recruiter add - nextlevelexchange.com€¦ · recruiter add . presenter: jeff kaye, ceo, next level...

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Recruiter ADD Presenter: Jeff Kaye, CEO, Next Level Exchange Jeff Kaye is the chief executive officer of Kaye/Bassman International and Next Level Recruiting Training. He is also a former Management Recruiters International (MRI) National “Recruiter of the Year.” During his tenure as CEO, Kaye/Bassman International has grown into the largest single-site search firm in the country with annual search revenues in excess of $18 million, won national awards for philanthropy and workplace flexibility, and has been named the #1 “Best Company to Work for in Texas” in 2005, 2006, and 2007. He is considered an industry expert in executive, professional and technical search; has appeared on CNN, FOX, Bloomberg, and NBC; and is quoted regularly in publications including USA Today, The Wall Street Journal, Business Week, Time, and Fortune. Jeff is also a frequent speaker within the staffing and human resources community and been featured in dozens of international training meetings and videos. He graduated from the University of Texas at Austin with a Bachelor in Business Administration and currently lives in Dallas with his wife, Tracy, and their three children. About This Presentation In today’s information environment, knowledge is critical and attention is the currency. Directing our attention in the right places and for the right amount of time is the key to effectiveness. In this information packed hour, Jeff will share 10 best practices that when implemented will significantly increase your efficiency and effectiveness. This episode is a must attend for anyone who wants to achieve peak performance on a consistent basis. Not sure if you suffer from Recruiter ADD? Give yourself a checkmark for each one of the following symptoms from which you seem to suffer: You are frequently distracted from your current activity by others or by your own lack of focus You finish your day surprised by how little you actually accomplished, despite the fact that you felt busy all day (i.e. You were on the phone “all day” but the phone report shows that you barely cracked two hours!) You have a to do list of important items but always seem to be distracted by more “urgent” activities You find it difficult to focus fully on another person without thinking of other matters You constantly check and respond to email, text messages, instant messages, etc. People get frustrated with you (verbally or nonverbally) because you answer your phone or return text messages in the middle of meetings or conversations You think you are a great multi-tasker You are addicted to emergencies and pride yourself on being the best “fire fighter” You love the feeling of being “in the “zone” / “in the moment” / “in the now” and the feeling of being effective and efficient during those times but are frustrated by how infrequently you are there

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Page 1: Recruiter ADD - nextlevelexchange.com€¦ · Recruiter ADD . Presenter: Jeff Kaye, CEO, Next Level Exchange . Jeff Kaye is the chief executive officer of Kaye/Bassman International

Recruiter ADD

Presenter: Jeff Kaye, CEO, Next Level Exchange

Jeff Kaye is the chief executive officer of Kaye/Bassman International and Next Level Recruiting Training. He is also a former Management Recruiters International (MRI) National “Recruiter of the Year.” During his tenure as CEO, Kaye/Bassman International has grown into the largest single-site search firm in the country with annual search revenues in excess of $18 million, won national awards for philanthropy and workplace flexibility, and has been named the #1 “Best Company to Work for in Texas” in 2005, 2006, and 2007. He is considered an industry expert in executive, professional and technical search; has appeared on CNN, FOX, Bloomberg, and NBC; and is quoted regularly in publications including USA Today, The Wall Street Journal, Business Week, Time, and Fortune. Jeff is also a frequent speaker within the staffing and human resources community and been featured in dozens of international training meetings and videos. He graduated from the University of Texas at Austin with a Bachelor in Business Administration and currently lives in Dallas with his wife, Tracy, and their three children. About This Presentation In today’s information environment, knowledge is critical and attention is the currency. Directing our attention in the right places and for the right amount of time is the key to effectiveness. In this information packed hour, Jeff will share 10 best practices that when implemented will significantly increase your efficiency and effectiveness. This episode is a must attend for anyone who wants to achieve peak performance on a consistent basis. Not sure if you suffer from Recruiter ADD? Give yourself a checkmark for each one of the following symptoms from which you seem to suffer:

� You are frequently distracted from your current activity by others or by your own lack of focus

� You finish your day surprised by how little you actually accomplished, despite the fact that you felt busy all day (i.e. You were on the phone “all day” but the phone report shows that you barely cracked two hours!)

� You have a to do list of important items but always seem to be distracted by more “urgent” activities

� You find it difficult to focus fully on another person without thinking of other matters

� You constantly check and respond to email, text messages, instant messages, etc.

� People get frustrated with you (verbally or nonverbally) because you answer your phone or return text messages in the middle of meetings or conversations

� You think you are a great multi-tasker � You are addicted to emergencies and pride yourself on being the best “fire

fighter” � You love the feeling of being “in the “zone” / “in the moment” / “in the now”

and the feeling of being effective and efficient during those times but are frustrated by how infrequently you are there

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How many of these sound like you? If you are like most recruiters, your attention span didn’t even let you get through the list! Jeff talks about creating a “Time Log” – a budget for your time. Create a rough draft of where you intend to spend your time each day: Sleeping: _________________ Getting Ready: Commute: ________________ Work: Eating: ___________________ Exercise: Family: ___________________ Unwinding: Other (name): ______________ Other (name): Now break that down further – how much time do you intend to each area of your practice? Research: Planning: Recruiting: Business Development: Managing Deals: Data Entry: Social Networking: Professional Development: Other (name): Other (name): Last step – and this is for the truly dedicated – create an actual time log over the next few days and track your professional delegation of time. Remember – like Jeff says – intending to allocate time and actually allocating time are two completely different things! Exercise: Once you’ve started to understand where your time actually goes, not just is intended to go, create a “Time Chunking” Log that you will utilize on a daily basis. Give yourself enough time in each area of importance, and stick to it!

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Day Planner Date: ________________________________________________________

Time Details 7:00 AM 7:20 AM 7:40 AM 8:00 AM 8:20 AM 8:40 AM 9:00 AM 9:20 AM 9:40 AM

10:00 AM 10:20 AM 10:40 AM 11:00 AM 11:20 AM 11:40 AM 12:00 PM 12:20 PM 12:40 PM 1:00 PM 1:20 PM 1:40 PM 2:00 PM 2:20 PM 2:40 PM 3:00 PM 3:20 PM 3:40 PM 4:00 PM 4:20 PM 4:40 PM 5:00 PM 5:20 PM 5:40 PM 6:00 PM 6:20 PM 6:40 PM 7:00 PM 7:20 PM 7:40 PM 8:00 PM

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Exercise: Think about those tasks that ‘you’ve been meaning to get to’ – those items that have been on your to-do list for a while. Jot the top five that come to mind here: 1. 2. 3. 4. 5. Now, go back and slate them into one of the four quadrants that Jeff discussed - assign each one a number value 1 through 4. More than likely, those tasks that have just continued to slip to the bottom of the priority list are in the #3 or #4 box.

Commit to yourself right now – do these ever need to actually get done? Draw a line through those that you will forever take off your task list – because they were not critical, nor urgent. For those that received a #3, write down the deadline that you commit to finishing this task. Stick to it! When we talk about “Planning to Plan,” the first step Jeff covers is to create a yearly strategic business plan and revisit every quarter. Below is an example that you can use to fill in your own numbers for this past year, and projecting into 2009. Start first with what you want to accomplish, and work backwards to break down into daily measurable goals.

