What has Your Recruiter Done for You Lately? Part 2

More importantly, what have you done for a recruiter lately?

In my last “Four Degrees” blog we examined the role of recruiters; the difference between retained and contingent recruiters and why job seekers often find working with recruiters to be an "unproductive" experience at best. So what are the most effective ways to leverage recruiters as a resource in your career management and or job search? 

1. Keep in mind that recruiters really don't work for you.
First and foremost, as discussed in my previous post, it is imperative to understand and remember that recruiters don't work for you ( the job seeker). They are paid by and primarily responsible to the employer who has engaged their services.

2. Consider recruiters to be a small (5 percent or less) part of your overall strategy.
Translation: Spend no more than 5 percent of your valuable time and effort working with recruiters. Make them part of the 10 percent of your overall time and effort I suggest that you spend responding or "reacting" to advertised jobs or opportunities that may come your way, from a recruiter as an example. Spend 90 percent of your time proactively establishing relationships with actual hiring managers at organizations in which you want to work for by following my “Four Degrees Method.”

3. Follow a WIFT / proactive strategy with recruiters.
By "proactive" I don't mean calling recruiters you happen to know repeatedly to tell them you are looking and asking what opportunities the recruiter may have for you. Instead employ the “Four Degrees Method” to first, identify all the recruiters who specialize in your target industry. 

Next use a "What's in it for them" (WIFT) Strategy. Contact them with something of value to THEM, not you. As an example introduce yourself, tell them a little about your experience and knowledge of the industry and ask them what searches they are working on and offer to refer candidates you may know that may be a fit or may be a referral to someone else.

Consider asking the recruiter about who would be an ideal client (by "client" I mean paying "employer client" as opposed to a non-paying "candidate client"). Offer to make introductions or referrals for them to key decision makers who may engage their services. Be seen as an asset, not just another candidate looking for a job.

I have more than 5,000 "candidates" in my database and I can count on one, maybe two, hands those who have proactively approached me with a WIFT Strategy. In doing so these innovative candidates set themselves far apart from the "pack." As a result, I as the recruiter am much more inclined to see what I can do for them.

What has Your Recruiter Done for You Lately? Part 1

More importantly, what do you "expect" her or him to do for you?

Following is an excerpt of an email I recently received from a reader of my book, Four Degrees to Your Dream Job.

“Hi Dennis:

By coincidence, my son brought a copy of your (Four Degrees) book home for Christmas break from college, and I started reading it. I found your perspectives very accurate, and your advice very practical. Last year, I resigned my position as president and chief executive officer of a $3 billion retail grocery company chain based in Northern California. After taking a much needed sabbatical, and then doing some consulting work, I am now beginning to explore opportunities to assume another CEO or senior executive level position in a company."

“This is my first experience interacting with executive recruiters as a ‘candidate’ and I have found the process highly unproductive! After reading your (Four Degrees) book, I now understand why that is! Thanks for opening my eyes to the reality of the situation. I plan to alter my approach, based on the advice in your book.”

Bill C.

I often hear complaints from job seekers echoing Bill’s comment of how "unproductive" the process of working with a recruiter can be. The reason job seekers find the "recruiter experience" unsatisfactory is, I believe, simply a matter of ignorance or complete misunderstanding of what a recruiter actually does for a living and false expectation of what a recruiter can or will do on behalf of a job-seeking candidate.

For those of you who have not worked with recruiters, a little education may prove valuable. First of all, let’s distinguish between a hiring manager and a recruiter. The hiring manager is, as the term implies, the person at the company to whom the position reports.The recruiter’s job, on the other hand, is to search for, identify and present candidates that would be good matches for an available opening. Recruiters also generally serve as preliminary screeners for the hiring manager. Ideally, the recruiter makes it possible for the manager and other relevant administrators to interview a small pool of highly qualified candidates and to ultimately hire the best one.

There are two types of recruiters: corporate or in-house recruiters and (the less common) outside recruiter. The corporate recruiter is usually employed directly by the hiring company, generally as their employee. Sometimes, corporate recruiters are retained by the hiring company on an exclusive contract basis and work on-site. Outside recruiters (or as we are more commonly known, “headhunters”) generally fall into two camps: retained and contingent. ‘Retained’ means that a company has retained or paid in advance for the recruiter’s time. ‘Contingent’ means that the recruiter is paid contingent upon his or her ability to successfully find a candidate that the company subsequently hires.

Whether retained or contingent, outside recruiters are always paid by the client company, not the candidate.

