Recruiting 401

 

Overcoming Objections

As you may have already experienced, there are times when candidates will present cer- tain objections to working with you. Don’t take it to heart. It happens. Objections will surface even if you have been awesome at differentiating yourself. If you’re not comfortable with the word “No”, this probably isn’t the industry for you. On the ip side, there are ways of overcom- ing objections that are unobtrusive and sometimes result in a quali ed candidate coming to work with Optomi. Objections are the typical result of misunderstanding. Overcoming these objections becomes a part of your everyday grind.

 

So what are some examples of typical objections?

 

1. “I’m currently on a contract.”– In our market, this objection comes up very frequently. Getting past this objection is as simple as asking when their current contract is expiring. This opens up the conversation to further discussion about their current role, their ideal position, what they are currently making, etc. Even if they don’t want to come off their current con- tract for professional reasons, building that relationship now will help you down the road.

 

2. “I don’t like working with staf ng rms.” – This is the sign of someone who’s been burned in the past. Try and get to the bottom of this objection by asking questions around it. Try to nd out what brought them to this conclusion. Have they been made empty promises in the past? What happened the last time they were on contract? You essentially want to do your best to reassure the candidate’s con dence in staf ng rms, and more importantly, their con dence in you as a recruiter.

 

3. “I won’t work for less than X per hour for contracts.” – Some people have been blinded to the market by previous contracts/positions. When you have a candidate that asks for a ridiculous amount of money, call them out on it. Ask them why that is their minimum rate. It’s okay to express your expertise to a delusional candidate. Let them know that you’re not an expert on determining someone’s worth, but that you have a fair idea on the going rate for someone with their amount of experience. Typically, people will understand that you know more about pay rates in a market than they do.

 

4. “I’m not interested.” – This objection pops up once in a while and it’s usually tied to not doing a good job on CLAMS discovery. Again, getting to the root of this statement can be dif cult, but try to gure out why. If they have a decent resume, this candidate may have just gotten 30 calls about the requirement you’re working on. If that’s the case, let them know that while they may already be submitted, you have other opportunities that to which your competition may not have access. See what you can nd out from them by asking them for referrals. Taking the attention away from them will sometimes get candidates to open up.

 

ASSIGNMENT 29: Review the Overcoming Objections WebEx presentation.

 

ASSIGNMENT 30: Make a list of the top 10 candidate objections and start building your Over- coming Objections modeling format for them. Be sure to post your work around your work- space so you’ll have them ready for future use.

 

Supporting Other Of ces

If you haven’t noticed, Optomi is much larger than just your of ce. We are a national compa- ny. Part of your job as a recruiter is to keep an ear to the ground when it comes to opportuni- ties with Optomi outside of your market. If you have a great candidate who is able to travel, why not submit them to opportunities around the region or country?

 

What does this do for you? You still receive your portion of the revenue/commission.

 

ASSIGNMENT 31: This is a multi-threaded assignment. You are to get at least one submit to a requirement outside of your market. This can come from a candidate that is willing to travel, or possibly from a requirement that actually sits in your market. Additionally, you are to call at least one recruiter in two other Optomi of ces. Introduce yourself as a new recruiter and do some networking. It is always good to know people in other markets!

 

Candidate: __________________________________________ Requirement location: _________ Recruiter: ___________________________________________ Of ce: __________
Recruiter: ___________________________________________ Of ce: __________

CLOSING THE DEAL

 

ASSIGNMENT 32: Review the Star Search Job Order Control WebEx presentation.

“Always be closing” is a universal term within any type of sales position. No matter what in- dustry you’re in, if you are in a sales position you must always be trying to close the deal.
In our industry, closing refers to locking down candidates to the point that there is nothing coming between you and getting that next start. If you can get to the point that the candidate allows you to accept an offer on their behalf, then you’ve probably got the candidate locked down.

 

What are the items you should have covered to effectively close a candidate? Also, does the candidate have anything preventing them from accepting an offer the moment it comes from the client? These are the questions you need to ask yourself before you can consider your candidate locked down. Is the candidate good with your quoted rate? Is the candidate going to put in their two weeks’ notice the day they receive a new offer? Does the candidate have a vacation coming up that you don’t know about? Where will the out of town candidate reside once they arrive in your market?

