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Australia and New ZealandMarch 2018

#SavageSell

Job of recruiter is under threat.

Will most definitelychange, because of Artificial Intelligence and machine learning.

What do you need to be good at to ‘beat the machine’?

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Recruitment Tasks. Man vs Machine

Sourcing

Screening

Logistics

Matching

Chatbots

What is left?

If automation is going to take over such big chunks of the recruiter job, what is left for you to do?

Any task that takes no time to think about will be automated.

But where there is nuanceand influencing possible, thought, planning and opinion needed – it is much harder for AI to replicate.

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Artificial Intelligence frees you up to do much better that which only you can do.

The real value of a recruiter will now be in his or her selling skills.

IMAGE: skills hunter or skills magnet from GROWTH –

couldn’t find

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The 5 Cs of Sophisticated Selling

Collaboration

BelievabilityBranding

Positioning

4. Clients

Trust in Selling

The Sales Visit

Selling Exclusivity

Selling to Big Companies

Growing Value

Negotiating FeesPerm, Temp, T/P

Resilience in Selling

Selling CandidateRules

Selling Temp Pay Rate

Selling CandidateExclusivity

Selling The Offer

Selling TargetSalary

Storytelling

Social Selling

Flabby or Fit? Quiz

5. Courage3. Communication2. Candidates1. Credibility

Brutal Truths About Selling

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Power of Positioning

Only valid bases = Expertise

How It Works

Your Pitch

Value Proposition

Differentiation

Tell the Story

Positioning

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• How are you different?

• What business are you in?

• Why work with you?

• What sets you apart?

• ‘Claim’ as yours?

• ‘WOW’ factor

• Personal bumper sticker

1. Differentiation

What Clients Love To Hear

• Solve a problem for me

• Make my life easier

• Faster, better outcomes

• Unique talent

• Cost-efficient ways

• Process done properly

• Competitive advantage

• Contractors = productive fast

• Consistency

What Candidates Love To Hear

• Act as their ‘agent’

• Their interests at heart

• Treat as humans

• Communicate

• Career acceleration

• Access to best roles

• Your leverage with clients

• Straight talking

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2. Value Proposition

• Tangible, measurable business outcomes you deliver

• Speaks to critical issues your market is facing

• Metrics, statistics, proven results

3. Your Pitch

• Who are you?

• What do you do?

• How are you different?

• Why should I care?

• Why should I hire/trust you?

• When should I hire you?

Power of Positioning: Summary

Positioning

Your Pitch

Value Proposition

Differentiation

Tell the Story

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• Argue in front of team

• Negative

• Late

• Sales inflation

• Dress code

• Admin/ATS

• Gossip-flamer

• Phone-fiddler

• Credit-taker

• Never prepare

• Training cynic

• Smug/blamer

• Squabbler

• Client-hoarder

• Non-helper

Collaboration

How good is your contribution ‘off the ball’? Score yourself out of 15

Build your brand.

What people say about you when you are not in the room.

What are you known for?

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Cleanse your online brand.

Build a professional Social Media presence.

Now!

The more the world is connected digitally, the less connected we

feel as human beings.

Modern Selling = Being Part Of Generation ‘C’

• Nothing to do with age

• The ‘Connected Generation’

• Knowing the right people

• People knowing you

• Great digital connectors

• Understand ‘social-selling’

• 100 cups of coffee

• Generous with time and information

• .. The unique ‘Generation C’ skill…

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…they make people feel special….

Today’s selling reality:

Believability Branding

• Clients want results

• Competency commoditised

• Credibility not enough

• Create demand before the sale

• Be visible – but differentiated

Believability

Branding

Before Sale-----------------------

Step 1

Persuade

The Sale-----------------------

Step 2

Trusted

Advisor

After Sale-----------------------

Step 3

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Magic Sauce To Believability

Speak to their issues, instead of promoting your solutions.