This is an important point. Candidates sometimes make the mistake of thinking that outside recruiters will work for them and market them even though the candidate is not paying them! An outside recruiter will market a candidate only if the candidate is well-suited for a position that the recruiter is seeking to fill. Simply put, recruiters like me are usually hired to find a particular round peg for a particular round hole. Square pegs need not apply.The problem that most people encounter in dealing with recruiters is that they are not the particular round peg that the recruiter is seeking for the particular position she or he needs to fill. The recruiter is looking for someone who is best-qualified to fill a particular niche. If you happen to be that person, then you are in luck.

Most people, however, do not qualify for consideration because the specific requirements of that position severely restrict the number of qualified candidates. Recruiters, when used properly, can be a useful tool to find or create your dream job. They are, however, generally of limited value to the job seeker.

So with this understanding, what are the best strategies for engaging with recruiters? I will answer that question in my next blog post. In the meantime, keep in mind that unless you’re the “square peg” a recruiter is looking for at the moment or you are paying for his or her services; it is unrealistic to expect recruiters to work for you. That said, in the interest of helping all of us (recruiters and jobseekers) work effectively together, please know that I am interested in hearing about any experience (positive or negative) you have had as a candidate in working with recruiters. I welcome your comments.

Should You Stay or Should You Go?

I recently heard from a young woman who had come to me previously for help in identifying and landing a new position.

Carol is an inside sales rep for a software company with a strong background in account management and lead generation. She had left her previous job in less than a year because of an ethical conflict she had with the values of company management.Carol is to be commended for having the courage of her convictions, but at the same time she was facing the daunting prospect of  finding a new and hopefully better job in a very difficult job market.

After several months of sending resumes into the  digital "black hole" and competing with literally dozens of others for a select few advertised positions she asked if I would help her with her search. Carol was extremely frustrated and wondering if she should have compromised her integrity and stayed in her last position even though she knew leaving was ultimately the right thing to do.

The first thing I suggested Carol do was to stop applying for advertised jobs. I then asked her to take a few days and think about her long term career goals and what would be the ideal next two or three steps in her career path. Carol followed the coaching and outlined a very clear path. She focused on a career in Sales / Sales Management and determined that her next ideal steps would be: An inside sales position for the next one to three years, providing  her experience to be considered for an outside sales role leading eventually to sales management.

Next, she identified the industry niche best suited for her experience. She listed the companies that would most likely see her skill set as a solution to their problems. She compiled a list of approximately 25 target companies.Then she began identifying the decision makers at those companies using my "Four Degrees Method."

Finally, she began meeting with three to five decision makers per week regardless of whether they had a job advertised or not. During the process she uncovered several unadvertised "hidden jobs" that she was considered for. She also kept a eye on the job boards to see if there were any advertised jobs posted by her target companies or other companies in her predefined target niche. She spent no more than 10% of her time on advertised (competitive) positions  and 90% on proactive relationship building via deliberate, focused networking.  By following the "Four Degrees Method" Carol was separating herself from her competition.

She only considered advertised opportunities if they were in her target niche.When she did find an advertised job she would do two things; 1.) Identify the decision maker's boss and contact him or her directly to arrange a project interview. 2.) Apply on line via normal channels.

She eventually was asked to interview for an advertised position by one of the decision makers she met with for a project  interview. Since it was a advertised job with significant competition, I also advised Carol to follow the "Take Charge of Your Next Interview" strategy, which she did with great success.

All good news except now, four months later, she is having doubts about whether she made the right choice. She has concerns about her new job and company. Team members are not supportive as the environment is set up to be competitive vs. cooperative. Her boss is "okay" but overworked and unavailable most of the time. The salary is good but commissions are almost always "messed up."

I listened as Carol listed the reasons she was considering leaving. Then I asked he what she liked about the job. She had several very positive comments. I then asked Carol if she had a better offer lined up. "Well, no but there was one person she had met who kept calling to see how she was doing." I asked if he had a job for her. She said he would like to hire her but the timing wasn't right.

Then I asked Carol if she was ready to be unemployed again and go through the process of finding yet another job.  "Oh my gosh no!" She just wished things could be better in some areas at her current job.

My advice to Carol, (and you, if you're in a similar situation) is stop focusing on the negatives especially after only a few months. Put your energy into doing the best job you can and stay on your career plan.

More importantly I advise that you spend  95% of your time focusing on your current position and spend 5 % proactively creating your next opportunity. Follow the Four Degrees Method." That is, identify  your next career step, build a list of target companies, identify the decision makers who can hire you then set up two to three project interviews per month.

I am happy to report that once again Carol followed the coaching and after 10 months is one of the top producers in the company and has established relationship with key decision makers with her current company as well as others within her chosen industry. She has already been told by several that they "have their eye" on her and are looking forward to helping her move into outside sales in the future.

