Recruiting 201

Well here you are in your second week and there are probably more questions than ever! You’ve heard the rumblings of the of ce, the roadblocks that we’re facing, and hopefully some success stories. A lot of your questions are probably surrounding the types of positions that we’re working on. Project Managers, Network Engineers or Front End Developers. What do these people do? Hon- estly, you’ll have to ask them. Again, we’re in the people business, not the technology business. The focus of Week Two will be your learning curve with regard to information technology and the quick- est way to do that is to meet and to speak to as many technologists as you can. Pick up the phone and schedule meetings as well as sit in with your other teammates.

Order Ownership Process:

Managers needed the ability to impact their business via a process that ensured delivery and ac- countability within the team. Optomi decided to adopt an Order Ownership process in order to better leverage their recruiting efforts. The Recruiting Manager or Managing Director (Branch Manager) as- signs orders. Each Recruiter will be assigned a number of orders that they will “own” and will deliver on. There will be daily board meetings to go over the prioritization of orders. (Review Order Owner- ship PowerPoint with the Recruiting Manager)

Organizing your Business

How many candidates do you think you can remember at one given moment? How many front-end developers can you name at this very moment? Getting and keeping your desk, or business, orga- nized is imperative to the success of every recruiter. Everything from resumes to references, from start forms to letters of exclusivity, has its place and should be readily accessible. Organizing your business becomes a matter of personal preference. There are some recruiters who still swear by the use of full resume print outs and a variety of le

folders to keep their sanity. Some recruiters can manage their entire business from BH. As you speak with your fellow recruiters, make sure to take note of how they keep organized. Additionally, make sure to remember the environment as you’re getting organized!

Organizing your Outlook

In recruiting, organization and ef ciency are paramount. Because you’ll receive hundreds of emails
a day, you must have an effective way to organize your important emails so it doesn’t become an issue on a daily basis. Managing email eventually becomes a matter of how you’d like to separate your day-to-day email. Most of us nd that organizing our inbox by “sender” or subject matter are most appropriate. Creating folders for internal team members, external frequent contacts, corporate communications, staf ng reports, etc. is very helpful.

ASSIGNMENT 16: Your assignment here is to meet with a Senior Recruiter to develop a method of organizing your desk and email folders. The Senior Recruiter should show you how to set up rules for when a message is delivered or Distribution Lists to reach large groups of candidates at a time.

TIME MANAGEMENT EXERCISE: The difference between an average and an excellent recruiter is organization. Organization is dif cult to maintain, but the payoff is big. (Review Recruiter Time Man- agement Powerpoint and meet with your Recruiting Manager to go over planning your day using your daily calendar.) You will continue to use your calendar to ensure that your are effectively utilizing your time.

EXPECTATIONS OF RECRUITERS

Members of the recruiting team are measured based upon various metrics. We are ex- pected to ful ll these on a weekly and monthly basis. While our metrics are aggressive, they are fair, and within reason. Once you get up and rolling, meeting these expectations are a top priority and become the basis for building your business.

ASSIGNMENT 16: Your assignment with regards to recruiter expectations is to schedule a meeting with the Managing Director to discuss those expectations. The Managing Director will provide the reasoning behind the numbers, and also provide other non-standard expectations of the recruiting team. Other expectations will include community involvement, our consultant care program, and other of ce related expectations.

WEEKLY ACTIVITY PERFORMANCE STANDARDS 10+ PreScreens
5+ Send Outs
5+ Sales Leads

5+ Candidate Leads 1 Start

The Candidate Submittal Process ASSIGNMENT 17: Review the Optomi Job Order / Submittal Package Templates.

The Candidate Submittal is our “ nished product” and a representation of the quality of work we put into understanding every candidate’s unique technical skills and how those skills
help drive bottom line value. After all, our candidates are not experts at building marketing campaigns or bragging on themselves. Because Optomi chooses to be “skill set focused” it allows our recruiters to become experts in smaller segments of the information technology space and they have the ability to quickly become market experts on talent and how that tal- ent drives ROI. That knowledge, combined with the ability to present candidates in way that helps differentiate them from the rest of the candidates on the market, insures them a spot at the interview table.

It’s easy to be “transactional” in the staf ng business and to treat each relationship as just another commoditized engagement. Not at Optomi! We are “consultant focused” and believe in taking the time to understand the unique quali cations that differentiate each con- sultant and how their skill sets drive ROI for tomorrow. We specialize in developing market- ing campaigns speci c for each client and candidate engagement that not only cuts down the time invested in the interview process, but also sets the stage for real discovery and compatibility. In short, we are “technology driven”, having incorporated the best practices and technology to remove the risk of making a bad hire or employment decision.

Most of ces across the country will have a process that includes submitting candidates to the Account Executive for review before the candidate is put into a system or passed to the client. When an Account Executive has a direct relationship with the manager, it is common practice for the AE to make the candidate submittal. They know the manager, know the busi- ness, and have a good grasp on the types of candidates the manager is seeking. Periodical- ly, the AE will pass that relationship on to the recruiter and then the recruiter is responsible for being the point of contact with that particular client contact. You will be given time to meet with each of the Account Executives you support to better de ne the submittal process. For now, you’ll need to develop the interviewing and submittal skills prior to being allowed to sub- mit directly to the client.

