Just How Good A Recruiter Are You? Here’s A Test!

Do your clients see you as a great recruiter – or as a necessary evil in the recruiting process? Here’s a test we’ve developed to see if you’ve got what it takes to be considered a great recruiter – the kind of person clients look upon as an advisor and who they consult often. Look at each of the factors below, then rank yourself on a score of 0-5, 5 being the best. Factor 1: Understanding The Job WEAK: Doesn’t understand job needs, even if uses traditional job spec. Has little knowledge of the job and the types of people who are competent. (SCORE 0) FAIR: Very passive. Accepts traditional skills and experience job spec as only standard. Knows the job, but too much reliance on finding an exact match. (SCORE 1) GOOD: Gets client to balance traditional job spec by adding some elements addressing potential and performance. Expands on job spec by adding more clarifying info. (SCORE 3) GREAT: Insures that all interviewers clearly understand the key top 5-8 performance objectives of position. Asks, “What does person need to do to be successful?” (SCORE 5) Factor 2: Finding Candidates WEAK: Takes too long. Finds only average candidates. (SCORE 0) FAIR: Traditional. Writes average ads, contacts lots of people with average uninspiring pitch, few calls returned. Not trusted by candidates. (SCORE 1) GOOD: Calls returned quickly. Works hard. Knows difference between strong and average candidate. Great internet tools. Leverages network. Might take too long. (SCORE 3) GREAT: Gains candidate trust. Well connected. Very creative. Writes great ads, heavy use of referrals, networks to find top candidates, Delivers top people in weeks. (SCORE 5) Factor 3: Presenting Candidates WEAK: Unprofessional. Sends in lots of paper with hope that something sticks. (SCORE 0) FAIR: Traditional. Solid candidates, but loses good candidates by not thinking out of the box. Can’t overcome minor candidate weaknesses, so gives in. (SCORE 1) GOOD: Aggressive. Presents good candidates, but doesn’t present compelling reason why candidate doesn’t meet spec. Forces candidates in. (SCORE 3) GREAT: Only needs 3-5 people. Professional presentation summarizing fit to job. Inspires confidence. Precludes client from dismissing candidate lightly. (SCORE 5) Factor 4: Managing The Client WEAK: Not even a part of the process. Once a candidate is sent in the recruiter is no longer involved. (SCORE 0) FAIR: Has to fight to stay involved. Goes in through back doors. Bypasses necessary groups. Not a part of the evaluation process. (SCORE 1) GOOD: Part of the evaluation process, but not leading the whole process. Counsel is sought only when necessary. Provides sound advice, but considered a biased source. (SCORE 3) GREAT: Understands the internal process and manages all phases. Works with all interviewers to insure candidate gets evaluated properly. Gets prompt and accurate feedback. Advice is sought. (SCORE 5) Factor 5: Managing The Candidate WEAK: Candidate does not rely on advice at all. Communication with candidate is minimal. Offer process conducted by client. (SCORE 0) FAIR: Limited involvement after candidate presented. Not trusted by candidate. Has to push process. Candidate doesn’t call back. (SCORE 1) GOOD: Trusted by the candidate. Involved in most aspects of the interviewing and offer process. Gets feedback from client. Has partial control of negotiating process. (SCORE 3) GREAT: Understands candidate motivation. Extremely well-trusted by client and candidate. Controls all phases of the interviewing and offer process. Closes the deal. (SCORE 5) Assessing Yourself If you can’t get at least a 20 on this self-assessment test, you’re losing some great opportunities. This is the threshold for the advisory category. You’re a necessary evil if your score is in the 10-20 point range. If you score below 10 (unless you’re just a researcher), you’re working way to hard, and need some quick training right away. <*SPONSORMESSAGE*>

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Lou Adler is the CEO and founder of The Adler Group – a training and search firm helping companies implement Performance-based Hiring℠. Adler is the author of the Amazon top-10 best-seller, Hire With Your Head (John Wiley & Sons, 3rd Edition, 2007). His most recent book has just been published, The Essential Guide for Hiring & Getting Hired (Workbench, 2013). He is also the author of the award-winning Nightingale-Conant audio program, Talent Rules! Using Performance-based Hiring to Build Great Teams (2007).

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