about recruiting Marketing, Media, PR and Sales professionals in the Seattle market.

Seattle is currently a fast growing market, especially in the technology space.

Many people think that Seattle is going to be the next Silicon Valley with a lot of technology based companies being started.

We may also see established companies moving and opening up offices in the Seattle area.

A TOUGH MARKET TO FILL

Seattle has challenges from a recruiting perspective and often times will require additional help.

Companies may either use internal recruiting efforts or hire outside firms.

It’s important to know when you need to get extra help for finding specific talent.

The need for talent is extremely high as the market expands and therefore is becoming very competitive.

LOCATION, LOCATION, LOCATION

In order to compete there are certain things that you can do from a recruiting perspective.

Seattle is a great market to offer relocation in the Pacific Northwest and is even attractive from the Midwest.

It is an attractive city and many people, especially the millennial generation, are interested in moving to a city like Seattle.

Seattle offers a lot of outdoor recreation as well as career growth.

It is a smaller market and recruiting only within Seattle can be challenging.

This is another reason to be open to hiring and relocating candidates from other parts of the country.

Portland is a great market to poach people from, as well as Southern California.

The Bay area, Los Angeles, Orange County and San Diego are all great markets to pull talent from, as well as Denver and Chicago.

HIRING REMOTE

If you’re not able to relocate people it’s a good idea to be open to remote workers.

Tapping into the remote work force is great for any company, especially those in smaller markets like Seattle.

Another challenge in Seattle can be the commute due to the geography and traffic in the city.

An already small market can be dropped even further depending on where your company is located and where your talent is located.

This is again another reason to be open to remote or partial remote workers.

If you’re able to find local talent that is partial remote you’re more likely to find folks who would otherwise not be interested.

DEFINE YOUR CULTURE

It’s important to differentiate yourself from your competition.

Your company should have a defined culture with structures and processes put in place that engender the growth of that company. 

You want to be able to communicate that culture and appeal to prospective employees.

Having a strong employer brand is critical now more than ever for attracting the right talent.

Offering benefits like parking passes or other perks will also make it easier for local talent to get to your location.

IN CONCLUSION

Seattle is an excellent market to be in right now.

It’s attracting a lot of talented individuals that you will be able to tap into for your business.

At the same time, more companies are moving to the area and this means more potential competitors for you and your business.

Some of these things can increase your costs, but at the end of the day should also increase your bottom line.

These factors can give you a fighting chance to beating out your competition.

Being open to remote workers and relocating people to your company greatly gives you an advantage for finding good talent.

It’s important to take the necessary steps to have your business compete and your employer brand be one that differentiates you from your competitors.

At the end of the day your employees are what make up your company and it’s critical that you do everything you can to hire and attract the best talent.


Seattle is trending as the decade’s fastest growing city in the US.

Read about it here: https://bit.ly/2km1hSB


 

Recruiting Marketing and Sales Candidates in San Francisco (SF)

San Franciso skyline, bridge

RECRUITING AGENCY SAN FRANCISCO

Recruiting professionals in the San Francisco Bay area certainly has its challenges.

We’ve got some important pointers for finding the best talent for your company.

The San Francisco bay area market is an extremely competitive market and one of the fastest growing in the country.

There is a myriad of tech, marketing, media, retail and consumer companies and even more growing in the city.

It’s a challenging market for a lot of folks given the high cost of living.

This makes relocating candidates to the bay area extremely challenging.

Folks moving from pretty much any market other than New York City are going to experience extreme sticker shock.

At Aldebaran Recruiting, we have experience finding the best talent and recruiting to San Francisco. Let’s share some of what we’ve learned along the way.

RECRUITING CANDIDATES TO SAN FRANCISCO

If you’re going to relocate people into the San Francisco market, it’s important to offer competitive salaries.

You need to have competitive relocation packages to make it tempting for good talent to move into a more expensive market.

It’s also important for your company to have differentiators mapped out to sell yourself and your company to prospective talent.

Without these differentiators you run the risk of falling into the mill of the hundreds and thousands of companies.

You’ll need to set yourself apart from companies that may not be direct competitors, but may just be interesting to work for.

THE CHALLENGE OF LOCATION

San Francisco is also a challenging market from a location perspective.