Candidates

• Their ambitions / hopes / fears

Clients

• Their burning issues / keeps them ‘awake’

Candidate ‘Hot Buttons’

• Availability of jobs/sector trends

• Salaries

• Benefits and conditions

• Performance reviews

• Negotiating salary increases

• Moving to contractor

• What’s booming/emerging

Client ‘Hot Buttons’

• Salaries

• Talent trends/availability

• Legislation (eg. contractors, unfair dismissal)

• Giving feedback

• Culture

• Talent expectations

• Future-proof skills

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Gaining Stature

Content Pillars

Big Issues They Face

Ideal Clients /

Candidates

Consistent Momentum

Channel Engagement

The sophisticated selling modern recruiter will get paid more often for the work s/he does!

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The Key Is Selling The Customer on Commitment

CustomerCommitment

ExclusiveClients

ExclusiveJob-Orders

ExclusiveCandidates

Confidentiality

Follow Through

Communication Any Changes!

Post-InterviewDebrief

References

Selling the Rules of

Engagement

Selling Target Salary

• Do not accept desired salary at face value

• Question a big gap in current salary and desired salary

• Clarify. You will act in candidates best interests

• Massage salary by offering perfect imaginary job

• ‘If I found the perfect job that met all your wish list criteria and it was

paying $85,000…?’

• Salary is always important. But work out how important?

• If salary expectation > skills level = decision time

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Remove theEmotion

Never ForgetPride

‘The Rate for the Job’

Tenure vsRate

Sell the Opportunity

not the $

The Powerof ‘One’

Selling The Temp Pay

Rate

The Power of One Dollar of Margin Per Hour

• 20 temps/contractors

• Average: PR = $25.00

• Average: CR = $37.50

• Average: Margin = $12.50

• GP Per Week: $12.5 x 35 hours x 20 Temps = $8,750

• GP Per Year: $8,750 x 52 = $455,000

But can you charge the client just 50 cents more and pay the temp

50 cents less?

The Power of ONE Extra $ Margin

Current Weekly GP: $8,750

GP Per Week: $13.5 x 35 hours x 20 Temps = $9,450

GP Per Year: $9,450 x 52 = $491,400

$491,400 - $455,000 = $36,400

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But…We have 6 temp recruiters, so…

$36,400 x 6 = $218,400

TalentShortages

Get PaidMore Often

The Needto ‘Consult’

The Luxuryof Time

StrongDifferentiation

BrandAdvocacy

Selling Candidate Exclusivity.

Why?

BetterOutcomes

Resume-RacersWill Die

Competitive Advantage

100%Attention

BespokeService

TimeSaver

Nothingto Lose

Why ExclusivityIs Cool For Candidates

RarenessIncreases

Value

‘RecruiterFrustration’

ConfidentialityImproved‘Image’

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Candidate Exclusivity: The ‘How’

Time the ‘Ask’ Rapport.

Trust.Orders

Reasonable Period

Job-SearchPlan

Take Action!

ExplainBenefits

Rules of Engagement

Get Active.Regular Updates

InterviewsASAP

The Caveat

Be Selective

Where Does Offer

Acceptance Start?

Selling The Offer

At TheInitial

Interview

Isolating KeyMotivatorsFor Move

DiffusingCounterOffers

DrillingDown On

Salary

Closing theCandidateAfter FinalInterviewConfirm

Remind

Counter Talk

Reinforce

Build

Cover

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Delivering An Offer They Can’t Refuse

• Build tension

• Any changes…?

• Remind that criteria for change have been satisfied

• Search for trouble spots

• Drill down on acceptable salary level

• ‘Is there any reason…?’

• Pre-close: ‘If an offer came through in 5 minutes’

• Deliver offer

• Get verbal acceptance

• Get tentative start date

• Pin down next steps

Bedding Down The Offer

Congratulate Support DecisionOffer

Document

Face-to-Face

Get. It. Signed

Calm and Sooth

Confirm Start Date

Coach ClientCoach on

ResignationPre-Close on Counter-Offer

Manage Resignation Day

Post-ResignationCall Back

Keep in TouchTill Start Date

Party!