1. What would you like to W2 in 2009? 2. What is your average fee? 3. How many placements would you need to make to hit your desired income? 4. What is your sendout to placement ratio? 5. What do you need to do on a daily basis to achieve your desired number of

placements? (see below)

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Team Member

Name Marketing

Presentations Job

Orders Names

Gathered Recruiting

Presentations Resumes/

Data Sheets

Candidates Presented To Clients

1st Time Face/Face Interviews

Market Connect

Time

Total Exercise: Eliminate the multitasking one step at a time. Check the box for the distraction that you feel, if eliminated, will make the most dramatic impact on your ability to be fully present.

� Close out email when on the phone � Close out the internet when on the phone � Turn off your cell phone ringer during core hours � Turn off instant messenger during the day � Leave the Blackberry at your desk when in attending meetings

Try to eliminate that distraction consistently for just one week – you’ll find that you will be able to operate in much less of a fire-fighter mode!

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Power Planning

Presenter: Jordan Rayboy, President – Rayboy Insider Search Jordan Rayboy is president and CEO of Rayboy Insider Search and leads the top storage-focused executive firm in the country. The Rayboy IS team has helped clients hire over 400 sales, engineering, and management professionals in the past 9 years. Jordan is a frequent speaker at recruiting industry events and associations, at both state and national level, with a goal of helping to elevate the level of the recruitment industry. He’s a consistent top recruiter biller in the industry and a member of the highly regarded Pinnacle Society. About This Segment In this presentation, Jordan focuses on planning, and how to become more aware of how you are spending your time. What’s interesting is the fact that Jordan and his team work completely via remote offices. His office is luxury mobile home – so he HAS to have fantastic planning skills. You’ll learn how to plan your time, how to track and measure performance, how to automate research, and much more. Meeting: “Power Planning” by Jordan Rayboy

If you are reviewing this episode with a team, watch the entire episode and distribute the Episode Guide below to your team prior to viewing. After viewing the episode, open up the discussion to any further thoughts and comments on more efficiently and effectively planning for success. At the end of this Episode Guide is an additional article related to this subject by Jordan Rayboy.

How much is your time worth? Pause to do the math:

How many hours/week do you work: X 50 (weeks per year) = annual hours How much do you want to make this year? $ ÷ (# annual hours) = $ per hour How much did you make last year? $ ÷ (# annual hours) = $ per hour What is your time worth? $ per hour $ per minute Additionally, if you have a Call Accounting Software System, you can break this down even further. Run a report for the past year of your total number of dials and your total number of connect hours with your market. Math to calculate would be as follows: How much did you bill last year? $ ÷ (# total dials for year) = $ per dial How much billed last year: $ ÷ (# total connect hours for year) = $ per hour

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Start small – one week. Work on implementing Effective Planning for one week. During or after the episode, reflect on the following: What will your “Prime Time Hours” be for the week? What will you commit to doing or not doing to be more productive during those hours? Obey Rule #1: What will your planning time be each day for the next week? How many calls do you typically make each day? Therefore, how many calls will you commit to having planned daily this week? Of those calls, how many do you commit will be specifically marketing calls? How many projects do you need to have planned each day?

Each week? Each month?

What is your current plan for checking in to possible “back door placements”? Should you currently utilize a site like www.watchthatpage.com? Activity #1: Time yourself as you multi-task back and forth as you write out:

Multitasking is worse than a lie 1, 2, 3, 4, 5…27

Sentence: (M) Numbers: (1) Time: Activity #2: Time yourself as you first write out the complete sentence, and secondly list the numbers 1 through 27. Sentence:

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Numbers: Time: How do you think that this example reflects on your ability to multitask during your day? In a typical day, how many times do you:

Check your email when the envelope pops up: Respond to instant messages: Take a quick Recruiter Shuffle Lap: Get interrupted by a Shuffling Colleague: Find yourself planning/doing research/professional social networking (outside of planning time): Engaging in Personal Calls: Checking Personal Websites:

For the next week, the three Action Items you commit to are: ___ Set up “Open/Closed Hours ___ Set up “Prime Time” Hours ___ Set up blocks of calls or chunks of time ___ Other: ___ Close Email during Prime Time ___ Other: ___ Close Instant Messager ___ Other: My date to revisit my progress will be: My accountability partner will be:

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Proper Planning Prevents Piss-Poor Performance by Jordan Rayboy

In my nine years in the business, I’ve heard lots of great trainers speak about how to put up huge billing numbers. For all the strategies I’ve learned, at the end of the day, there are really three main things that we can actually control- how often we pick up the phone, who we call, and what we say to them. Most of the time, the focus in recruitment training has been on the latter two. Common sense tells us that if you call 100 people a day you will be twice as productive as if you only call 50. Yet most recruiters seem to struggle with getting over a certain number of dials or hours on the phone on a consistent basis. The reason isn’t lack of desire or effort, although that could be a contributing factor with some. It’s usually because of a lack of planning. The great John Wooden once said “It's the little details that are vital. Little things make big things happen.” Planning is a skill that is so basic, it often gets overlooked. Quick pop quiz- do you plan every single day? Do you have a specific process you follow? What is your dedicated time of day that you do it? How do you know if you are effectively planned for the day? What measurables tell you that you are ready to go? I think on some level, we all know how to plan. The difference is between knowing and doing. A few months ago, I wrote about the Myth of Multi-tasking. The basic premise is that multi-tasking (or more appropriately switch-tasking) actually costs you time and hinders performance. Once this becomes clear, you realize that prime time should be dedicated to phone calls, not emails, IM’s, research, web browsing, or anything else that doesn’t involve talking with clients and candidates and moving towards the money. This isn’t anything ground breaking- it’s just getting recruiters back to the basics. Becoming aware of your habits that might not be serving you is the first step towards changing them. Whatever you define as your “platinum hours”, perhaps 830-1130am and 130-430pm, you should be 100% focused on being on the phone. We are in a phone business. Once you start depending on any other tool as your primary means of making things happen, it will lower you in the eyes of your client as well as lowering your income. In a 9-10 hour work day, if you have 6-7 hours of dedicated phone time available, how much are you consistently making? Top producers regularly notch 5 hours or more. If you are stuck in the 2-3 hour range, what the heck are you doing those other 7-8 hours of each day?!?!? In order to get in the proverbial zone and pound out a large volume of calls, you must be properly planned. My dad has drilled into me since birth the 6 P’s- Proper Planning Prevents Piss Poor Performance! One of the biggest contributors to my success has been my dedication to planning. I’ve developed a process which ensures I start each day ready to perform my absolute best. The planning process that I will outline is not scripture- it simply works for me. Take what you want from it, leave the rest on the shelf, and formulate a specific process and rules that fit your personality, desk specialty, and schedule. Planning is not rocket science. However, there is one silver bullet that if you follow and commit to, will make a massive impact on your desk. Ready? Planning Rule #1- PLAN DURING PLANNING TIME!!! Duhhh, right? In spite of that BGO (blinding glimpse of the obvious), breaking this rule is the cardinal sin of recruiters, and I would bet the single biggest cause of lost production for most of us today. Have you ever been referred a potential job order lead, dropped

