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Recruiting Best PracticesOnline | Just-In-Time | Customized

Jeff KayePresident & CEO

Building a Next Level Search Practice/Firm

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Manufacturing Plant

• Theory X• Command and

control• Process driven

systems

Sales Management

• Usually more of a blend of Theory X and Theory Y

• More directive coaching

• People and numerical tracking driven systems

Rainmaker / Partner

• True empowerment model

• More supportive coaching

• Leadership acts more as resource and consultant in supporting partners who lead their own units

• Usually shared ownership with more participatory governance

Franchisor

• 100% service oriented in providing a positive value proposition

• Essentially “work for” the franchisee and franchisee is free to basically run business 100% autonomously with very few restrictions

The flaw in mid-management search is the necessity in evolving approachLocal vs. National• Local needs to be functional easier to grow / scale• National needs to be industry easier to specialize

WHY IS OUR INDUSTRY SO “COTTAGE LIKE”

Model #1Lifestyle Recruiter

Model #2Rainmaker

Model #3Multiple

Rainmakers

OR

Your objective is to decide, and then build, what YOU want!

SEARCH PRACTICE/FIRM MODELS

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Offering (Shared Resources Model)

Culture Services - Hiring - IT - Training - F & A - MarCom - Admin - Legal - Etc.

$ Rewards

BUSINESSES WITHIN A BUSINESS

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CAREER PATH

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Phase I

• Maximizing performance as a solo desk operator (for you or an SC/TL at your firm).

Phase II

• Hire Sourcing/Project Coordinator to assist with research and recruiting (for you or an SC/TL at your firm).

• Leverage and outsourcing

Phase III

• Promote or add Project Management Staff to assist with deal running and others for pure recruiting and research (for you or an SC/TL at your firm).

Phase IV• Promote or add Project Director, develop project manager and other

sourcers and project coordinators who can all effectively manage the vast majority of your personal desk (for you or an SC/TL at your firm).

• Begin to add additional full-life cycle search consultants and consider adding experience search consultants and establishing additional search practice areas.

TYPICAL TEAM EVOLUTION*no such thing as typical

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Phase V and Beyond

• Implement your blue print for the search practice/firm you wish to create (for you or an SC/TL within your practice/firm).

• Ensure appropriate culture, infrastructure and economics to allow this blue print to succeed for you and your team.

• Project staff member could become practice partner with 5+ member team.

• SC/TL could spend more time as a PL and turn over more of the practice to project staff.

• Could “sell” team to project staff and move into full time leadership.• No matter what, the key is that annualized earnings is now more than

once billed and is feeling more challenged, a sense of growth, and in greater need of you.

• Key to all of this is concept of leverage.

TYPICAL TEAM EVOLUTION*no such thing as typical

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TRANSITIONING OFF THE HAMSTER WHEEL

Running a Solo Desk

Leading a Diversified

Search Practice/Firm

• Effective navigation through business life cycles

• Continuous improvement and reinvestment back into business

• Timeline dependent on desire, capital, people and market conditions

• Perpetual journey in search of mastery and closing the gap between achievement and potential

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WHAT IS YOUR “WHY”?No matter which model you select, for you and everyone on your team, it all starts with the “why”.

• What is YOUR “why”?• Kent Burns – NLE TV Episode and book “What is your

“why”?

• What are the “why’s” of those on your team?• What must be done to achieve each “why”?