Most Optomi of ces support National or Strategic Accounts. The submittal process for these accounts are very speci c based on the clients’ Vendor Management System’s pro- cess. However, the quality of the candidate discovery process will never change. If you are assigned National or Strategic Accounts, be sure to read their Client Blue Print procedures to make sure the submittal process is correct.

ASSIGNMENT 18: Shadow a senior recruiter while they complete submits to traditional job orders as well as any specialized VMS or Strategic Accounts your of ce may be working with.

Candidate Recruiting Resources

First and foremost, when you begin your recruiting efforts, Bullhorn should be your rst stop! BH is full of candidates that have already been imported into our database and has thousands of candidates in our market. You can check the notes of previous recruiters and nd out if that candidate has already being represented by a recruiter in Optomi. But sometimes, you’ll have to go outside of our database and actively source new candidates.

he following Recruiting Tools are those that Optomi has purchased for use. You will review each tool with the Recruiting Manager and other Recruiters on your team to understand use.

• Linkedin Recruiter (Each Recruiter has own log-in)
• Careerbuilder (Each recruiter has own log-in)
• Gild (Each branch has one seat)
• Dice (Each branch has one seat)Additional websites: www.indeed.com www.google.com www.bullhornreach.com www.stackexchange.com www.ladders.com www.meetup.com www.linkedin.com

ASSIGNMENT 19: Review the Non-Traditional Recruiting Methods Presentation

ASSIGNMENT 20: With the knowledge you’ve acquired thus far, schedule a time with one of the Account Executives and your Managing Director to set up a mock in-house interview. The goal of this exercise is to ask more in depth questions than you would have asked
during the initial phone screen. Ask for suggestions, helpful hints, and some direction regarding what to get out of in-house interviews. You’ll need to send them a copy of a resume of a candidate you have already quali ed. This will give them a chance to review the candi- date’s background prior to the mock interview.

Now that you’ve come to the end of Week Two, you should begin thinking of questions for the senior recruiters that are beyond the typical “How do I ….” Begin focusing on your personal pref- erences regarding organization, interview style, and overall methodology of your
recruiting.

• How do you want to become successful?
• Where are you going to be getting quali ed candidates in a tight market?
• How will you coach and counsel potential candidates regarding their career/contract search?These higher-level questions should begin taking priority in your business. The great thing is that you are surround by years of experience and there will always be a great resource sitting right next door.

ASSIGNMENT 21: Meet with your Account Executive to discuss their Top 5 Prospects from their Target Account List (TAL). Once you’ve identi ed their top 5 accounts, your assignment is to start researching the companies and gather information like: their competitors, their industry and any Selling Points of Interest. For the next several weeks, you will be committed to in- terviewing candidates who have “like industry” or “like skill sets” in order to gain insider information on the companies and industry. Be sure to pass your leads to the Account Executive using the BH Sales Lead note feature.

Week 2 Assessment Test

How was your second week? Were there questions for which you have yet to nd answers? Let us know!

1. What differentiates a Project Manager from a Business Analyst?
2. What technologies are popular when recruiting Developers?
3. When are QA Analysts typically requested for a project?
4. John Smith is a recent graduate and is looking for opportunities with Optomi. What doyou tell him about our company? How do you help him nd a contract position?
5. Who in our company needs to be noti ed when you need a password reset?
6. Who is Christen Black?
7. How many people should you have pipelined in each skill set?
8. How many PreScreens are expected of you each week?
9. You are out of the of ce on Monday. How many submits should you have by Friday?
10. Where can you nd an internal colleague’s contact information?
11. How many lunches are you expected to go on per month?
12. What do you do if you nd a good candidate for an open requirement and thatcandidate is already working with another recruiter?
13. What time is our morning board meeting?
14. You have a perfect candidate for an opportunity that was lled yesterday. What shouldyou do?
15. When can you contact a candidate that is being worked by another recruiter?
16. Explain your take on “Do the right thing.”
17. How do you import a candidate’s resume into BH?
18. When searching for a candidate in BH, you nd that there are already 3 differentcandidate les for that person. What do you do?
19. Besides the typical job boards, what are some places from which you can activelysource candidates? What are some passive methods of sourcing candidates?
20. What types of things can be written on the hand written notes to candidates?
21. How did you organize your inbox? What suggestions can you provide regardingorganizing your Outlook?
22. You receive a call from our main line and it is Mary Smith, a former CFO of CompanyXYZ. To whom would you pass Mary?

Well, it’s on to Week Three. We’ll be tackling some more of the administrative things in Week Three. That should answer a few more of your questions regarding working with Optomi.

Advanced Boolean

Additional Boolean Search Functions

• Wildcard – Using this at the end of a group of letters results in all possible words beginning with the group of letters being included in the resultsE.g. Engineer* will give you results with the words Engineer, Engineering, Engineers, etc.
• E.g. Develop* will give you results with the words Develop, Develops, Developing, Development, etc.
• NOT()
  • Using this will give you results without the term you put in the parentheses
  • E.g. NOT(Developer)
  • E.g. NOT(Fiserv OR NCR)

Boolean Search Strings

AND

• AND is the simplest function to apply. Any search terms that follow an AND command must appear in the result.
• Ex./ engineerAND.NET
• “AND”, will give results that include both the word engineer and the phrase .NET. All search results will include both
• More examples:
  • Linux and Server
  • Network and Engineer
  • Mac and Cheese