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everything to do 20 minutes of research on that prospect, just so that you could end up leaving a voicemail? You could have made 10 more phone calls in that time! Have a specific time of the day that works for you EVERY SINGLE DAY that is dedicated to planning. For some this could be 430-530pm. For others, it might be 7-8am. Others subscribe to the weekend planning session of several hours and then a revision of that weekly plan for 20-30 minutes at the end of each day. Figure out what works best for you, and schedule it on your daily planner. This is like a client call- you can’t miss it. For me, I like to pound out calls until around 5pm, then get outside for a few hours while it’s still daylight out. I get my planning done after dinner usually around 8-9pm. I happen to work remotely, and my wife Jeska works with me in the business, so this fits our lifestyle. Find out what works for you, and stick to it. Once you really commit to following rule #1, you start to realize just how egregiously you’ve been violating it. Any time during those platinum hours that you are not on the phone- whether it be the minute or two to enter some notes into your database, add a candidate, schedule a follow up call, write an email, research a company’s website, read up on industry news- you are costing yourself money. If you can do these things while on the phone, fine, although it WILL detract from your focus on that conversation. Save it for planning time. Take notes of all of these small tasks and save them up for the end of the day, and do them all at once. Some people use a yellow pad. I prefer a composition book. During planning time, once you have transferred the data where it belongs, or completed the task, cross it out, rip the page off, or otherwise dispose of it and move on. This will ensure you are focused on making money during prime time and doing admin work when you should. You will be surprised- when you are laser focused on getting these things done, you can plow through them much faster than if you had done them one at a time (while saving yourself dozens of small interruptions throughout the day). A major part of my planning process is scheduling my calls. If you use any of the leading recruiting software packages or ATS, it probably has some type of rollup-list or call scheduling function. I believe you should always have twice as many calls planned on your schedule as you can possibly make in a day. If you usually make 75 calls, have 150 on your schedule. That way, if you have a “voicemail day from hell”, you are still pounding the phone. Ever run out of calls at 230pm and wondered what you were going to do the rest of the day? You almost certainly proceeded to break Rule #1 and thus started flushing money down the drain. I always try to schedule my money calls at the beginning of the day- as Covey says- Put first things first! This includes anything involving offer discussions, setting up sendouts, taking job orders, interview debriefs, or moving process forward. Making money feels good, and will help get you in the zone and fired up for the rest of the day. Once in this positive state, every call you make will have a higher probability of success. I usually schedule interview preps right after lunch to get the afternoon started in similar fashion. These calls are important, but farther away from the money in my opinion. Next, I schedule marketing calls. Even if I have an ample amount of work on my hotsheet, I usually try to hit at least 20 marketing calls every day. If my project team is handling all of the current searching, I may focus my entire day on marketing. In the current times where JO’s are fewer and farther between, you should always have a list of at least a few hundred marketing calls that you can cycle through at any given time. If suddenly you have a couple of searches die,

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get put on hold, or (hopefully) filled, you will need to crank up your marketing efforts in a hurry. You don’t want to have to break rule #1, so be prepared. I use the same strategy with recruit calls- have at least twice as many planned as you usually make in a day. Also, don’t have them all for a single search, because what if you are fortunate enough to find five ideal candidates in your first 25 calls? You can always continue blanketing the market and try to get more, but a more effective strategy would probably be to switch gears and start pounding away on a different project. Your ability to do this without a moment of hesitation will hinge solely on your ability to be properly planned. In addition to knowing who to call, do you know what to say to them if and when you get them on the phone? I believe that most phone reluctance comes from not having the confidence to effectively communicate with the people you plan on calling. This will be your death nail, and cause you to break Rule #1. I write all of my scripts during planning time every day. This should include both voicemail and live presentations for all active recruiting projects. Also, any candidates that I plan on taking to market, I’ll write my FAB (Features, Accomplishments, Benefits) presentations for. For any prospect that is on my marketing rollup, I’ll do my research on their company and background during planning time, and try to figure what topics would be of interest to them that I can use to get in the door. This should NEVER be done just prior to calling them or on the fly- it needs to be planned in advance! If you subscribe to the theory of market mastery and specialization (I think you should, especially in the current economic condition), then you need to be doing industry research DAILY. You should be the first to know the news coming out of the major players as well as the up and comers in your space. In order to become a power broker in your market and be viewed as an industry expert, you need to be the one sharing the news with your clients and candidates, not the other way around. Try and find a couple of industry specific websites and associations that cater to your niche. For mine, they have a free subscription service that automatically emails me the headlines every business day. I would strongly recommend signing up for a free update service such as this, as it will force you into the habit of staying up to date on your market. It will also give you a heads up on companies that are growing (such as receiving VC funding) or dying (layoffs, more common these days), either of which present great opportunities for us as headhunters. Research is a major component of planning. Some of us are fortunate enough to have a dedicated researcher on our team who is responsible for identifying prospective candidates and clients in the market (Amanda- you are a God-send!). If you are a big biller, then you should outsource this function and hire one in order to free up your time for high $-value activities like rain-making and deal running. If you don’t, then make sure you are doing all of your research during planning time. If leveraging social networks like Linked-In or Facebook, now is the time to send invites or download contacts to your ATS. It’s also when you could be perusing your prospective clients’ websites for new openings. If you’ve never heard of “Watch That Page”, you have to check it out. You can set it to automatically send you an alert when a company has a change on a given page on their website (such as your current clients’ career page). You can then miraculously call them for the JO the day after the position is posted, ideally with a marketable candidate that you can get on an immediate sendout.

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Information is power in our business, and being able to catalogue and access that information quickly is crucial. While not the most glamorous part of our job, administration and database upkeep is still very important. Again, if you are a big biller, you may outsource this and hire an admin/office manager. Your time is better spent making rain. If this is not possible, then ALL administrative tasks should be done during planning time, including sending agreements, confirmations, invoices, etc. Even with a rock star admin (Christina- couldn’t live without you), you the producer need to keep your own systems in order. Any notes that you took during the day, any new names that you gathered, referrals you received, new companies you were made aware of, all of this information should be entered into your database during planning time. Any transfer of data from your yellow pad/composition book should take place at this time. While subscribing to the idea that the phone is our lifeblood, I am a fan of leveraging technology where appropriate, especially in the utilization of mass emails. The ability to reach out to 500 candidates with the push of a button, receive 50 responses, call 20, get 5 interested, and potentially be done with your search, is too appealing to ignore. Of course, don’t depend solely on this for your recruiting efforts, or you risk missing out on the best candidates for your clients. However, if used properly, mass emails can save you immense amounts of time and exponentially increase the size and scope of your network in the process. I always send out my mass emails during planning time. Word of caution about mass emails- if you send them out end of day, you will likely arrive at your desk the next morning with an inbox full of responses, referrals, and resumes. DO NOT fall into the trap of going through all of them right away! Resist the temptation, as you will likely end up breaking Rule #1. An alternative is to set up an email folder specifically for mass email responses. As the responses filter in, move all them into the designated folder, and go through them later that day during planning time. Pound out calls on a different project for the day, as this will keep you focused and on the phone. During planning time you can go through all the responses and select the most qualified and interested candidates to follow up with first. Then you can work on the new search. I have found that outsourcing the mass email function to my researcher has saved me immense amounts of time, and now I simply have to call the most high probability candidates that have responded with a sincere interest. The sole objective is to push everything possible into planning time, so that your platinum hours are focused 100% on being on the phone. Always remember Rule #1- PLAN DURING PLANNING TIME. Once you discipline yourself to follow Rule #1, the rest is pretty simple. Schedule twice as many calls as you can possibly make in a day. Make your money calls first. Never stop marketing. Have at least two separate recruiting projects planned at any given time. Have scripts prepared for both recruiting and marketing campaigns- know what you are going to say when you get that A-player or decision maker on the phone so that you can take them down. Take notes during the day, and enter them into your ATS during planning time. Research your market daily, and if possible, get industry news automatically emailed to you so that you hear it first. Do all of your research and mass emailing during planning time as well. If you focus as intensely on planning as you do on calling, it will make a massive impact on efficiency, your phone time, and ultimately your W2. Best part is, it doesn’t take months or weeks to see the results - they arrive tomorrow!

