Unit 3-3: Understanding Relationship Management in Recruiting Flashcards
(59 cards)
1
Q
What is networking?
1.1 The nature, purpose and benefits of networking.
A
- Socio economic activity;
- To recognise, develop and act upon business opportunities;
- Create a database of useful business contacts and groups;
- Information is gathered and relationships built;
- Physical or virtual.
2
Q
What benefits are gained from networking?
1.1 The nature, purpose and benefits of networking.
A
- Connect with candidates, clients and competition.
- Develop deeper relationships with existing contacts;
- New relationships with potential clients;
- Create low cost marketing opportunities.
- Develop knowledge, market awareness and business accumen.
3
Q
What is ‘joined-up’ networking?
1.1 The nature, purpose and benefits of networking.
A
- The uses of face-to-face and online networks in combination with one another.
4
Q
Provide some advantages of physical networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Develop greater rapport in the physical;
- Regular attendees;
- Ususally free;
- Meet local professionals.
5
Q
Provide some disadvantages of physical networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Take time out of the working day;
- May have to travel;
- Limited outreach;
- Difficult to measure success.
6
Q
Provide some advantages of virtual networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Do not have to travel;
- Can be conducted at a chosen time;
- Huge outreach;
- Easier to measure conversions.
7
Q
Provide some disadvantages of virtual networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Can be easily distracted;
- Needs to be regularly updated;
- Can easily open yourself up to wide-spread criticism;
- Use needs to be consistent and frequent.
8
Q
Provide some advantages of promotional networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Promotes logo and brand;
- Demonstrates community support;
- Positive PR and brand awareness.
9
Q
Provide some disadvantages of promotional networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
A
- Can be expensive;
- May not have a direct or instant impact on the business;
- Difficult to measure success;
- Can be time-consuming.
10
Q
Name the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
A
- Plan;
- Profession;
- Promote;
- Precise.
11
Q
Give some actions from ‘planning’ within the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
A
- Set clear, specific goals;
- Use marketing collateral;
- Research potential clients;
- Be consistent.
12
Q
Give some actions for being ‘professional’ within the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
A
- Consider appropriate language;
- Be polite and welcoming;
- Conduct yourself professionally.
13
Q
Give some actions for being ‘precise’ within the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
A
- Make time;
- Be consistent;
- Use ‘joined-up’ netwroking methods;
- Follow up on promised actions.
14
Q
Give some actions for being ‘promote’ within the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
A
- Demonstrate expert knowledge;
- Promote both professional and personal brands;
- Become involved in more than one group;
- Be consistent but not overbearing.
15
Q
What is a personal brand?
1.4 Considerations in creating a personal brand
A
Individuals differentiating themselves by identifying and communicating their unique value proposition.
16
Q
What are the benefits of creating a personal brand?
1.4 Considerations in creating a personal brand
A
- Enhance recognition, reputation and credibility as an expert in the field;
- Creates a strong, consistent and specific association between an idividual and the perceived value that they offer.
17
Q
What are the four elements of a personal brand?
1.4 Considerations in creating a personal brand
A
- Value proposition: what do you stand for;
- Differentiation: what makes you stand out;
- Marketability: what makes you compelling;
- Measurment: how do you evaluate success?
18
Q
What considerations should be paid to ‘value proposition’ when creating a personal brand?
1.4 Considerations in creating a personal brand
A
- What do I want to be known for?
- Your values or personal mission?
- Requires self-learning.
19
Q
What considerations should be paid to ‘differentiation’ when creating a personal brand?
1.4 Considerations in creating a personal brand
A
- How will you differentiate yourself from others;
- What makes me different?
- What are my values?
20
Q
What considerations should be paid to ‘marketability’ when creating a personal brand?
1.4 Considerations in creating a personal brand
A
- How will you promote your brand?
- What marketing channels?
- How will I communicate the message?
21
Q
What considerations should be paid to ‘measurement’ when creating a personal brand?
1.4 Considerations in creating a personal brand
A
- How will you evaluate success?
- Qualitative and quantitatively;
- Google analytics; Meta Business Suite;
- Testimonials and recommendations.
22
Q
Describe some attributes of a consulatative relationship:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
A
- Seller partners with the buyer to offer expert advice, information or help.
- High brand differentiator;
- Beyond selling features and benefits;
- Requires knowledge, patience, dedication, trust and credibility.
23
Q
Describe some benefits of a consulatative relationship:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
A
- Creates deep relationships over time resulting in repeat business and referrals;
- Saves the client time, money and effort;
- Adds value to both parties;
- Reduced costs;
- Increased productivity.
24
Q
Define the notion of added value:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
A
- V (Value) = B (Benefits) - C (Costs)
- Real benfits and measurable impact on the clients business.
25
What are the three different kinds of business relationship?
## Footnote
2.2 Explain the classification of different kinds of recruitment relationship.
1. **Existing**: clients who are currently using the service;
2. **Lapsed**: used the service in the past, but are not current users;
3. **Potential**: clients who have not yet used the service.
