Archive for November, 2016

Text Recruitment? It’s Here. Helpful Tips.

Wednesday, November 30th, 2016

Mobile recruiting is a remarkable opportunity for recruiters and employers to engage and stay connected.  It affects the application process, enhances interaction, communication, and source talent. Your strategy should embrace a multi-device approach so that the process is optimized for candidates and users.

Phones and text messaging go together and develop a plan that is critical to targeting untapped candidates; differentiating you from others. Reasons you need to implement texting in recruitment policies include:

A personalized approach to hiring

Millenials find texting the preferred method of communication, and that includes business correspondence. Most candidates prefer texting because it lets recruiters and clients respond as soon as they receive a message. A well-crafted text message adds a personal touch to a recruitment strategy. A professional, targeted text conveys a genuine interest that are lacking in most mass emails they receive. The messages should be professional and to the point, and provide a simple way for a follow-up.

Quicker and more effective

Few people read their emails frequently as compared to using text messages. Text messages have a higher open rate and are often read within three minutes of receiving them. This is why several recruiters who have executed texting in their recruitment discovered that using texting speeds up the process significantly.

Use Speed to Your Advantage

Text alerts on phones are ubiquitous; you don’t have to wait for ages for a candidate to text you back.  To benefit from this speed, you’ll have to reciprocate.  Respond to texts immediately, and candidates will probably return the favor.  Texting is an unobtrusive choice to correspond with candidates who would be unable to respond and get them to do so faster.

An opportunity for seamless follow-up

Most people phones as their primary way to access the Web. This permits recruiters to incorporate texting into a smooth change from initial communication to finished application and progression in the staffing process. Most phone users are already comfortable with the mobile web. If you provide a secure mobile recruiting experience, you have a better opportunity of hiring more applicants.  Your emails should be short and easy to type.  Once your candidate receives a text, he or she can act immediately to respond and go ahead with the recruitment process if the text has a link to the email or website.

Make Your Opener Catchy

Craft a compelling text message to draw attention. Your text will come up with a random phone number, introduce yourself, be human, and announce the job as quickly as possible. Leave your email contact info at the end. Don’t let the text look like spam.

Before you start texting candidates, ensure rules are followed.  If you are sure of what you are doing, texting a candidate is one of the quickest and most efficient ways to get a candidate to apply. Most recruiters have resorted to texting to contact candidates. A bad texting campaign is like an invasion of privacy and gives a bad reputation.   Millennials usually have their phone on or near them. Recruiters want to approach them through their phones, with the same notification structures they use for contact with friends. Texting candidates is a powerful tool, only if properly executed.

More Placements With Splits : Here’s How

Tuesday, November 8th, 2016

For a limited time, get unlimited split placements and resume database on FeeTrader for only $299 for a calendar year! If already a member, login here or if not, register here.

Most recruiters I know, the majority of whom work for agencies, have a long standing stigma against the idea of “splits”. The split seems to carry with it the idea of concession. Concession of control, ability, success, status, revenue, etc.  These are all very valid points given the very simple fact that, when you engage in a split placement, you lose half of your revenue. A recruiter’s best case scenario is to bring in their own business, fill it themselves and take whatever cut they are entitled to based off of 100% of the revenue generated…we all know this. While I agree that splits can hurt in one scenario, if you work a split-fee network the right way, you can greatly increase your revenue with very little extra effort. Closing the door on splits will cost you easy money.

How to leverage a split-fee network into more placements and higher revenues: 

1) Use a split-fee network to market and place your “leftover” candidates

This is the single most glaring reason to partake in splits. For some recruiters it will be the only reason. Every recruiter who says “I don’t do splits” cannot be thinking of this application when they make that statement. Why wouldn’t you? Even the best, most efficient, niche oriented recruiters create a tremendous amount of leftover candidates. It’s just the nature of the beast. You recruit for a job, fill it with one person and can have dozens of great candidates leftover. There are always more “leftover” candidates than any recruiter can place. Most of the time those candidates fade into the recruiting abyss. Since you have done all the work, get those (encrypted) profiles posted to a split-fee network so recruiters from across the country can review them. Someone, somewhere is going to place a candidate you have sourced…with, or without you. Why not toss a bunch of lines in the water with bait you’ve already cut and let someone else come along and do some work for you? It is a great way to attract some residual value with little effort from candidates you would otherwise toss in the “I’ll get back to someday” file.

2) It’s not necessary to offer all of your jobs for splits (such as your niche job orders)

First and foremost, you should try and make your own placements and get credit for 100% of the revenue generated. Some of you will never use a split-fee situation to make any placements with your clients. Good for you…seriously!  However, you will still have leftover candidates from your search.  A split network can help you place them.

3) Use a split-fee network if an established client comes to you with a req you typically wouldn’t work

Plenty of times during my recruiting career (IT specific) I would have clients come to me with reqs outside of IT. Two things would happen here: either I would respectfully decline…or, I would spend time spinning my wheels trying to generate candidates for a space I was not familiar with. Both cases we not particularly beneficial to revenue production. Working with a split-fee network can allow you to effectively leverage other people’s specialties to drive delivery. It’s a winning situation.