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The Power of Storytelling

• Emotion drives our decisions

• The 90 % factor

• ‘Stories’ connect through emotion

Recruitment Stories Compellingly….

• Convey what employers do

• Convey what candidate brings

• Persuade to get ‘yes’

• Build trust

• Help differentiate

• Help ‘sell’ you/your company

• Bring to life market trends/issues

Candidates Want To Know

• Kind of organisation?

• What’s it like to work here?

• Future prospects?

• Happy working here?

So, where do you find these stories?

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Clients Want To Know

• What are you looking for?

• Why interested in us?

• Why are you right for this role?

• What do you bring that is special?

For the recruiter.

Reasons to see ‘beyond the brief’ … for candidates and clients

Creating Great Stories

• Have a purpose

• Grab attention

• Tension/conflict

• Make the client/candidate the hero

• Help us to remember

• Authenticity

• Enlighten, don’t sell

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Story Structure

Tension/Barrier

Role, Person, Team

Quest Villain HeroBiggerVision

What Is ‘Social Selling’?

• Using social media to create conversations

• It’s a slow burn

• Direct prospect interaction

• No hard-sell

• Providing value through content

• Targeted provocation of engagement

• Can create inbound enquiries

• Warms up the sales process early

• Credibility, familiarity, authenticity, believability

Your Social Selling Framework

Build An Audience

Determine Social

Platforms

Pin Down Target

Prospects

Add Value

Be Generous

Content.Advice.

Connections

Develop Your Voice

ConsistencyWork To A Strategy

Engagement!

Close!

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Social Selling In Action

Find Common

Social Channels. Connect

Follow The Company’s

LinkedIn Page

LinkedInStart A

Conversation

Share Targeted Content

Blog Cross Subscription

Thank/EngageIf They Follow Back

Find Trigger Point To Connect

Like/Share Their

Content

Use Personalised

Invite

Follow Feed. Look

For Pain Points

Comment On Their

Posts

10 BrutalTruths About

SellingWhy Not Buy?

WhyWant You?

Most Critical Closing Sales

Power of ‘No’

Small Steps

Goal SettingTop Reasons

Emotions Sales.R.Us

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Are you ‘Client-Fit’ or are you ‘Client-Flabby’?

A quiz.

Score yourself out of 25

Are You ‘Client-Fit’ or ‘Client-Flabby’?

• Face to face

• 4 times/year

• Orders in person

• Every hiring manager

• Clients boss

• HR team

• Client website

• Social subscribe

• Products/services

• LinkedIn

• Social ego

• Better/more

• Your office

• Follow up

• Made yourself big

• Clients’ clients

• Issues and trends

• Business review

• 3 big staffing issues

• Benefits and policies

• Value-adds

• Standing briefs

• Terms of business

• Spread the love

• Thank you

Running A Great Sales Meeting

What is the one thing we must achieve at every initial meeting with a prospect?

Without it the meeting fails?

Credibility!

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Why do we find winning business face-to-face so difficult?

What can go wrong?

• Lack of rapport

• Wrong target market

• Lack of preparation

• Our attitude

• Lack of structure

• Poor questioning skills

• Talking ratios

• Missing the needs

• Poor closing skills

How Can We Prepare for a Sales Visit?

Company Research

Client Social Profile

Dealt PriorMatched

Talent

Travel Logistics

Current Vacancies

Hiring Structures

Talent On DB

LI Staff Search

In Reception? Give Yourself An Edge!

Visitors Book

Read The Wall

Brochures

Focus And Prepare

Assess Culture

Befriend The Receptionist

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Start with an open ended, non-threatening question about the overall company.

‘Mr/Ms Client, it would be very helpful if you would tell me a little more about your organisation?”

Ownership structure, company history, sales, offices, staff numbers, products and services, major clients, competitors,

expansion plans, key business issues

Drill down on the client’s area of responsibility.

‘Where do you, Mr/Ms Client, fit into the corporate structure?’