The bay area is a very large geographic area with folks living downtown, the south bay, San Jose, Oakland and other surrounding areas.

Depending on where you’re located in relation to where people live, commute can be an extremely challenging factor.

If you require people to be in the office every day it can severely limit the potential pool of candidates already living in the area.

OFFERING FLEXIBILITY

You may want to think about implementing flexible work schedules and potential telecommuting options.

This will allow you to tap into people who are living further away from where you’re physically located.

Flexible work schedules and telecommuting options can be extremely attractive to potential candidates.

THE RISE IN TECHNOLOGY

The other challenge you may run into are very junior candidates with expensive prices going over $175,000 a year.

Technology continues to advance and people become increasingly technical.

We will continue to see junior candidates with strong technical backgrounds demanding larger salaries.

This is an extremely tricky situation to deal with from a bottom line perspective.

COMPETITIVE COMPENSATION AND BENEFITS

It’s important to remember when considering salary and compensation that the bay area is filled with start up companies.

It’s critical that you work into your compensation structure something like profit-sharing, equity or stock.

Pretty much all candidates are going to be expecting these types of fringe benefits along with base salary.

You’ll also set yourself apart from your competition by being open to telecommute and partial remote work.

If your company isn’t going to offer these things, you will be severely impeding your ability to compete with similar companies.

CONCLUSION

When hiring top marketing, sales, advertising, media and public relations talent in San Francisco there are hurdles you’ll need overcome.

You need to be able to overcome, location, commute, high cost of living, competitive high and rising salary.

One of the key things that you can do is be sure to have very clear differentiators about what your company does.

Also have your company culture clear to be a place where people want to work.

Be open to relocating candidates and be sure to put together a good relocation package.

You want to be able to absorb some of that sticker shock to appeal to people coming to the area.

Because it is one of the most difficult markets to recruit to, many turn to headhunting agencies in San Francisco to help recruit new candidates.

At Aldebaran, we’ll make sure you have the best candidates possible for your sales or marketing openings. We’ll work with you to learn your business’ needs and fill them with the right talent.

Learn more by visiting our contact page.

Recruiting Marketing and Sales Candidates in San Diego (SD)

Coronado skyline

RECRUITING AGENCIES SAN DIEGO

Recruiting for marketing talent in San Diego can be very challenging.

There are a few important points to consider if you are committed to hiring the best talent.

One of the good things is that it’s a small market with amazing companies, schools and talent right at your fingertips.

Luckily for you, we have experience as a recruiting agency in San Diego and we’re going to share a few tips with you about what we’ve learned.

COST OF LIVING VS. SALARY

The tricky part is is that cost-of-living is very high.

The cost of living is comparable to Orange County or Los Angeles, but the salary market in San Diego is lower.

This makes it challenging to relocate from those areas since they will be used to a similar cost of living with higher salaries.

You also run the risk of losing talent to Los Angeles or Orange County as people are attracted to the higher salaries with similar cost-of-living.

As an agency in San Diego, we’ve seen this happen a few times.

DEFINING YOUR COMPANY CULTURE

San Diego has a lot to offer like less traffic, a more relaxed lifestyle, and an overall different culture than is found in Los Angeles or Orange County.

This is highly attractive to many people and it’s what brings many people to San Diego.

You must have a well-defined company culture that speaks to the things that matter most to people. Then you increase the likelihood of attracting the best candidates.

You can carve out a competitive niche for yourself by prioritizing work-life balance, health and other incentives for your employees.

RELOCATING CANDIDATES TO THE SAN DIEGO AREA

While it is challenging to relocate from Los Angeles or Orange County, this should still be a major strategy when it comes to talent acquisition.

There are many folks in Los Angeles or Orange County who won’t want to move to San Diego.

You want to find candidates who want to get out of the rat race of Los Angeles and be somewhere smaller like San Diego.

You must find a way to head those people and there is no way around a large amount of volume and reaching out that it takes.

HIRING A RECRUITING AGENCY IN SAN DIEGO

Often times hiring a headhunter is the only way to reach enough people.

A headhunter can help to find the ones who are interested in coming to San Diego.

Having a good relocation package can go a long way for attracting people to San Diego.

