How to Recruit a Great Recruiter

Engaging a recruiter is supposed to eliminate the heavy lifting for the business; its human resources department as well as managers and supervisors who may also be engaged in the interview and selection process. That’s why they get the fat fees. The fees cover the rigors of the selection process. It is not simply payment for the applicant ultimately hired; it is compensation for the many candidates they sifted through to find that one employable applicant.

We would like to believe that all the candidates referred by recruiters are at the top of the applicant list and, as a result, some businesses may drop their guard on the assumption that it really would be difficult to make a poor choice.

This mindset, apart from being totally naïve, suggests that over -reliance on subpar recruiters may be the reason businesses end up with a few employees unable to pour water from a boot even though the instructions are on the heel.

In fairness to the recruiters of the planet, qualified applicants can sometimes be difficult to find. However, if your recruiting firm is consistently sending you undesirable, unqualified applicants and you are beginning to think that they couldn’t find a decent applicant at a Harvard Class Reunion, it is time to re-evaluate the relationship.

First—examine yourself

• Have you appropriately and clearly conveyed your expectations to the recruiting firm?
• Have you thoroughly explained your business, its culture and mission to the recruiting firm?
• Have you extended an invitation to the firm for a tour of your business?
• Are the job descriptions you are providing your recruiting firm completely accurate or are they too general or outdated?

If the answer to any of these questions is no, then address the issue(s) before throwing the firm overboard. The problem may be one of your own making.

Give any “fixes” you have had to make a couple of weeks to take root. If you are still having unacceptable applicants being sent your way, then it is time to show this recruiting agency the door.

Great Recruiters Aren’t Born, They Are Made

Before you can bring a great recruiting firm on board, the definition of “great” must be established. Naturally, this definition will vary from business to business. There are, however, several common requirements that can form the nexus of your search.

• Avoid “order-takers”; you are looking for a recruiting firm, not wait-staff. They are easy to spot. If the firm doesn’t ask questions, doesn’t dig deeper into the requirements for the position you are trying to fill, then, move on. All they are interested in is their fee.
• Approach recruiting firms that understand and recruit for your specific industry. A quality recruiting firm will want to know why the position is open. The right firm should be able to demonstrate that it has a basic understanding of the requirements for the job and a willingness and even eagerness to learn more.
• A great recruiting firm will communicate regularly, informing you of progress

  (or no progress); they will return your calls and will be available to receive yours.

Returning to the point that great recruiters are “made, not born”; it is important that an enterprise that is relying heavily on a recruiting firm to meet staffing needs should also be willing to make an investment in developing the relationship.

It is possible to turn a good recruiting firm into a great recruiting firm by making such an investment. Of course, you need to find a good recruiting firm first!

Consider, for a moment, the time and effort your business invests in its relationships with suppliers, vendors and bankers. Would you not agree that the relationship with the recruiting firm upon which you rely to staff your business is of equal importance? Of course you would—you just haven’t viewed your recruiting firm from this perspective before.

Recruiting a great recruiter consists of the following:

• Do not accept mediocrity. If your current recruiting firm is a constant disappointment and you have clearly determined that the problem is not exacerbated by any shortcomings on your part, cut the cord!
• Following the three-point definition of a good recruiter, engage a good recruiting firm.
• Nurture a relationship with that good recruiting firm. Bring them into your business much in the same way you would a vendor, banker or supplier.
• Encourage a sense of partnership with your recruiting firm
• Measure the results of your efforts. There is no substitute for inspecting what you expect. Hiring successes and failures should be carefully monitored.
• Discuss successes and failures with your recruiting firm. No one learns anything in a vacuum.

Approaching the business relationship with your recruiting firm from this paradigm will improve the results you achieve. I guarantee it!