Title, reports to, direct reports, number of staff, level of staff, staff responsibilities, accountability and scope of role.

Drill down on staffing issues, recruitment policies, temp/perm needs.

“I think I have a clear understanding of your company and your department, Mr/Ms Client. Do you have much staff turnover?”

How do you recruit? Why do you use those strategies? Do you use agencies? Which ones? What do you like about the service you get?

What do you not like? Do you use temp/contract staff? In what situations? Is it seasonal? What type of staff? How many? What is

your annual budget for temp staff? etc.

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The meeting has been going 30 minutes.

You are doing about 15% of the talking.

You have learned a lot about this client.

You have not tried to sell your company service.

What do you do now?

Make A Judgement About The Prospect

Decision Maker?

Hiring History

Current Relationships

Commercial Prospect?

Likes/Dislikes/ Hot Buttons

Remember, a client in pain is a good thing!

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Now it’s YOUR turn!

• Sell your specific solutions based on client needs

• Focus on their pain points

• Speak to a problem they need solved

• Focus on your differentiators

Ask for Feedback

Customised Sell

Provoke Objections!

• Do you have any questions?

• Can you see how my company’s

recruitment processes might help

you?

• Objections/Questions are good

because it means the client is

interested.

Make a judgement about client’s readiness to commit to using you.

Ask when there will next be a temporary/recruitment need.

This is actually ‘a close’.

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You must close!

Ask for the business

What extra steps do we take to

ensure the meeting ends well?

• Next steps?

• Next follow up date

• Permission to float

• Names of other recruiting

managers

• Key contacts in other states

• Permission to subscribe to blog

• Permission to connect on LinkedIn

Running A Great Sales Meeting

Credibility! Preparation ReceptionAwareness

Start. Open-Ended

Question

ClientJudgement!

Drill.Client

Responsibility

Drill.Recruitment

Process

Customised Sell

Provoke Objections/

Resolve

Buyer Judgement

Connect/Rapport

Close! Ask For The Business

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Trust In Recruitment Selling

Clients (and candidates) want belief and confidence.

• Integrity

• Reliability

• Fairness

So I can ‘rely’ on you.

How does recruitment typically breach trust?

Examples

Building Trust: Clients

• Good bank of candidates

• Short list that fits brief

• Proper reference checking

• Never breach confidentiality

• Never ‘manipulate’

• Rates are appropriate

• Don’t poach candidates we placed

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Building Trust: Candidates

• Communication

• Proper feedback

• Confidentiality with employer

• Never represent without permission

• Talk referees without permission

• Pay is fair rate (temps)

• Knowledgeable recruiters

• No spamming of resume

• No low-balling on salary

• Right jobs for me

Building Trust

‘In Their Shoes’

Rapport

BelievabilityBranding

Respect

Agility

Consistency

‘Recovery’ Transparency

Proven Track

Record

Selling To Big Companies

Clients are change averse:

• PSA’s… not the end

• Time-poor

• Love the status quo

• Want problems solved

• Have deep fears

• Are super risk-averse

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Winning Work

Functional Area

Know Their Business

Targeting

Momentum

Make It ‘Awesome’

Get The Meeting

Sharpen Value

Proposition

Why is selling exclusivity in yourinterest?

The recruiter?

Selling Job-Order Exclusivity

Consultative/Partnership

More Repeat

Business

Why We Love ItLonger

Careers

Increased Job

Satisfaction

Better Candidate

Service

80% Success

Instead Of 80% Failure

Time To Focus On

Quality

More Fills. More

Money

Exclusive Orders

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Perception of our industry and service

No understanding of what we do

‘Better service because we

compete’

‘Better spread of candidates’

Do not understand

cost

Recruiters lack courage

Why Do Clients Give

Out Orders In Competition?

The Key! Why ‘Exclusivity’ Is In The Client’s Best Interest?

