725 Skippack Pike Suite 320 Blue Bell, PA 19422

Our Recruiting Methods

Our Recruiting Methods

A project has two components, candidate identification and then candidate selection

To identify candidates, client specifications are a starting point. Many of the positions that we fill are newly created functions in a client’s organization. Because of that, there is no incumbent to provide a template to guide in specification development. We can help with that. We know the market and we know what skills and industries are transferrable and which ones are not.

A client once wrote such very restrictive job specification that the only people who would fit already worked at the company, literally. It was analogous to a spec from the only company in the world that made super-gizmo widgets requiring experience in a company that makes super-gizmo widgets.

Our goal is to have the specs matched to the market so that the candidate sees the job content to be of value and not just the salary.

Once we understand the specs and culture, we begin contacting potential candidates

We assume that you want to hire a person who will stay in your company for a long time.

Culture is subjective. It is hard to describe but easy to experience. Because of that, on most retained assignments, we want to meet every client. It’s not unusual for one of our team members to fly to a client at the beginning of the project to really flesh out the culture and people. You have no idea how meaningful it is to a candidate when one of our people can tell them that, yes, we met that client even though they are 1,000 miles away.

The next step is when culture and database intersect. Our database is huge. It’s unique in our industry for two reasons. One, we keep files on every person and every company that crosses our desk. The breadth of information is enormous. It is also unique. We build our database around people who work at small to mid-sized firms to match our client base. Anyone can identify people at Fortune 500 firms. We go much deeper.

But, the second unique characteristic of our database is more important. Our files are deep, not just broad. In other words, we keep track of every conversation and add it to our file. Having a lot of names is a great tool, but we also use the database to help you in the selection process. That’s of great value to you. It helps you avoid mistakes. Here is how:

Both the skills and cultural/career goals must align. Our process helps with this. Every candidate speaks to us at least twice before they meet you and on retained assignments, we conduct a video interview. Skills should show up in the interview/references but cultural and career goals are transient. They can naturally change over time. Of more danger, however, are the candidates who tailor them to each interview and situation.

Without a deeper history of the candidate other than a resume/interview, you have no way of evaluating what the candidate really wants and whether they fit.

How often have you interviewed someone who acted very pleasantly and courteously in an interview only to find out that they became Attila the Hun once employed? There are people with two personalities: one for the interview and one for life. This is where deep files can come in very handy. We gather information about candidates over time. It’s not a snapshot; it’s a movie. Below are a couple of examples.

Applying recruiting strategies: Scenario 1

You are doing organizational succession planning. You want someone for a Product Manager job who will rapidly be promoted to a senior supervisory role. You need someone ambitious who is willing to sacrifice quality of life while you train them in the intricacies of your industry and company, preparing them for a big promotion. You have an aggressive environment. You interview a candidate who appears good on paper and who says the right things in the interview. He says he’s aggressive and ambitious and is prepared to work 70 hour weeks. Super! But here is what you may not know about him.

Our records may show that we have spoken to him 3 times in the last 5 years about jobs. He blew off the first opportunity 5 years ago because “it might interfere with his side business as a wedding DJ.” He said no to the second opportunity because it was 30 minutes from home and his current commute was 20 minutes. The third opportunity, 4 months earlier and before he was laid-off, he dismissed because there was no flex-time for him to use for his son’s soccer games.

These are all valid reasons BUT you are seeking someone with clearer priorities for a unique job. The last thing you need is to make a huge investment in someone who, 6 months later, may decide that he wants a more comfortable life and needs to re-focus on personal issues and limit his work week to 45 hours and who, by the way, wants to know when can he start working from home every day.

That is a real-life example. We shared that info with our client along with the resume and they were able to probe a little deeper into his motivations.

Once they challenged his level of commitment to the job, it became pretty clear that his words were just rhetorically designed to get him back in the work force after a layoff.

Applying our recruiting strategies: Scenario 2

Here’s another true story. Imagine a company with a very matrixed organization that requires the ability to work with many different types of people. Courtesy is a very important tool for them. They interview a very friendly fellow who says and does all the right things; strong handshake, eye contact, thank you notes, etc. He even tells them that he works well in a team.

Here is what they didn’t know. We spoke to him twice in the past year. The first was after he sent us a resume responding to an ad. When he was called for a discussion, his wife answered the phone and screamed at the recruiter, “Don’t bother us. My husband has a job.” She then hung up before the recruiter could explain. He never responded to emails asking him to call back.

Six months later, we tried him again for a different job. We had a good conversation and set him up for an interview. He cancelled the interview with one hour notice because “he just got a raise.” We never placed this fellow in a job. This all came to our attention when the company that eventually hired him called us to fill the job after they fired him. He was fired because he turned into a fellow who was an ultra-aggressive Type A personality.

He could only function in a team if he was the leader. When they told us about this experience, we looked him up in our database. Clearly, he was not the right person for them.

None of this information should, by itself, eliminate a candidate. When properly used, it illuminates potential conflicts. We call them “disconnects.” When the interview and outside behavior does not match, that is inconsistent. We hate inconsistencies. Of course, everything is subjective. Sometimes, the person has matured and changed over time. But sometimes our concerns are validated. This information should serve as an early warning system to a company and point out areas to explore in a
follow-up interview. Also, sometimes the information we provide is positive and reinforces already strong opinions about a candidate. In those situations, your decision becomes easier.

All of this is what a recruiting firm SHOULD do for you. Sadly, most do not. They don’t because either they can’t or they won’t. They can’t because their internal structure is not set up correctly and they won’t because the only trigger to their compensation is to be the first person to provide a resume that crosses your desk. After that, it’s all smoke and mirrors.

The right resume on the right desk at the right time.