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Voicemails and Getting Returned Calls

Presenter: Scott Love – Owner, The Attorney Search Group, a member of the Sanford Rose Associates® Network of Offices

Scott Love is the President of The Attorney Search Group and a member of the Sanford Rose Associates network of offices. His office is a boutique legal search consultancy with a focus in placing attorney partners in the greater Washington, DC, area. Since 1995, Scott has placed key talent in legal, construction, IT and sales roles. As a professional speaker and trainer, Scott Love shortens the learning curve of new recruiters and sales people and helps experienced ones break through their barriers and reach their full potential. Scott has authored three books, produced hundreds of video training courses and has been quoted in the Wall Street Journal, Selling Power Magazine, and dozens of trade journals and business publications around the globe. Over 4,500 recruiting and staffing firms from over 35 countries have invested in his tools and systems. In this presentation, Scott shares his best practices for creating and delivering engaging voicemails that get returned calls. Meeting: “Voicemails and Getting Returned Calls” by Scott Love

If you are reviewing this episode with a team, watch the entire Episode. Use the notes below to identify the gaps between knowledge and application. Facilitator: As an exercise to examine our voicemail effectiveness, let’s start with everyone calling themselves on their own office line and leaving a voicemail as though you were leaving one for a candidate. Now, let’s listen to each and evaluate each of the components of an effective message that Scott covered. Inflection: Describe your tone – does it rise at the end, asking for permission? Is it monotone and unengaging? Do you sound bored? Do you sound engaged, animated, and like someone who is a positive force to be speaking with? Do you sound like you are confident, prepared, and succinct? What are your thoughts purely on what you do well with tone and how you can improve?

Sense of Urgency: People need to know what they are potentially missing out on or what they will lose if they fail to act. Although this can certainly be overdone, and we don’t want to sound like an intrusive salesperson who is hawking wares, what are you doing to establish a sense of urgency? How can you communicate a sense of urgency without turning off the candidate on the other end of the phone? Release of Pressure: We are more likely to be influenced by those we trust, but in the early stages of a professional relationship there is no trust yet to be had! Scott shares that empathy is

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a simple way of developing initial trust, since people like people who are like them. He suggests working in phrases such as “I know you get calls all the time, but this is something you should hear about. This is different.” How will you release the pressure in your voicemail, while still remaining in control and having a sense of urgency? Specificity: Scott shares an interesting point that few others ever cover; you don’t need to share the specifics up front, but you do need to make sure the candidate understands that the purpose of the call is specific. This builds curiosity and reinforces credibility, both important components in securing a return call. If this is something you will incorporate into your voicemails, what will your exact language be? Differentiation: A quick point from Scott but one of the important ones – what is your separation from the other voicemails received? Scott mentioned in his introduction that candidates do not care about the name of your firm, they do not care about your brand equity, and they likely do not care about your background or track record. They care about what you can do for them today. What will be your point of differentiation? If you were happy, not interested in another opportunity, and got calls from four recruiters in one day, what would prompt you to actually call one of them back? Strategy: We have a need for fulfillment in our purpose and a sense that we have achieved our calling. “Organizations are not a source of security but they are a source of identity,” says Bill Taylor, Co-Founder of the magazine Fast Company. People want a company and a role that they can attach their identity to. People are drawn to an environment where they are not just recognized for their own achievements, but by aligning themselves with a bigger purpose. How can you communicate that may serve as the conduit to that professional fulfillment? Connection: How are you sharing with the candidate that you are there to serve them? Not that they are important only because your client has a need, or because there is a potential fee attached to them. Instead, you are there to lead people forward to decisions that are in their best interest. How will you establish a sense of safety in speaking with you? Take Action: What do you want the candidate to do? Succinctly, simply, and with very little time commitment required. How will you clearly communicate the course to take action?

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You knew the time was coming – time to rescript your voicemail! Using either Scott’s example below or one you create yourself, rescript and then call back and leave a voicemail for yourself. Now solicit a new round of feedback from the group! Above all else, track results and continue to modify until you garner at least the 20% return rate that Scott set as the ultimate goal. Your script: “Hi, Joe, my name is Scott Love and my number is 202 695 8071. I am looking at your profile on the web right now and that's what prompted me to reach out to you. There are some things you have accomplished that I believe fit within the strategic sweet spot of one of my clients. I own a company here in DC called The Attorney Search Group, where I get involved in partner level recruiting just for law firms here in the area. I am sure you get a lot of calls like this from other recruiters, but this situation is quite unique in that a large part of my client’s DC growth strategy would be dependent upon your particular practice area. And this is a firm that has retained me on this search, so I'm not on a fishing expedition. I believe that the convergence of the quality of this firm, their brand equity, their strategy, and the timing of this could all spell out real opportunity with minimal risk for someone like yourself. This is exceptionally rare and is probably worth a few short minutes for us to talk about this. I am around the rest of the day, my number is 202 695 8071. And I'm going to shoot you a quick email if you want to email me back and let me know a few times that work for you, we can talk then. I look forward to hearing back and have a great day.”

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Hooks, Bricks, Toilets and Pride

Presenter: Greg Doersching, Founder of The Griffin Group Greg Doersching is Managing Partner and Founder of The Griffin Search Group, a National Search Firm working in the direct hire placement industry. He is an active recruiter who still runs a highly productive desk and is in the trenches day-to-day, just like the rest of us. He is also developer and Chief Architect of the highly successful Bullseye Recruiting Process. For the past 15 years, Greg has been recognized as one of the most cutting edge voices in the recruiting industry. He is an International Trainer and has presented dozens of workshops and Keynote Addresses for recruiting association events. He is consistently rated as one of the top presenters for each conference. About this Program In this presentation, Greg shares how to get our hooks into clients (selling), get back to the building blocks of closing (bricks), flush the rejections we hear every day (toilets), and always strive for excellence with a sense of pride.

Meeting, Week 1: “Hooks, Bricks, Toilets and Pride” by Greg Doersching

If you are reviewing this episode with a team, break the Episode into two meetings. Pause the video at 35:15 and review the points below to implement the first two areas covered. Resume Week 2’s meeting where you left off and watch through the end of the video.

(Facilitator): Greg starts us off with the first of four essentials to increase production – sink your hooks in! Without hooks, there are no connections. Of course we aren’t talking about metal fishing hooks, but instead the emotional, personal and highly targeted mental hooks that are going to get into the minds of your clients and candidates and stay there. Hooks are not designed to close a deal, but instead to open the door to a longer discussion. Which of the following do you want to commit to strengthening within your own search practices?