• Client gets our full commitment

• Responsibility shifted to the recruiter

• The focus off speed and back on quality

• All our resources

• Time for detailed job order

• Comprehensive database search

• Time to comb online/social networks

• Access team reach

• Run advertisements and thorough screening

• Thorough candidate interviews

• Quality shortlist including qualifying candidates

• Testing and reference checking

• Save time by dealing with one competent recruiter

• Confidentiality preserved

• Brand and image is improved

• No chance of multiple referral of the same

candidate

Structure for Selling Exclusivity

Sell The Process

Qualified Brief

Demeanour And

Confidence

Counter Objections

Sell The Benefits

Reveal The Iceberg

‘This Is How It Is Always Done’

Close!

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‘Exclusivity’ – How To Sell It

• Ask for it!

• The 25% commitment rationale

• Speed vs. quality

• Dual commitment

• Window of opportunity

Negotiating Fees

Selling and negotiating our fees and our value.

All starts with self-belief.

Negotiating Permanent Recruitment Fees

Talk value. Not price.

The secret is to sell your differentiator.

What have you got, and what do you do that gives your client special value?

And it has to mean something to the client.

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What Differentiators Typically Count For Clients

• Access to unique candidates

• Quality of candidates

• Understanding of cultural fit

• Assessment process

• Speed of process

• Quality of consultants

• Representation of their brand

Remember…Sell the iceberg!

Quoting a fee is easy and meaningless.

Delivery at a price is what counts.

‘I can deliver at this price’.

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If you do decide to compromise on fee there is one golden rule.

What is it?Never reduce your originally

quoted fee without extracting a concession from the client.

Negotiating Temp Rates and Margins.

The ‘big secret’.

Shift the clients focus from the rate –to the cost!

$50 x 8 hours x 10 days = a total cost to you of $4,000.

“If you take the cheaper option Ms Client, you may well pay $45 per hour, but it is most unlikely you will get the calibre of individual and the quality of work I am promising you here today.”

“Indeed, your $45 an hour person is likely to take longer to do the job, absorb more of your time, and quite possibly make more mistakes.”

So $45 x 8 hours x 15 days = a total cost to you of $5,400.

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• Don’t discount T/P

• Temps are your asset

• You lose $ on a T/P

• The fallacious hire purchase argument

• A temp on a client site is an

appreciating asset

Temp To Perm. Don’t Give It Away!

• Do not pro-rata perm fees!

• Keep temp/perm distinction clear

• It’s timesheets weekly (temp)

• Or its fixed weekly/monthly rate (contract)

• Or it’s the full permanent fee

• It’s not 50% of the perm fee because it’s a six month contract

• Do the arithmetic

Long Term Contracts

• A perm fee at 20% for $75,000 placement is $15,000

• Client wants to pay half the perm fee because it’s a six-month gig. You

get $7,500

• But the margin you will earn on a $75k level person on a temp basis

for six months at a 22% margin is approximately $12,500

• $7,500 vs. $12,500

• Notice the difference?

• Give the client the choice

Don’t Pro-Rata Your Perm Fee For A Fixed Term Contract

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GrowingValue

Relevant Proactivity

Know Their Business

Growth Plans

Long Term View

Persistence

Empathy

Expand Relationships Feedback

Resilience.Learn To Love ‘No’ Face Your

Fears

Be “Green”

Expect & Celebrate

Reset & Take Action

Momentum Is

Everything

Pump Your Tyres

2nd Opinion

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The Five C’s of Sophisticated Selling for the Modern Recruiter

The 5 Cs of Sophisticated Selling

Collaboration

BelievabilityBranding

Positioning

4. Clients

Trust in Selling

The Sales Visit

Selling Exclusivity

Selling to Big Companies

Growing Value

Negotiating FeesPerm, Temp, T/P

Resilience in Selling

Selling CandidateRules

Selling Temp Pay Rate

Selling CandidateExclusivity

Selling The Offer

Selling TargetSalary

Storytelling

Social Selling

Flabby or Fit? Quiz

5. Courage3. Communication2. Candidates1. Credibility

Brutal Truths About Selling

Thank You!