 

ASSIGNMENT 33: Review the Deal Desk Documents needed for every Job Order.

Review the Interview Debrief Template available in BH Notes.

 

Accountability

It’s coming down to the last segments of this on-boarding and you may be thinking, “Wow, I have so much to do on a daily basis!” Your assessment is 100% accurate. You have a slew of responsibilities to sort through on a daily and weekly basis. But in addition to all of the re- sponsibility that resides within your own desk, there is a responsibility outside of your cube as well. We work as individuals, but operate as a team. If a particular part of the team is lagging behind, it slows the group as a whole. If recruiting is busting their behinds, submitting to re- quirements left and right, and the sales team isn’t following up with managers, getting feed- back, or bringing in additional requirements, then the team comes to a screeching halt. If the sales team is rocking the streets, bringing in quali ed requirements and presenting interview times, but the recruiters are not providing quali ed candidates, the whole system comes to an abrupt stop.

 

We ask that everyone on the team be open-minded and voice their opinion if one area is lagging behind. We are all equals and nobody’s feelings will get hurt. With that said, keep your teammates accountable for their actions. If you’ve made a submit to a relationship require- ment and haven’t gotten any feedback, ask why. If you don’t like the answer, let the Account Executive know your frustration. One over-riding rule we have at Optomi is that we will not allow negative, passive aggressive, behind-the-scenes complaining. No “Rush Limbaugh” bashing without a possible x. If you have an issue or complaint, bring it up to the team but come to the table with a possible solution.

 

The Numbers

The honest truth is that the staf ng industry is a “What have you done for me lately?” type of business. Unfortunately, there are no breaks. Our work is never done. We will celebrate your successes and hopefully they are plentiful, but in this business, there is never a de nitive end or stopping point. You are expected to continue to produce regardless of past successes. There is no “hurry up and coast”. Even if you are sitting with 40 contractors on billing, you are still expected to produce month to month.

 

ASSIGNMENT 34: Here we are at the end of your Optomi On-boarding training! You’re almost out of the woods but we have two more assignments for you. Your next to last as- signment is to schedule a time to meet with the Managing Director and go over your ex- pectations for the next few months. What do you think you can accomplish with regards to submits, interviews, new hires? The Managing Director has some thoughts on this, and this is your opportunity to go over these expectations and how you plan to accomplish them.

 

Recruiting your Executive Team

 

ASSIGNMENT 35: THE SECOND to LAST ASSIGNMENT! CONGRATULATIONS!
Before we cut you loose on your market, we would like you to schedule a role-playing call with your Executive Team. Just like before, you will be pretending to recruit an actual candi- date, but in this case, the part of the candidate will be played by part of the Executive Leader- ship team, and more than likely, they won’t be as easy on you as the Sr. Recruiters, the Ac- count Executive, or even some of the actual candidates with whom you’ve already spoken. Get your wits about you and be ready to face some objections and some dif cult questions. Don’t worry, your Executive Team we’ll go over your call afterwards.

 

Week Four Assessment Test

  1. You are paying the candidate $45/hr. You are billing the client $77/hr. What is the associated GP with this placement?
  2. How many calls are you expected to make in one week?
  3. What does a business analyst do?
  4. A candidate states that they aren’t interested in working with a staf ng rm. What doyou say?
  5. How long does it take to get a typical background check back from the vendor?
  6. What is the proper way to “submit” a candidate in BH?
  7. Johnny sends you an updated resume. How do you attach it to their pro le in BH?
  8. You’re at home on Saturday and need to get on BH. What is the web address?
  9. How many QAs do you have at this very moment that you could submit if arequirement were to open up?
  10. Name the top 10 clients that your of ce supports?
  11. Name the top 5 prospects your Account Executives are targeting?
  12. What are the names of some recruiters within Optomi, outside of your of ce?
  13. List the names of your management ladder up to Michael Winwood?
  14. Where do you go if you want to know all of the Optomi employees sitting in theNaperville, IL of ce?
  15. You are out at the client site to walk in your candidate, Susan, to her interview with oneof our top clients. She shows up on time, but is wearing sweatpants. How do you handle this situation?

 

ASSIGNMENT 36: THE LAST ASSIGNMENT! CONGRATULATIONS!
Call your Mentor and advise them of your progress and any challenges you may be experi- encing during your 4 weeks of onboard training.