Since San Diego is a smaller market you’ll want to leverage your employees to get the word out about open positions.

You can create incentives for employee referrals to drive your employees to reach into their networks and help find you good people.

A benefit in a San Diego headhunter is that pretty much everybody knows everybody by a few degrees of relationship.

ESTABLISHING YOUR EMPLOYER BRAND

You can capitalize on networking with your employees and this is another place where your employer brand comes into play.

It’s very important to have a well-established employer brand that speaks to the value of your employees as well as potential employees.

IN CONCLUSION

San Diego is a small market that certainly has recruiting challenges, but has a lot going for it as well.

Some other smaller markets such as in the midwest or in the south have a lot more challenges.

The beautiful scenery and laid-back attitude are very appealing to many people, both in Southern California and around the country.

San Diego also has some of the best climates in the entire country which can play a role in attraction.

Leveraging the topics in this blog will get you off on a great start when recruiting in San Diego!

If you’re looking for more help with recruiting in San Diego, feel free to visit our contact page and reach out. We’re always happy to help.

Recruiting Marketing And Sales Candidates in Los Angeles (LA)

Los Angeles skyline

LOS ANGELES RECRUITING AGENCIES

Recruiting for Marketing, Media, Public Relations and Sales folks in the Los Angeles area is an interesting animal that you have to stay on top of.

As one of the largest cities in the country, Los Angeles is a very competitive market, especially when you’re looking for high-quality candidates.

Particularly in the marketing, media, PR and sales space that we’re talking about, you really want to figure out how to be ahead of your competition. 

Being able to find the right talent can make or break a company. You owe it to yourself to do everything you can to compete and win!

At Aldebaran, we have experience in the Los Angeles market and we’re going to share what we’ve learned as a Los Angeles recruiting agency.

KNOW YOUR COMPETITION

Especially if you’re an ad agency in an area like Santa Monica, you’re going to deal with having a lot of competition very close to you.

Even more so if you’re doing marketing, sales or media in any of the entertainment industries or verticals, there’s going to be a lot of competition. 

Who are your competitors you like? What about the ones you don’t like?

Knowing who to poach from and who to avoid can help narrow the field when hunting for talent. 

Of course, keep your ear to the ground about companies that lose a big account or do downsizing. 

If you can be first to get to people in this companies, they may be easier to steal away.

This is also where a Los Angeles recruiting agency can help you. With the proper industry contacts, they’ll be able to scoop up talent before news reaches your competitor’s ears.

SETTING YOURSELF APART

Being able to differentiate yourself from your competition is key if you want to have a competitive edge.

You really want to be able to stand out to your potential candidates.

From a talent acquisition perspective, there are many ways to have a well-defined culture that is attractive to potential hires.

Remember you get what you pay for, so offering good benefits and competitive salary in a market like Los Angeles is certainly one of the necessities. 

A strong employee brand that communicates who you are to potential employees is key. You must hire for culture. In order to do so, you must HAVE a culture!

POACHING FROM YOUR COMPETITORS

Another thing that you’re going to have to consider if you’re interested in having top talent is to find a way to head home and poach from your competition.

The company is only as good as its talent, so you want to have the best talent in order to be producing the best results for you and your team.

RECRUITING METHODS

You can either hire internal recruiting staff to proactively head hunt for you, or partner with a recruiting firm like us to do that work on your behalf. 

The days of posting on job boards and praying for good people are almost at an end.

BROADENING YOUR GEOGRAPHY

Also, Los Angeles obviously has Orange County and San Diego right to its south.

These are two smaller markets with large amounts of quality marketing, media, public relations and sales talent.

Another way to be competitive in a Los Angeles company is to be open to candidates from those nearby markets. 

RELOCATING CANDIDATES OR HIRING REMOTE

You can consider relocating candidates, providing opportunities that are remote or flex work schedules.

You’re able to tap into more talent in an easier way when you’re able to offer remote or partial remote work.

This is a big bonus for potential candidates, especially with the gnarly traffic in Los Angeles and in Southern California in general.

If you can find a way to tap into Orange County and San Diego and offer those people remote opportunities then you’ve widened your town pool significantly!

CONCLUSION

There are a lot of really talented, top producing people and competition in Los Angeles.