• Do not take on a search that you will not work on; clients will believe that you are dedicating efforts to it and are unsuccessful, which ruins credibility

• Do not take on searches for positions of which you do not have experience recruiting

• Do not take on searches in locations that are truly undesirable or too remote

• Know what you are going to say before you say it; sell facts, memorize your power pitches, and practice before you preach

• Invest at least a minimum amount of effort, defined by Greg as 120 phone calls with half of them being “cold calls”

• Release candidates you cannot help; develop a script that turns them down with care and dignity

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• Create an easy way to add value for those candidates you release (send an interview preparation packet, a document on creating an effective resume, etc) but that requires no continued time investment from you

(Facilitator): Let’s move on to the bricks! Whether you have established a solid foundation throughout your career or are just getting started, never forget the importance of the building blocks that make it all possible. What this comes down to is how effectively you can paint a picture of a better world in your prospect’s mind’s eye. According to Greg, this is done two ways – you have to have facts and you have to have meaningful stories that allow the prospect to truly experience the vision you want them to see. Which of the following are bricks do you want to work on improving?

• Knowing your average search assignment to candidates presented timeline (on average, 3 candidates presented in 18 days as an example)

• Knowing your candidates presented to candidates interviewed ratio (on average, 81% of candidates submitted are brought in for face to face interviews by clients as an example)

• Knowing the longevity of the candidates you have placed (as an example, 70% of candidates placed 5 years ago are still with the company, and half of those have been promoted at least once)

• Knowing the strength of your database (50,000 people all with dairy experience, and at least 70% have never put their resume on a job board as the example)

• Evaluate your recruiting presentation for your hottest position – highlight where you describe what is in it for the candidate. Are you painting a picture that allows them to truly experience what life would be like in the new role? Remember the prime motivators – quality of life, needing to know they will be successful, career advancement, location and money.

If you are breaking the Episode into two meetings, end now and resume next week.

Meeting, Week 2: “Hooks, Bricks, Toilets and Pride” by Greg Doersching

If you are reviewing this episode with a team, break the Episode into two meetings. Resume Week 2’s meeting at 35:15 and watch through the end of the video, using the material below.

(Facilitator): Greg kicks off the second half of our meeting talking about toilets – a first in a Next Level video! There is an ancient tale of a university professor who went to visit a famous Zen master. While the master quietly served tea, the professor talked about Zen. The master poured the visitor's cup to the brim, and then kept pouring. The professor watched the overflowing cup until he could no longer restrain himself. "It's full! No more will go in!" the professor blurted. "This is you," the master replied, "How can I show you Zen unless you first empty your cup?"

What does this have to do with Greg’s point on toilets? At times, you have to unlearn in order to learn! Experiences give us wisdom, but we can also become limited by what we think we know

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and we become trapped, filled to the brim, and without any room for additional growth. What will help you flush the negative experiences to make room for more great ones?

• At the end of each day, jot down a quick list of positive things that happened or ways that things moved forward – this will keep focus on the things you have to be appreciative of, not fixate on the negatives!

• Create your own rewards program! What are the top five positive things that can happen throughout the day, week, and month that indicate little or big wins? Next step – how will you reward yourself when you achieve those wins?

• Find an accountability partner, and meet consistently to evaluate what’s working, what’s not, and motivate/inspire/challenge one another

(Facilitator): Finally, remember to work with PRIDE: personal responsibility in daily excellence. Recruiting can be an especially challenging profession because we are dealing with two sides – both of whom can change their minds at any time! A Budweiser sales rep doesn’t experience the beer deciding one morning that it’s changed direction and no longer wants to be in new stores – yet we have to maneuver through two separate chains of decisions that ideally end in the same place. With all that is constantly out of control, there is one thing that is – and that is OURSELVES. How do you personally measure your own excellence?

• What is your desired submittal to interview ratio?

• What is the average fee percent that you work?

• How many calls makes a great day?

• How many submittals will you have per week?

• How many new job orders per month?

• Excellent monthly billing production:

• Offer to acceptance ratio:

The stats Greg shared are below – if yours are not yet at the level of Big Biller status, apply pieces of what Greg discussed and continue to bridge the gap between your achievement and your potential!

Average Big Billers

Calls per day 18 59

Submittals per week 2 9

New searches/month 4.3 5.6

Placements/quarter 2.3 7.8

Billings/quarter $29,000 $114,000

Offer/acceptance 62% 91%

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Top Objections and Rebuttals

Presenter: Jon Bartos – President, trustaff Solutions Jon Bartos is a premier writer, speaker and consultant on all aspects of personal performance, human capital and performance analytics. Jon is one of an elite group of executive recruiters who have billed over $1 million annually. Within a 12-year period he has cashed in over $11 million in personal production. The office has won over 17 international awards in the MRI Network, including International Billing Manager of the Year and Top 10 SC Office. Jon’s passion for success continually drives him. Jon competes nationally in Masters Track and Field, winning the National Masters Pole Vault Champion title 4 times since 2004. His ultimate fulfillment however comes from mentoring and assisting others to reach their potential. In this presentation, Jon shares how to address the top recruiting and marketing objections we will face as recruiters. We know that resistance is a natural part of the recruitment process – learn Jon’s effective techniques to maneuvering through that resistance! Meeting, Week 1: “Top Objections and Rebuttals” by Jon Bartos

If you are reviewing this episode with a team, watch through 17:42 and then pause to role play and script your responses to the following pieces of resistance. Objection: We don’t use recruiters. Possible Response: “Why is that? When are exceptions made to that policy?” Possible Response: “Most would agree that most companies are between 50 and 66% of their hiring decisions prove to be false in the first 12 months. If you cannot afford to make a hiring mistake, that’s when a professional search consultant is used. Is this one of those times?” Possible Response: “I get that. How many people do you have on your internal hiring team?” (We will use 3 for this example) “And do they specialize in (the type of position you specialize in – pharmacists for this example), or are they generalists?” “Okay, so you have 3 people who are responsible for all of your hiring, and you have how many employees in your organization – (#)? So they are responsible for hiring not only the best pharmacists, but also the best people to clean the floors, the best chef for the hot lunch line, and the best nurse for the night shifts. You have 3 generalists working on (I would assume) over 10 different positions. Let’s compare that to our team - my team has (# of) people and we have a network of (# of) pharmacists. Only pharmacists. We are specialists – that’s it. We don’t do anything else. You want a (other type of position)? I can’t help you. But I can promise you that your 3 people filling 10 different types of positions doesn’t have half the reach of my team filling only one. Does this approach sound different than what you’re used to hearing about?”

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Your Scripted Response:

Objection: We have no openings. Possible response: “Why is that? I would have thought based on his/her track record, you may want to create a position for this individual – before your competitor does.” Possible response: “With all due respect, (name), you’ve been in this business a long time and so have I. You and I both know that there is no such thing as a true hiring freeze. We all know that some hiring is done if a critical individual leaves the team, to replace low producing staff, or to infiltrate a new sector of the market that you currently don’t have market share. It just has to be for the right person. Looking at your current team and possible diversification strategies, what kind of individual would thaw out that hiring freeze – just temporarily?” Possible response: “I didn’t expect you to. My business is predicated on the simple notion that the companies that have the best people are the ones that make the most money. These companies are always on the lookout for difficult to find talent. Is that true of you as well? (Wait for “yes”.) Tell me what type of talent is traditionally hard to find?”

Your Scripted Response:

Objection: Send me a resume. Possible response: “What interested you about the candidate? Possible response: “When someone asks to see a resume, it usually means that they aren’t yet sold on this candidate – they still have some hesitations or questions about him/her. Odds are, a resume isn’t going to clear anything up for you at all. Why don’t we do this – give me a time that works for you – a 10 minute time slot. I will have (candidate) call you and you can have a brief conversation about his/her background and experience. You will both go in to that conversation knowing that you aren’t on the hook for any further conversations – unless both of you agrees. 10 minutes – that’s less than we’ve spent on this call. What time works for you?”