26
In relation to potential, existing and lapsed clients, what should a recruiter continuously analyse?
## Footnote
2.2 Explain the classification of different kinds of recruitment relationship.
* Potential clients are converted;
* Existing do not become lapsed;
* Lapsed become re-users.
27
Why might a client stop using a service?
## Footnote
2.2 Explain the classification of different kinds of recruitment relationship.
* No longer buying;
* Unhappy with the price;
* Unhappy with the quality;
* Unhappy with the service.
28
What acan a consultant do to stop a client from becoming lapsed?
## Footnote
2.2 Explain the classification of different kinds of recruitment relationship.
* Using compliant procedures;
* Being helpful and friendly;
* Providing information and advice;
* Consistently deliver a high quality service;
* Have strong brand identity.
29
Name the five stages of the buying process:
## Footnote
2.3 How to develop opportunities for consultative relationship building
1. Unaware;
2. Aware;
3. Comprehension;
4. Conviction;
5. Partnering.
30
In the context of the five stages of buying process, elaborate on **unawareness** and what one can do to progress the relationship:
## Footnote
2.3 How to develop opportunities for consultative relationship building
* The client is unaware of the brand;
* Direct marketing, media, internet adds;
* Outline the benefits of the service and the brand.
31
In the context of the five stages of buying process, elaborate on **awareness** and what one can do to progress the relationship:
## Footnote
2.3 How to develop opportunities for consultative relationship building
* The client is becoming aware of the brand but no relationship yet;
* Specific and targetted direct marketing;
* Focus on the known needs or issues.
32
In the context of the five stages of buying process, elaborate on **comprehension** and what one can do to progress the relationship:
## Footnote
2.3 How to develop opportunities for consultative relationship building
* The client is aware of the brand but is still using their current service provider;
* Personal face-to-face selling and existing customer testimonials.
* Recruiter should focus on specific issues and service perceptions.
33
In the context of the five stages of buying process, elaborate on **conviction** and what one can do to progress the relationship:
## Footnote
2.3 How to develop opportunities for consultative relationship building
* The client is convinced about the benfits of the service and may commit to use the recruiter for some but not all of their needs;
* Personal face-to-face selling and service measurement.
* Recruiter should keep regular contact to prevent them from becomig lapsed.
34
In the context of the five stages of buying process, elaborate on **partnering** and what one can do to progress the relationship:
## Footnote
2.3 How to develop opportunities for consultative relationship building
* Working in true partnership with the client;
* Personal face-to-face selling, service compliance and measurement to ensure that the relationship contiues in the long-term.
35
What communication tools can be used to develop, maintain and enhance consultative relationships?
## Footnote
2.4 Effective communication tools and techniques
* Face-to-face meetings;
* Telephone;
* E-communication;
* Marketing collateral;
* Exhibitions;
* Networking.
36
Name the different client profiles within recruitment sales?
## Footnote
2.4 Effective communication tools and techniques
* Financial buyer;
* User buyer;
* Technical buyer;
* Executive buyer
37
Describe a 'finacial buyer' and their motivations?
## Footnote
2.4 Effective communication tools and techniques
* Finance Director, Operations Director, Procurement Manager;
* Mostly concerned about price;
* Recruiter should focus on ROI, financial elements and profit improvement.
38
Describe a 'user buyer' and their motivations?
## Footnote
2.4 Effective communication tools and techniques
* Line Manager, Branch Manager, Site Manager;
* Responsibility for the direct impact of a service;
* May not have the final purchasing decision;
* Recruiter should focus on efficiency, deadlines, staff welfare, absence, customer service etc.
39
Describe a 'user buyer' and their motivations?
## Footnote
2.4 Effective communication tools and techniques
* Line Manager, Branch Manager, Site Manager;
* Responsibility for the direct impact of a service;
* May not have the final purchasing decision;
* Recruiter should focus on efficiency, deadlines, staff welfare, absence, customer service etc.
40
Describe a 'executive buyer' and their motivations?
## Footnote
2.4 Effective communication tools and techniques
* Often overall decision maker or strong influence on buying;
* Recruiter should focus on long-term relationships, strategic alignment, partnering.
41
Name the two ways in which client satisfaction can be measured:
## Footnote
2.5 Ways of monitoring client satisfaction and exceeding expectations
* Quantitatively - numeriacl significance, rations, formal surveys and performace figures.
* Qualitatively - focussed on guaging feelings, reactions and perceptions of the service offered.
42
Name some qualitative tools through which client satisfaction can be measured:
## Footnote
2.5 Ways of monitoring client satisfaction and exceeding expectations
* Satisfaction surveys;
* On-line questionnaires;
* Service level meetings;
* Contract agreement review;
* Compliance audits;
* Focus groups.
43
What is candidate qualification?
## Footnote
3.1 How the process of qualifying candidates contributes to the relationship
* An iitial discussion early on in the recruitment process;
* Allows the recriuter to matych a candodates suitability to specific role-focused criteria;
* Focus on skills, knowledge and attitude.