Which Statistic Are You?

More importantly, which "statistic" do you want to be?

In the beginning of my workshops, we first look at some statistics.The statistics provide a reality check. They are the facts of the job-seeking/career management world. Like them or not, they are what they are. All job seekers have a choice about which statistic they become...including you.

Think of the job market in terms of advertised jobs and unadvertised jobs. Going forward, I will refer to the AJM—the Advertised Job Market—and the HJM—the Hidden Job Market. Next, think of job seekers—people who are looking for a job—in two categories: the unemployed, and the employed who are looking, for whatever reason. Now consider the following statistics:

• The AJM comprises 20% or fewer of all available jobs in the US*

• The HJM comprises 80% or more of all available jobs in the US

• 95% of all job seekers—employed or not—compete for jobs only in the AJM

• Only 5% or less of all job seekers pro-actively look for jobs in the HJM

So what meaningful conclusions can we draw from these statistics? If you are like 95% of those people looking for a job, you are competing for jobs only in the AJM, where 20% or fewer of all available jobs exist.Conversely, 5% or fewer of all those looking for a job are pro-actively looking in the HJM, where 80% or more of all available jobs exist.Which job market do you think offers you a better chance of finding your next job? Now let’s look at the actual numbers these percentages represent.

• The AJM represents 3-5 million advertised jobs in the United States at any given time, depending on the economy

• The HJM represents 25-30 million unadvertised jobs in the United States at any given time, also depending on the economy

• The world of job seekers represents 47-72 million people, including the employed and unemployed

• Approximately 44.7-68.4 million job seekers are competing for 3-5 million advertised jobs in the AJM

• Approximately 2.3-3.6 million job seekers are competing for 25-30 million unadvertised jobs in the HJM

Think about these numbers. If you are looking for a job only among advertised jobs, you are one of 44.7 million to 68.4 million people competing for 3 to 5 million jobs. Good odds? Good luck.

However, if you are  pro-actively looking for jobs in the Hidden Job Market you are one of  2.3-3.6 million competing for 25 million to 30 million jobs. Good odds. Good choice.

Over the years, I have consistently surveyed my workshop participants about their job-seeking experiences.In addition to finding better odds in the HJM participants also reported dramatically better experiences and results with jobs they found in the HJM vs the AJM. Here is what the participants reported.

Job Seekers Who Found Jobs in the Advertised Job Market

• 75% found a job that was not as good as their last one.

• 70% earned less than before.

• 50% of the time the jobs lasted 18—24 months.

• 50% were unemployed every 3—5 years.

• Unemployment lasted 4—11 months.

Job Seekers Who Found Jobs in the Hidden Job Market

• 90% found a better job than the last one.

• 80% saw a 10—40% increase in earnings.

• They had little if any competition for the job.

• Candidates were often pursued for the job

• They were rarely unemployed.

The key to taking control of your career is to learn how to proactively create multiple opportunities in the hidden job market. Then you can choose—what you want to do and where you want to do it—rather than letting your employer or the economy determine your future for you. Remember, everyone has a choice about which statistic they become...including you!

* In 2009 job boards represented only 13.2 % of companies’ external, full time hires.

Are You Effectively Leveraging Your Relationship Capital?

And, more importantly, do you have enough (relationship capital) to get you where you want to go?

I attended a meeting of a job club networking group this past week and at one point the facilitator asked the group of about 100 what challenges they were facing in their job search.

One well dressed articulate man in his 40's (I'll call him “Steve”) stood up and announced that he was attempting to break into Alternative Energy and asked if anyone knew anyone in the field who could help him. Steve's problem is a common challenge job seekers face not only when attempting to change fields but also in getting an interview  for an advertised job and or securing a project interview with a decision maker of a target company. In each instance the question (challenge) is the same:

How to identify who the decision maker is and get a meeting with him (or her).

Steve's request is a common networking tactic employed not only by job seekers but by anyone needing to identify a key decision maker and secure a meeting. In some cases such a request produces quick and effective results in the form of a contact or two. In this instance, however, the room of about 100 was silent. Apparently no one knew anyone in the Alt Energy Field. Or perhaps they did know someone but were reluctant to share the names of the people they knew with Steve... and the rest of the 100 who were present.

In an attempt to help, the facilitator pressed the audience to think hard, they must know someone, right? His request was also met with more silence. Spotting me in the audience and knowing that I have search clients in the Alt Energy Field the facilitator called me by name, saying: "How about you Dennis, surely you know someone you can refer to Steve." Since I was on the spot in front of all present I introduced myself and offered to help if I could and invited Steve to talk with me offline during the break.