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Possible response: “One of two things usually happens when someone tells me that. It’s either (A) – I didn’t do a good enough job presenting myself and my services, and you are just trying to find a way to get me off the phone. If that’s the case, I appreciate your honesty. Obviously I didn’t do a good enough job in my presentation to spark any interest in talking with me further. If that’s not the case, then it’s (B) – you just want to see the resume – which gives you the information equivalent to someone filling out a job application. Understand that I spend hours on the phone with the candidates that you are asking me to send the resumes of, and I can give invaluable insight about their backgrounds, strengths, and weaknesses…and talked with the people that they’ve worked with on these projects who will give you even better info sometimes than the interview itself. Bottom line, is that I need to give you info that you aren’t going to get from a resume – I’d rather talk to you about the person because if you are just paying me to send a resume, I think you’ll pay me way too much for that type of a service. Are you in a spot where I can give you some insight as to why I specifically picked up the phone and called you today?” Your Scripted Response:

Objection: You need to call Human Resources. Possible Response: “You and I both know that with the level of candidates we are pursuing, that I need a much stronger connection than only with HR. How would you feel if I called you about a potential career change and the only information I could give was from the HR department?” Possible Response: “Okay, what’s the name of the person in HR that I should call?” (Get name) “Perfect. I don’t have time to call (name) today, but I have an opening at (time) tomorrow. What I want you to do is let her know when to expect my call. Why don’t you drop her an email and let her know to expect my call right at around (time) tomorrow. I’ll follow up with you and copy you on any communication that she and I have. Can you send her an email?” Possible Response: “More than happy to work in conjunction with HR. I think they are very valuable but I also think they can get in the way. Because you are the hiring authority, I want to be in tune with your needs – not HR’s. When I get you candidates and when you interview them, I have to have feedback from you, because ultimately HR doesn’t really give me what I need to land the right candidate. Think of it this way – do you like golf? If I was going to buy you a set of golf clubs as a gift, would you rather I spend some quality time getting to know what kind of clubs you like, or would you trust your wife’s interpretation of what clubs are best for you? If I’m not in tune with you, I’m probably not going to be able to find you what you need. Make sense?” Your Scripted Response:

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Objection: “Your fees are too high” or “we only pay %”. Possible Response: “What would it be worth to get real “A” players in – the top 10% that are hidden to job boards and postings? The kind you have to dig to find and deliver a strong employer value proposition to get them to take a look at another opportunity? Those are the people who are game-changers at your company, and those are the ones we go out and find on your behalf. What IS that worth to you?” Possible Response: “I have no doubt that there are other firms who will charge you less – there is always someone in the market who is cheaper. Let me ask you this – think of your competitors – is there someone who has a reputation for being the cheapest in the industry?” (Pause, even insert the names of a few firms if you can assume who they will reference) “So if you were in a sales presentation going up against that firm, what would you say to position yourself above your competition? Just like your firm, we have never won business because we were the cheapest and we’ve never lost business because we were priced out of the market. Although it’s appropriate for (name of their competitors) to position themselves solely on price, we aren’t in that same category. Ultimately you pay nothing until you find a candidate who is worth paying our fee for. Are you open to paying nothing to get us started?” Possible Response: “I would assume that when you say ‘too high’, it’s because another firm has signed an agreement with you at a lower percent. Is that fair?” (Pause) “And when you signed that agreement, did they start at a higher percent and you worked them down?” (Pause) “Let me ask you this. Do you think it’s possible that that recruiter has clients who pay the full fee that they initially quoted you on the phone? If they do, and they will make 20% if they send you the candidate and 35% if they send it to their other clients, who do you think is seeing those candidates first?” (Pause) “I know nobody wants to think that way, and probably not many other recruiters would point this fact out because of course it makes us look bad – which we aren’t, because if you were selling your home tomorrow of course you would take the highest offer. But what I am not interested in doing is having to compromise my search process and my integrity by having to provide value to clients in a graduated scale system. Does that make sense?” Your Scripted Response:

Objection: We are using job boards, postings, or internal resources. Possible Response: ”I’m sure you probably can fill just about any position yourself, given enough time and effort. However, how much more profitable would your time be if you used that time to look into technology, mentor one of your junior managers, growing your business or pursue new clients and business ventures? My point is, your core business is (type of work) and our core business is recruiting. The cost of YOU taking the time to fill this position is much greater than if WE were to perform the task. Think about it – if you don’t like the candidates we put in front of you, you don’t hire them. But if you do – the value this superstar brings to your firm

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coupled with the man-hours we’ve just saved you are FAR greater than the fee you’ve paid. Are you open to comparing my candidates to yours, if it costs you nothing to compare?” Possible Response: “That’s fine with me – in fact, I would do the same thing if I were you. Most all of my clients keep active postings on job boards, just to benchmark my candidates against theirs. However, this avenue typically only produces unhappy or unsuccessful employees that a competitor disregarded. I’d simply ask you this - let me do what I do best. Tell me one specific company, or couple of companies, that are your direct competition. If I recruit a top performer from one of those firms, someone who is not actively looking and therefore not responding to your original method of recruitment, will you speak to him/her? (If yes), what does his/her background look like?” Possible Response: “Let me ask you something – the main product that you guys sell is (product). If your firm relied on ads on the internet to sell (product), what do you think your total sales would be? Anywhere near what it is with an outbound sales department on staff? We are your outbound sales department. It’s perfectly acceptable to gather up the gravy of those extra sales that are incoming – but you and I both know that the large accounts, the whales, the difference makers – they aren’t going to be landed with an inbound phone call. If outbound is how you sustain your business, why wouldn’t you use the same approach to sustain your talent?” Your Scripted Response:

Objection: I’m happy – not interested – not looking! Possible Response: “I understand that – and actually, the only people I recruit are the ones who want to be recruited. So if that’s not you – no problem. What I am doing is giving you the opportunity to gain insight and learn about your market from someone who speaks with your competitors all day long. The risk is that we spend 15 minutes together, and nothing comes from it directly or even indirectly. The reward is that, possibly either now or in the future, that investment of time results in a profoundly positive life changing experience. If, at the end of this call, you haven’t felt it was a good use of your time, tell me and I won’t call you again. That said, would you prefer to talk this evening or can you speak confidentially from your office?” Possible Response: “That’s awesome to hear. Happy as in you just got back from your week-long all expenses paid vacation on your private yacht that your CEO bought you because you are so valued there, or happy like I’m not the first recruiter to call you this week and you are in the middle of something and don’t have time to talk?” Possible Response: “I’m glad to hear that, and don’t get me wrong. I didn’t pick up the phone and call you because I thought you were wearing an “I hate (Current Company) T-shirt under your polo. Every person I have placed this year was currently employed when I called them, and told me they were happy just like you when I first talked to them. Ultimately, though, they saw an opportunity that would enhance their career, provide them with something they didn’t currently have, and was able to make a significant impact on them personally. Sometimes it takes a few

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months before the right opportunity comes up, sometimes it’s a few years. However they were smart enough to share with me some details about themselves and allow me the opportunity to be their eyes and ears in the marketplace. Is that something you’d allow me to do for you as well?” Your Scripted Response:

Objection: I don’t know anyone who is looking. Possible Response: “In most cases – people don’t broadcast that they are looking – for fear – which is why I network with everyone confidentially. What about people you worked with previously? Who else could I network with – people who know people?” Possible Response: “The others on your team – where did they work prior to joining your firm? Who on your team could I talk with to see if they have any contacts at their old companies that I might call?” Possible Response: “I know you used to work at (name of previous company) – I was referred to (name of candidate) who I think you may have worked with when you were there. What’s your take on (candidate) – do you think he’d have the right background to fit the role we just discussed?” Your Scripted Response:

Objection: I don’t feel comfortable giving out names. Possible Response: “Let me assure you, I treat all my candidates and clients on a confidential basis. It would be best for me to talk directly to potential prospects to relay the information that they will want to know about.” Possible Response: “Are you saying there is someone you have in mind for this opportunity, or you are saying that in general you don’t like referring people to prospective opportunities? Possible Response: “Why is that?” Your Scripted Response:

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Objection: What’s the compensation? Possible Response: “I certainly understand that compensation is one of the important factors to consider when possibly moving forward, and I’m glad that you brought it up. However, what I’m assuming is also important is knowing the long term opportunity, meeting the people you’d actually be working with, and getting a feel for the culture of the company. Is that accurate? Okay, then let’s back up and discuss those first – because if those factors don’t offer you a significant opportunity above and beyond where you are right now, there’s no point in even talking about compensation.” Possible Response: “Let me ask you – are you asking because you want to know what the current market value is for someone who like this, or are you asking because this opportunity is of interest to you, and you want to make sure you aren’t priced out of their range?” Possible Response: “Their commission structure is more competitive than most I’ve seen in my years of recruiting in this space. However, I want to hold off on that part of the conversation, because in my opinion it needs to be the icing on the cake – not the cake itself. Let me share with you their story – why they are hiring for this role, where the company is going, and what that would mean for you. If all that is intriguing, then we can talk commission – which in my opinion, is the icing.” Your Scripted Response:

Objection: Who is the company? Possible Response: “I absolutely can identify with your desire to learn the name of my client. Please recognize this is a confidential search for reasons we can discuss at the appropriate time. For now, Human Resources has asked me to discreetly identify highly qualified candidates and explore possible mutual interest. Are there any companies that you would specifically want to avoid?” Possible Response: “That is a very valid question. I hope you can appreciate that I’m tasked with the challenge of identifying and qualifying high caliber candidates that meet my client’s specific educational, experience and intangible qualifications of the position, prior to disclosing their name and location. While I recognize the fundamental nature of a confidential search can cause pause for some individuals - should you be somewhat intrigued - please be patient with our process. Just I am protecting the confidentiality of my client until the appropriate time, I will absolutely do the same for you as a candidate.” Possible Response: “In most circumstances, clients hire me to tell their complete story in the market; there’s a tremendous amount of “free press” that comes from me talking with fourteen other people having a similar background to yours each day. However, in this specific situation due to circumstances I can share with you when there’s interest on your end to pursue further, I

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need to keep their name confidential. I can certainly understand your situation, but hope that you can also understand mine. What other information would you need to have so that we could continue forward until the time that I’m able to disclose the name of my client?” Your Scripted Response:

If you are watching this video in two parts, break at this time.

Meeting, Week 2: “Top Objections and Rebuttals” by Jon Bartos

If you are reviewing this episode with a team, resume at 17:43 and watch through the end of the Episode. Role play and script your responses to the following pieces of resistance. Use Jon’s suggestions to create your own scripts for handling the objections discussed. Objection: Why should I use you exclusively? Possible Response: “If you use multiple recruiters, it becomes a race. Initially you will have lots of candidates, but the incoming referrals will dry up. If you really need to make the best hire possible, you need to have an organization who will go in and dig deep to your competition and actually sell them to come to your organization. By doing this, you’ll have the ability to make the best hire from the entire candidate pool – not just the first and easiest round available.” Possible Response: “When a client has concerns about exclusivity, it usually boils down to a concern that I won’t work diligently enough to cover the market thoroughly on their behalf. So before I answer that, let me make sure that I’m answering your true question – are you worried that I’ll stop when the ‘going gets tough’ and move on to an easier search? That’s a valid concern, one that you engaging us in a retained/exclusive relationship actually solves for you, because I am on the hook to get this position filled for you no matter how tough it gets. If you’d like us to provide you with status updates on a weekly basis so you feel comfortable that work is being done consistently on your behalf, I’d love to provide that for you. In fact, it’s something that I typically do for my retained clients. On a weekly basis, I’ll give you a summary of how many candidates were spoken with on your behalf, the companies that they were with, and their reason for either being interested or for not. This will allow us to work together to either adjust the parameters of our search, adjust the job specifications, or adjust my presentation completely. Would that resolve your concern?”

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Your Scripted Response:

Objection: I need to think about the offer over the weekend. Your Scripted Response:

Objection: I really need closer to (dollar amount) in order to make a move now. Your Scripted Response:

Objection: Lack of interest – I’m a 7 on a scale of 1-10. Your Scripted Response:

Objection: I’ve got multiple job opportunities, and I have to wait to see what these are. Your Scripted Response:

Objection: We use one search firm exclusively, and they are doing a great job. Your Scripted Response:

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Objection: We are using another firm on a retained basis. Your Scripted Response:

Objection: I’m currently working with another recruiter. Your Scripted Response:

Objection: I need to consult with my spouse. Your Scripted Response:

Objection: The cost of living is too high. Your Scripted Response:

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Old School – New Money

Presenter: Greg Doersching, Founder of The Griffin Group

Greg Doersching is Managing Partner and Founder of The Griffin Search Group, a National Search Firm working in the direct hire placement industry. He is an active recruiter who still runs a highly productive desk and is in the trenches day-to-day, just like the rest of us. He is also developer and Chief Architect of the highly successful Bullseye Recruiting Process. For the past 15 years, Greg has been recognized as one of the most cutting edge voices in the recruiting industry. He is an International Trainer and has presented dozens of workshops and Keynote Addresses for recruiting association events. He is consistently rated as one of the top presenters for each conference. About this Program In this presentation, Greg asks these key questions:

• What did we do at the beginning of our careers that made us successful…and why don’t we do it anymore?

• How did Old School recruiters build a client base and then OWN their markets?

Greg helps us press the “reset” button, take a step back from what we do know, and get back to the basics of successful recruiters. This includes having key conversations and actually TALKING to people, knowing when to use email for process steps and phone calls for decision steps, and the first rule of Old School Recruiting: get on the phone - make 50 calls a day - 4 days a week - no exceptions!

Meeting, Week 1: “Push-Pull Closing” by Greg Doersching

If you are reviewing this episode with a team, break the Episode into two meetings. Pause the video at 30:08 and review the points below to implement the first two rules. Resume Week 2’s meeting at 30:08 and watch through the end of the video.

(Facilitator): The first rule of Old School – New Money is to get on the phone! It does not matter if you have been recruiting for 10 months or 10 years; reflect on the volume of time you spent in your market when you first got started. How many people did you talk with on a daily basis? How much cumulative time did you spend each week in the market? Although quality eventually can replace the need for as much quantity, there is not a need to make them mutually exclusive.

What was your volume when you first got started in search, and what is the volume that you’d want to get back to? Although you can use Greg’s numbers as a guide, the only numbers that matter are the ones you set for yourself!

