There are two specific questions that will no doubt be asked while interviewing a recruiter; these two questions seem to resonate as if they have the power to make or break the success of that person. The two questions are: 1. how many searches they can carry at one time and 2. what their average ‘time to close’ is.
Many companies aim to bring recruiters on board who have the ability to source passive candidates in an effort to canvas more of the market as well as minimize the need to utilize an external search firm.
Although these companies seek recruiters with these skill sets, they continue to align their KPIs based on their ability to handle high volume work with extremely tight time constraints that do not allow for passive recruitment. In essence, the recruiters are ‘bogged down’ with too many requisitions which pushes them to rely on candidates that apply for jobs given they do not have time to passively recruit.
I would like to offer an alternative view to recruitment. To be effective, a recruiter must be relationship-driven and be supported and encouraged to take the time necessary to:
When recruiting becomes about the numbers (how many roles can you handle at one time and how quickly can you close them) rather than the relationships, it waters down the effectiveness and impact that a recruiter can really have on an organization. To set recruiters up for success and attract those that are relationship-driven there are key elements that must be present in an organization:
This structure allows for:
Leadership that not only understands the value of new talent coming in the door but also understands the value of their existing talent that is bringing in that talent is critical. If you want an impactful and effective recruiting organization, protect your brand by hiring people that are encouraged to and understand how to build relationships.