Recruiting is a tough job. Without the ability to build credible relationships, it can be near impossible to be successful.
Dave’s comments about Relationship Credibility (yesterday’s blog : http://www.workpuzzle.com/workpuzzle/2008/12/simple-rules-of.html ) were confirmed by some comments from Peter Weddle this week. Here is part of what Peter said in his newsletter:
“Recruiting is a profession that is most accurately defined as the art of forming honest connections with people so they can be persuaded to do what they don't want to do. Unlike a customer in sales, most of our prospects-and especially the most talented ones-aren't looking for what we have to sell. They are already employed and loath to experience the disruption and stress caused by changing employers. They don't want to "buy" our employer's value proposition, and recruiting techniques alone-even the best ones-won't change their minds. Let me explain what I mean.
The definition above has two parts. Both are essential to success:
• One part, of course, involves the activity of persuasion. We have to present a compelling argument that our opening is (a) better than any other opening out there-the best talent, after all, has plenty of choices-and (b) that our opening is also worth the hassle of their making a change.
• The second part involves the activity of forming of honest connections with our prospects. We have to convince them that we (a) understand and respect their unique values, goals and needs-what makes them the talented person they are-and (b) have their best interests at heart.
Good recruiters appreciate the first part of that definition and use Best Practices to execute it. The best recruiters, in contrast, are equally as able to accomplish the first part and devote considerable energy to accomplishing the second part, as well.”
Notice the “secret ingredient” that Peter attributes to great recruiters: forming honest connections with our prospects.
These honest connections are built on the what Dave called the “substance” of relationship credibility—learning about the other person’s story and then integrating what we have to offer as recruiters into the person’s big picture.
Of course, the process breaks down without honesty. As a recruiter, do I really have an opportunity that has the candidate’s best interests at heart?
If I don’t know the candidate’s story, I can’t honestly answer that question.
If I put my own interests (just getting the job filled) above the candidate’s interests, then an affirmative answer is not an honest one.
This is difficult set of requirements—maybe that’s why Peter reserves it for “great recruiters.”
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