Number of conversations each week: _______________________________________________

Cumulative connect time in the market each week:_____________________________________

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How many days per week will you achieve this? _______________________________________

Greg gives us all a great reminder of the power of building relationships within live conversations, not email or texting. Technology certainly can allow for simpler and faster communication, but does it really allow you to recruit the candidates that other recruiters can’t recruit? Process steps such as interview scheduling, updating notes, or feedback requests are sufficiently handled via email. However, think through the areas in which you know you’ve allowed email to replace the human element needed in your process – in what steps of the placement process do you recognize your need to get back on the phone? Greg gave several examples including introductory emails to new prospects, interview preparations, and compensation negotiations to name a few.

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

(Facilitator): The second rule of Old School – New Money is to dominate your niche. There are many NLE TV Episodes dedicated to becoming a market master, so use those as a reference point if you still need some structure to the “how” in defining your market. However, Greg suggests taking this a step further and truly dedicating time to creating a target list of companies to go after as potential clients. A few questions to ask yourself before you get started:

• Geography: How have you defined your targeted geography? If you are going to know every single company that exists within a certain territory, what specifically is that territory or geography? ____________________________________________________________________________

____________________________________________________________________________

• Company Size: How many people need to exist, who perform in the role(s) you place, at a company in order for that company to be a viable target? ______________________________

• Technical Profile: ______________________________________________________________

_____________________________________________________________________________

• Points of Contact: Who are the people you need to identify at each company? Have at least three points of contact for every prospective organization: _______________________________

_____________________________________________________________________________

_____________________________________________________________________________

Greg explores the three fears of cold calling – these fears are essential when trying to understand any level of call reluctance. Sometimes, the only person holding us back from our full potential is our own self! These fears can be overcome, but the first step is to be honest with what makes you avoid the phone, spend hours procrastinating, or gravitate to internet research or overthinking.

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Fear #1 is the fear of rejection. Few recruiters would admit that this is a fear they face, but Greg helps us process that it is a normal outcome based on the high volume of “no’s” we hear on a daily basis. Greg offers up the solution of changing your focus. Stop looking at what it takes to get just a few positive outcomes, and start to think only of the positive outcomes. As an example, instead of stating “I need to make 50 calls today,” your focus can shift to “I need to find 3 great candidates or search assignments today.”

What are your positive outcomes that you’d like to focus on? _____________________________

_____________________________________________________________________________

_____________________________________________________________________________

Fear #2 is the fear of not knowing what to say. You fear you’ll get on the phone with a candidate or client and not know what to say or how to articulate your point concisely! The solution here is to prepare, and then prepare some more. This is one of the easiest fears to overcome, as it takes a small effort to make a big impact on your confidence and success. Practice with someone who doesn’t have an immediate impact on your income – a colleague, a family member, a pet – it doesn’t matter! Outline the key points of your conversation or response to questions or objections you know you are going to face.

What are the situations you’d like to script and practice prior to picking up the phone? _________

_____________________________________________________________________________

_____________________________________________________________________________

Fear #3 is anticipating the worst possible outcome – we visualize all the reasons why the person you call won’t respond positively and, as a result, avoid the call entirely. The solution to this fear is admitting that you have a problem! Remember that almost every placement ever made has a story where “it just so happens that you have impeccable timing” comes into play.

In what situations do you over-think the outcome of the call? _____________________________

_____________________________________________________________________________

_____________________________________________________________________________

If you are breaking the Episode into two meetings,

end now and resume next week.

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Meeting, Week 2: “Old School – New Money” by Greg Doersching

If you are reviewing this episode with a team, break the Episode into two meetings. Resume Week 2’s meeting at 30:08 and watch through the end of the video, using the material below.

(Facilitator): Greg’s Old School Rule #3 is to get back in front of clients – before they become clients! Make time to meet hiring managers face to face, but be prepared with a structured agenda for that interaction. This can not only serve to solidify the partnership, but to differentiate yourself from other recruiters. Greg’s recommended structure:

• Introduce yourself and your firm, but place an emphasis on the five most important buying points they look for. Make sure you can share specific stats and facts as it relates to:

o How fast you find candidates

o The quality of the candidates you find o The percentage of offers you extend that

are accepted o The success of past placements and the longevity/tenure once

they are placed

o The strength of your database

• Talk through their specific needs, even taking a search assignment in front of them. Make sure they understand that these are the things you need to know so you can go find what they are looking for, and minimize the amount of time you have to spend later asking them questions. Talk to them about their specific hiring process and how you will work together – get specific!

• Talk about future business. Make sure they understand all the kinds of people you can place and the types of searches you have completed outside of the current one(s) in discussion.

• Be prepared to negotiate fee agreements. Make sure you know the option(s) you are going to present to them, and the responses they are going to give you. Be ready to close!

• Schedule a 6 month review; set a date with the client six months from now to circle back together and have a comprehensive discussion about how you are doing and how the partnership is working from their perspective.

(Facilitator): Greg’s Old School Rule #4 is to get back to being an actual hunter of talent! How good of a job do you do recruiting only candidates in Area 1?

Area 1: The most desirable candidates. These are candidates it is virtually impossible for our client to ignore.

Area 2: This is where you need to focus your search on positions that would consider relocation.

Area 3: Where you look when the clients declare that they will NOT relocate.

Area 4: A dead zone – a candidate has to have the skills desired! Searching outside of the skillset is never what clients pay us for!

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Interview Preparation

Take some time and put some thought into the initial list of questions that you’d like to ask during your interview. To get started, think about what questions you need answered to know if this is the right opportunity. What areas do you need clarified to feel comfortable that this environment is one in which you can thrive?

Example Questions:

• How do you measure success in your company? Tell me about the best person you have ever had in this position and what made that person unique.

• What are some of the common denominators that exist with the more successful employees of this company?

• What are the biggest challenges one will face in this role? • What are the two most important problems that need to be addressed or

corrected in the first six months by the person in this position? • What are the key responsibilities for this position and which are most

important? • What results are expected of this position? What are examples of the best

results produced by people in this role? • Why did my predecessor leave this position? • Tell me about your background and what attracted you here. • What advancement can a person expect, in this company and in the

industry at large, after doing this job well? • What are some of the company’s short and long range objectives? • In what areas does this company excel? In what areas does this company

have some limitations? • What are the company or department goals for this year and next? • How will I be evaluated, and how often?

Additional Questions:

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Interview Preparation Worksheet

List out professional accomplishments and achievements, as well as the strategy behind those results. Start with your most recent company and any other organizations in recent history.

Company: _____________________________ Position:________________________________

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Think Through:

• Did you help to increase sales, productivity, or efficiency? What was the

percentage or dollar contribution? How did you do this? Did you have a unique

approach or different results than others?

• Did you institute any new systems or changes? What was the situation that led to

the change? Who approved that system? Why was this system selected over

others? What happened as a result?

• Were you ever promoted? Why were you promoted? How long between

promotions? Did you do something outstanding? How much more responsibility?

Did you get to manage people? How many? Were you promoted by more than

one party? Were you given significant salary increases or raises?

• Did you train anyone? Did you develop training technique? Compare your results

to others. Is your technique being used by others? Why is that?

• Did you help to establish any new goals or objectives for your company? Did you

convince management that they should adopt these goals or objectives? Why

were they adopted?

• Did you change the nature or scope of your job? Why or how did you redefine

your position? Have others with similar positions had their positions redefined

because of you? Were there responsibility changes because of this? What were

they?

• Did you ever undertake a project that was not part of your responsibility because

you liked the problem?