It’s definitely not enough to do the bare minimum or even a little bit more than the minimum to get good talent.

Smart and progressive companies are going above and beyond to define their cultures and to find other ways to attract top talent. 

The bottom line is that you’re in a competitive market and it’s critical that you find ways to differentiate and distinguish yourself from your competition. 

A Los Angeles recruiting agency can help with this process. They’ll be able to help find qualified candidates for top-level positions and bring the talent to you.

If you’d like to learn more about Aldebaran and our recruiting services in Los Angeles, visit our contact page.

Recruiting Marketing And Sales Candidates in New York City (NYC)

New York skyline

NYC Headhunters

We’ve got some tips here for you in regard to recruiting for people in New York.

We’re talking specifically about recruiting for marketing, media, public relations and sales professionals in the New York market, specifically in the New York City area.

There are a lot of businesses and competitive candidates in a small area, so you’ll want to be on the leading edge finding the best people for your company.

At Aldebaran, we have experience with headhunting in New York and recruiting top candidates from other markets.

We’ve learned plenty along the way and are willing to share some key findings with you.

NYC: A Competitive Market For Headhunters

First and foremost, New York is a highly competitive market.

Obviously there’s a lot of people in New York, so there’s a lot of companies and a lot of professionals.

If you own a company in New York, you are likely interested in hiring top-tier talent.

Hiring top-tier talent is what is going to help your company be the most successful.

If you are truly wanting to bring top-tier talent to your organization, you’re going to have to be willing to be competitive in the market.

You’ll want to be on the leading edge to attract the best candidates.

2018 Is A Candidate Driven Market

It’s 2018 right now and the market for the last couple years continues to be a highly candidate driven market.

With almost every candidate that we represent, by the time they get to the stage of looking at offers on the table, they are typically looking at two, sometimes even three offers at a time!

You’ll want to stand out against your competitors to attract the top-tier candidates.

A headhunter can help with that process, and it’s common for NYC companies to take on a recruiting agency.

Competitive Compensation

If you’re going to be in a market like New York City, you need to know that it is highly competitive.

It is also a very expensive market. You’re going to need to be able to come in with aggressive and competitive compensation packages.

Competitive packages include good salary, good benefits, etc., which will make you stand out against the competition.

Poaching from Competitors – NYC Headhunters

If you really do want to find top talent for your company, you are going to have to find a way to head home and poach from your competitors.

You can’t just sit around and wait for people to come find you and apply for positions at your company. You have to go out and find what you want!

Less competitive markets don’t have to poach from their competitors as much.

However, in a market like New York where you’ve got a lot of competing companies in a small space, you’ve got to figure out a way to headhunt those people.

Hiring Remote

Another important pointer to consider if you’re in the New York market is to be open to hiring remote or at least partially remote workers.

We’ve got a lot of great people in the north east in the Connecticut area, down to Washington DC, up to Boston and surrounding areas.

Many of these people don’t necessarily want to commute into the city, but would be open to being remote.

Often times it’s difficult to find certain talent already in the city. Offering positions that are remote or partially remote can attract a lot more people.

Sticker Shock

The last thing is that it can often be difficult to relocate candidates into New York because of sticker shock.

New York’s an expensive market and this can be a deterrent to some. You can accommodate for this for some people by offering to hire remote workers.

Unless you’re relocating somebody from San Francisco or potentially Los Angeles, potential candidates could be looking at higher real estate and living expenses. If you are considering relocating somebody you’ll also want to keep that in mind.

Smaller Markets

If you’re coming from a smaller market you’re going to have to not base your offer off of what a candidate is currently making, but rather what a competitive offer in New York City is going to make.

Hiring A Recruiter

You’ve got to search out the best, top-tier candidates, and the best way to do that is to hire a recruiting agency like us.

We’re going to go out and do all the legwork to head home, go after your competition and bring you the best candidates specific to your company’s needs.

You’ll want an NYC headhunter with experience and we can help.

Conclusion

So that’s a few general pointers for you if you’re recruiting professionals in the New York area.

Remember that you’re in a competitive market.

Sometimes it’s difficult to relocate candidates to that market and you’re going to want to find a way to go after the competition and poach people.

Aldebaran is here to help!

If you want more information about our agency, visit our contact page and learn more.