• (How much in savings, and by what date)

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BUDGET TO GET YOUR WHY$600 Apartment, renters insurance, bills$500 Car, insurance, gas, maintenance$250 Health insurance, supplemental disability and life$500 Household (groceries, supplies, maintenance)$400 Entertainment, clothing, gifts, charity, etc.$0 Debt$2,300 Total $1,000 Savings (30 year old who desires $5k/month retirement, with $3,300 Month inflation adjusted from age 68-88 needs $900,000 by

age 68 assuming 5% return and 2% inflation)

Earn $50,000 to net $39,485

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BUDGET TO GET YOUR WHY$2,000 Home mortgage (after tax effect), insurance, taxes, bills$1,000 Car(s), insurance, gas, maintenance$750 Health insurance, supplemental disability and life$750 Household (groceries, supplies, maintenance)$500 Entertainment, clothing, gifts, charity, etc.$500 Kids, school/college fund, pets$0 Debt$5,500 Total $1,750 Savings (40 year old who desires $5k/month retirement, with $7,250 Month inflation adjusted from age 68-88 needs $900,000 by

age 68 assuming 5% return and 2% inflation)

Earn $120,000 to net $87,000

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1. Determine savings needed by what date– Retirement age and amount needed at that date– This is the savings component needed– What amount/percent per year saved

2. Determine annual budget including #13. Determine gross income needed to achieve #24. Determine cash-in required to achieve5. Determine metrics needed to achieve

LONG TERM PLAN: ANNUAL OBJECTIVES

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3. Determine gross income needed: $120,0004. Determine cash-in required to achieve: $300,0005. Determine metrics needed to achieve:

• 12 Placements at $25,000 each• 1 First time face-to-face per week (4:1 ratio)• 2 Submittals per week (2:1 ratio)• 1 Search Assignment per week (4:1 ratio)• Presentations

• Client to get 1 Search Assignment per week – 2 per day• Candidate to get 2 Submittals per week – 8 per day

EXAMPLE: SNIPER RECRUITER

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3. Determine gross income needed: $120,0004. Determine cash-in required to achieve: $300,0005. Determine metrics needed to achieve:

• 17 Placements at $17,500 each• 3 First time face-to-face per week (9:1 ratio)• 15 Submittals per week (5:1 ratio)• 2 Search Assignments per week (7:1 ratio)• Presentations

• Client to get 2 Search Assignments per week – 8 per day

• Candidate to get 15 Submittals per week – 12 per day

EXAMPLE: SHOTGUN RECRUITER

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• Phone time• Client attempts• Candidate attempts• New names gathered• Effectiveness of voicemails• Telephone interviews• Second face-to-face interviews• New client marketing presentations• Follow-up client marketing presentations• New recruiting presentations• Follow-up recruiting presentations• Total conversations• Offers• Retained versus contingency stats

OTHER POSSIBLE BREAKDOWNS

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SUCCESS FORMULA1. PLAN EACH DAY (calls and time blocking) – all in “Recruiter

ADD”, “Power Planning” by Jordan Rayboy and Module 2 Foundation Program

2. EXECUTE• Begin with the end in mind for each call• Squeeze the orange• Close the call with a summary of understanding and commitment for

action• Remind yourself “you eat what you kill today”

“I think there is a myth that high billing recruiters do things differently than other recruiters. In fact, I think they do their business the same way. The difference? The high billers just do the right things - the small things, over and over and over again. When you add doing the right thing over and over and over again, it turns into HUGE billings.”

- Kathleen Kurke, National Practice Leader, Starbridge Group (Excerpt from Brian Wright’s upcoming NLE Big Biller Episode)

3. ENTER METRICS, ANALYZE, AND COURSE CORRECT

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NAME: DAILY METRICS DAY/DATE: RECRUITING PRESENTATIONS MARKETING PRESENTATIONS

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

TOTAL: TOTAL:

Name Company Title Outcome Name Company Title Outcome

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

11 11

12 12

13 13

14 14

15 15

16 16

17 17

18 18

19 19

20 20

OUTCOME CODES OUTCOME CODES

1: Interested - took CDS 6: N/I - compensation 1: Has viable needs - took SA 6: Using another firm

2: Interested - taking CDS 7: N/I - relocation 1: Has viable needs - scheduled call for SA 7: Using other sources

3: N/I - happy 8: N/I - timing 2: No openings 8: Send us some information

4: N/I - position 9: N/I - hung up 3: Call someone else 9: Need to get on vendor list