4) Use a split-fee network if you are bringing in more business that your recruiting team can handle

If you don’t have the working capital to support additional headcount, split networks are a great way to engage a scalable recruiting force for your company. As needs ebb and flow, you can engage recruiters via splits to help satisfy your requirements list. Once you are ready to bring on a new person, scale back your use of splits. Do the math though. Figure out what an internal recruiter will cost you after salary, payroll tax, commission, benefits, time, etc… and be sure you are not paying more to a full time hire than a split relationship would cost you!

5) Use a split-fee network if you have no sales function

No sales force? Just want to recruit? Jump on a split-network and start building relationships with the recruiters who are positing jobs. These are recruiters who are looking for recruiter help! The split-fee network has now become your sales force. Foster a few good relationships and your off to the races.

For a limited time, get unlimited split placements and resume database on FeeTrader for only $299 for a calendar year! If already a member, login here or if not, register here.


Free Webinar – How To Build A Recruiting Business (or side biz) With Splits

Put the Right Person in the Right Seat

Tuesday, November 1st, 2016

Tips to Identify and Leverage Strengths

I work with companies across the U.S. helping to grow and develop individuals and teams. What I find fascinating in my line of work is that most business owners and executives have a very limited understanding of their own strengths and/or the strengths of others within their organization. And they have even less of an understanding of what those skills mean and how to embrace them. We are inundated by articles, reports and experts telling us that human talent is critical for business success. So why the lack of understanding and focus on our own talents and those of our co-workers, employees or partners? One reason is that we often shy away from taking a hard look at ourselves. It’s time-consuming, challenging and often downright daunting. It’s also hard to be objective in assessing talent – our own or the strengths or deficiencies of others. I often find that my clients get woo’ed by the resume or personality and miss uncovering key information, which is why it’s critical to have an unbiased, solid understanding of our own skills and strengths and what we’re looking for in others. This is important not only for the hiring process but for building retention, solidifying key leadership and driving culture.

The strengths assessment process is an ideal way to identify each individual’s talents and how to best leverage those talents. This allows for a new teamwork structure that optimizes individual talent, creates efficiencies and increases accountability. Think of it as a SWOT analysis on your most valuable resource – your people.

I can think of many hiring casualties where mis-hires cost the company severely in terms of productivity, team dynamics and revenue loss. Here are a few quick tips and illustrations on the effectiveness of identifying and leveraging strengths.

1. Identify pros and cons. It’s important to know what strength(s) is needed for a particular job and why. It’s never a one-size fits all approach. Some jobs require a collaborator while others require a leader who can give direction under pressure. Know what’s needed now, what’s worked in the past and what hasn’t.

Example: I have a client who runs a small business with 40 employees. She embraces a very collaborative-style of leadership and employs a very young, female-heavy staff who needs a lot of direction. During the hiring process for a new office manager, I advised her to look for someone more directive to help her with situations where employees needed guidance. The balance between the owner and the new office manager worked because their styles complimented one another and allowed for both collaboration and leadership.

2. Don’t force it. It’s important to identify and understand the strengths AND gap areas of the existing team. Companies often hire for a specific need or resume item but sometimes an individual will not fit in with an existing organizational structure or team dynamic until change occurs.

Example: I was asked to coach a mid-career hire at a company that was looking to shake things up. This particular individual was a risk-taker and displayed a great amount of innovative. The problem was that the new hire was a big-picture thinker and not a practical, action-oriented individual. He did not fit into the company’s existing culture that was all about efficiency and bottom line. Although they hired him for a great resume and the fact that he brought in the new skill they wanted, the existing corporate culture was still in place and this made it impossible for the company to adapt to his style and leverage the unique skills he brought to the table.

3. Look ahead. It’s important to know where your business or organization is headed. Times change and the profile of your employees or team members will also change. For instance, in a growth mode, it may be important to put a management or sales team in place that is progressive and has the foresight and ability to create opportunities to expand the business.

Example: I worked with a company who wanted to move to a more consultative approach to stay competitive in their industry — and this meant having their sales people relate to the customers as “advisors”. They were ready to invest a lot of money in training to retool their existing sales force. They quickly realized that training/retooling their existing workforce would not work with the employees they currently had in place. In the end, they recognized the need to hire a new team who naturally had the advisor skill set they were seeking.

Understanding the current talent mix and strengths of your organization and hiring for specific strengths AND compatibility are essential keys to enhancing corporate culture and reaching growth and/or profitability objectives. As Jim Collins wrote in Good to Great, “Having the right person in the right seat on the bus matters.”

Mary Kaiser is the founder of Start with Strengths, a Colorado-based professional consulting and coaching firm. Her experience includes over 25 years of growing leaders and teams for businesses across the country. Reach her at or connect at