Do I know people in the field who could help this man? Absolutely! Does anyone else in the room know anyone who could help? Most likely yes. So why didn't anyone, including me, just give Steve a name number and email address on the spot?

Well, I can't speak for the others but in my case I was not only reluctant but unwilling to share the names of any of my trusted relationships because they are exactly that... my trusted relationships, relationships that I have built carefully over time that I am not going to jeopardize by handing them over to someone I have never met before. I suspect the others in the room had similar reasons and perhaps other reasons as well, such as: they too were looking to "break into Alt Energy" and did not want Steve or any of the other 100 present competing with them.

You see, what Steve or anyone needs to do before I will share my trusted relationships with him is to develop a trusted relationship with me. Steve also would have been well served to make his request individually to me in private not in front of 100 other people I don't know (or trust).

The secret to identifying and establishing relationships with decision makers is to first build your relationship capital with their trusted relationships and to do so in person, one on one, not in a public setting.

What are you doing to build your relationship capital?

What strategies / techniques have you found most effective?

Please comment, I’d love to hear your success stories! And ”learning experiences” especially the entertaining ones. 

Are You a "Pro-active" or a "Re-active"?

Who’s in charge of your career?

Most of us want to answer: “I am”, of course. And, of course, some people are. But, are you? Have you planned in advance what you want to do in your career? Do you know what your next job will be? Are you making it happen? Or, do you allow other people—or circumstances—to determine your future? More to the point, did you choose your last job… or did you take the best you could get?

If this is you, you are not alone. You see, in my nearly 20 years as an executive recruiter and career consultant, I’ve observed that many, if not most, people are re-active versus pro-active when it comes to jobs and careers in general. If things are going pretty well at work, people often just go along in the job they have. Maybe they think about a promotion, hope for one, or even apply for one. Maybe.

But people often stay with the status quo until something happens to change their circumstances. They get right-sized, down-sized or out-sized. Then, they react. When they need to find another job, these people—I’ll call them “re-actives”—typically do two things: they update their resumes; and, they respond to advertised jobs. Re-actives generally take whatever happens to come their way. They don’t take the time to think carefully about their next career steps, create a plan and take control of what they do next. By not taking the time to proactively make a clear, conscious choice about their future, they unconsciously make choices that determine their future. Not that anything is wrong with what they do. They're just not in charge of their career.

Maybe you don’t want to change fields entirely. Maybe you’d just like to find a better job in your current line of work. Or, maybe, you are out of work and desperate for anything to pay the bills. Whether you are out of work now, want (or need) to get a better job in your current field, or want to change fields altogether, the question is same: what to do and how to do it?

I had to answer that question for myself years ago. As a recruiter, I basically have to find a new job every 90 to 120 days. When a company hires me to conduct a search, the entire process usually takes about that long. If I don’t have another search lined up by the time the current search ends, I am out of work.

I learned pretty quickly that I had to constantly create new opportunities for myself. First, I determined what I had to offer as a recruiter. Next, I identified who might have a need for my particular expertise and services. While conducting the searches I had going, I still had to network, not just randomly, but deliberately, with decision makers who could potentially hire me for a new search.

I found that people were much more likely to talk to me if they perceived me as a possible solution to a problem I knew they might have. If I approached them about their problem instead of my own, they perceived me as a professional, a colleague, not just another headhunter looking for a search (read: job hunter looking for a job).

Over time, I saw that I had developed a method to generate new work for myself. If I did certain specific things consistently and repeatedly, I usually created not one, but several opportunities for myself ongoingly. Knowing that I could reliably create multiple new opportunities for myself gave me peace of mind and a sense of freedom. I was happy when others in my firm used my method successfully as well.

But I got really excited when I realized that my method works equally well for others looking to create new opportunities for themselves in their own professions. Many job seekers have used my Method with great success. It is easy to learn, duplicatable and repeatable. I’ve seen demoralized job seekers regain their confidence as they stop chasing advertised jobs and start proactively taking control of their job search and career.

Did you know that 80-90% of all jobs are not advertised? They are created and filled without the general public ever knowing about them. (That’s why it’s called the “hidden” job market.)The key to taking control of your career is to learn how to proactively create multiple opportunities in the hidden job market. Then you can choose—what you want to do and where you want to do it—rather than letting your employer or the economy determine your future for you.

Take control of your career - become a “pro-active"

1-     Decide what your next career step will be

2-     Build a list of companies you would like to work for

3-     Identify the decision makers at those companies who could hire you

4-     Establish relationships with those decision makers

Have the security of knowing that you don’t have to depend on your boss, your employer or the economy for your job and career. Join the less than 5% of the workforce who proactively manage their career and secure their own professional destiny.

Because  you are… only four degrees from your dream job.