5: N/I - company 10: N/I - other 4: Don't use recruiters 10: N/I - other

TOTAL SUBMITTALS: TOTAL SA'S: 1st F/F ARRANGED:

1: 1: 1:

2: 2: 2:

3: 3: 3:

4: 4: 4:

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NAME: WEEKLY METRICS WEEK ENDING: RECRUITING PRESENTATIONS MARKETING PRESENTATIONS

MONDAY: MONDAY:

TUESDAY: TUESDAY:

WEDNESDAY: WEDNESDAY:

THURSDAY: THURSDAY

FRIDAY: FRIDAY:

WEEKLY TOTAL: WEEKLY TOTAL:

CANDIDATE SUBMITTALS SEARCH ASSIGNMENTS

MONDAY: MONDAY:

TUESDAY: TUESDAY:

WEDNESDAY: WEDNESDAY:

THURSDAY: THURSDAY

FRIDAY: FRIDAY:

WEEKLY TOTAL: WEEKLY TOTAL:

FIRST TIME FACE-TO-FACE INTERVIEWS ARRANGED

MONDAY:

TUESDAY:

WEDNESDAY:

THURSDAY:

FRIDAY:

WEEKLY TOTAL:

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DIAGNOSIS AND PRESCRIPTIONISSUE: Low volume of presentations POSSIBLE SOLUTION: CONTINUED EDUCATION:

Call reluctance Role play recruiting/marketing script and resistance repetitively

"Telephone Mastery" by Scott Love, "Attraction Based Recruiting" by Greg Doersching, NLE Library

Planning issue Allocate one hour per day for planning and name generation

"Power Planning" by Jordan Rayboy, "Recruiter ADD" by Jeff Kaye, Module 2 Foundation, NLE Library

Motivation issueSeek to understand why, connect long-term goals to short-term behaviors, secure permission for accountability

Identify and read motivational book (great list in Brett Blair Big Biller Episode) or engage in life coaching program

Name gathering issue Allocate one hour per day for online name generation

Facilitation Guides by Mark Berger, Module 11 Foundation, NLE Library

Too narrow of a marketplace defined Expand market using metrics for FILL "Market Mastery" by Jeff Kaye, Module 1 Foundation, NLE Library

Execution issue (too many gaps over 3 mins from dial to dial)

Close out everything in 40 minute chunks of time

"Power Planning" by Jordan Rayboy, "Recruiter ADD" by Jeff Kaye, Module 2 Foundation, NLE Library

Too long of conversations with too few candidates Schedule CDS calls after hours Module 12 Foundation

Lacking passion/connection to client/search

Schedule conference call with hiring manager, secure additional information/sizzle Module 6 and 9 Foundation, NLE Library

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1. Be one step ahead with career path

2. Be willing to do whatever you ask someone else to do

3. High expectations but very transparent (make it about them not you)

4. Ask yourself what you are doing to model the behaviors that you want

5. Help people get what they want6. Be appreciative and grateful7. Be empathetic8. Team unity and fun9. Receive feedback without negative

ramifications10. Be willing to experience a short-

term imbalance in service of getting back on track by getting in the trenches equally

Coaching and Accountability for Course Correction

DIAGNOSIS AND PRESCRIPTION

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Each person to share 1 specific best practice in each of the listed areas (rotate by topic):

Solo• How do you stay motivated?• What are your time management or efficiency best practices? • What do you outsource (admin, research, social media), to whom, and what are

your tips for effectiveness with that outsourcing?• What KPI numbers do you track, why, and what do you learn from them?• What additional professional development activities do you engage in

(networking groups, professional coaching, books read, seminars attended, etc)?

Rainmaker• Hiring• Training• Performance Management/Coaching• Team Culture

Multiple Rainmaker• All areas above, plus MarCom and Operations

EXERCISE

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Jeff KayePresident & CEOjeff@nextlevelexchange.comwww.nextlevelexchange.com

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