* Assessed with appropriate and probing Q's.
44
What areas could be probed to validate and clarify candidate information?
## Footnote
3.1 How the process of qualifying candidates contributes to the relationship
* Reasons for leaving;
* Commitment to job research;
* Work experience;
* Specific skill sets and levels;
* Relevant qualifications;
* Current availability;
* Transport;
* Flexibility;
* Desired location;
* Required sector;
* Company culture;
* Transferable skills;
* Expected pay and benefits.
45
What areas could be probed to validate and clarify candidate information?
## Footnote
3.1 How the process of qualifying candidates contributes to the relationship
* Reasons for leaving;
* Commitment to job research;
* Work experience;
* Specific skill sets and levels;
* Relevant qualifications;
* Current availability;
* Transport;
* Flexibility;
* Desired location;
* Required sector;
* Company culture;
* Transferable skills;
* Expected pay and benefits.
46
What are the benefits of qualifying a candidate?
## Footnote
3.1 How the process of qualifying candidates contributes to the relationship
* Provides both parties a sense of value and reason to commit to one another;
* Helps build and develop an honest and trusting relationship;
* Ascertains suitability in terms of skills, knowledge and attitude.
* Ensures that good quality candidates are not overlooked;
* Ensures candidates that do not match requirements are ruled out.
47
What are the benefits of qualifying a candidate?
## Footnote
3.1 How the process of qualifying candidates contributes to the relationship
* Provides both parties a sense of value and reason to commit to one another;
* Helps build and develop an honest and trusting relationship;
* Ensures that good quality candidates are not overlooked;
* Ensures candidates that do not match requirements are ruled out.
48
What tools can assist in establishing candidates' current needs and long-term aspirations?
## Footnote
3.2 How to identify candidates' current needs and long term aspirations
* Using CLAMPS provides clarity about a candidates aspirations and motivations.
* **C**hallenge
* **L**ocation
* **A**dvancement
* **M**oney
* **P**restige
* **S**ecurity
49
Why is it important to manage candidates' expectations?
## Footnote
3.3 Explain the importance of managing candidates' expectations
* Set realistic expectations;
* Gain commitment;
* Encourage trust and loyalty;
* Demonstrate consulatative service'
* Avoid drop-outs.
50
List some benefits of managing a proactive database of candidates:
## Footnote
3.4 Identify the factors to be taken into account in building and managing a productive database of candidates
* C's are qualified, quantified, checked and referenced;
* Reduces fill time / increases profit;
* Allows for effective pipeline management;
* Highlights sales opportunities
51
List some factors that must be taken into account when building and manageing a productive database of candidates:
## Footnote
3.4 Identify the factors to be taken into account in building and managing a productive database of candidates
* Accurate first time, every time;
* Quality over quantity;
* Regularly updated;
* Easily searchable;
* Compliant.
52
List some CV parsing criteria that are used in the active parsing of CV's:
## Footnote
3.4 Identify the factors to be taken into account in building and managing a productive database of candidates
* **Grammar rules**: distinguish between the meaning of words;
* **Keywords**: identify keywords, phrases or text paterns;
* **Statistical rules**: apply numerical rules.
53
List some benefits of marketing candidates:
## Footnote
3.5 Explain the factors to be taken into account in marketing candidates.
* Identify potential sales opps;
* Gain a candidates market worth;
* Build candidate commitment;
* Enhance candidate relationships.
54
List some considerations that should be made prior to marketing a candidate:
## Footnote
3.5 Explain the factors to be taken into account in marketing candidates.
* Check a candidates willingness and eligibility to work;
* Set objectives;
* Plan call structure;
* Pre-empt and manage objections.
55
List some reasons for establishing a clear and realistic communications plan:
## Footnote
3.6 Explain the purpose and features of an effective communications plan to build relationships with candidates
* Gains commitment;
* Establishes availability;
* Provides a structured relationship;
* Supportive and developmental;
* Saves time;
* Manages expactations;
* Develops leads.
56
List the three stages of implementation in an effective communications plan:
## Footnote
3.6 Explain the purpose and features of an effective communications plan to build relationships with candidates
* **Establish** purpose, reasons and method;
* **Agree** methods, times and frequency;
* **Execute** actions in a conscise and structured manner.
57
What can a candidate be encouraged to brief themselves on prior to interview?
## Footnote
3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)
* Research the organisation;
* Understand the role;
* Prepare annswers for expected Q's;
* Prepare evidence of relevant competencies;
* Consider questions to ask;
* Reflect on motivations and career goals;
* Consider appearance;
* Plan travel arrangements.
58
Define feedback:
## Footnote
3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)
The enforcement or refinement of specific skills, knowledge and interpersonal behaviours, which give rise to learning, development and action.
59
List some positives of providing candidate feedback:
## Footnote
3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)
* Provides praise, encouragement and opportunities to learn;
* Provides areas for training, development and upskilling.
* Shows support and that C is valued and respected;]
* Shgould be balanced and maintain C's self-esteem.
