W1 D3 Flashcards
(25 cards)
PART 3 GAIN FLEXIBILITY
benefits
Manage expectation
No such thing as perfection
Widen search parameters
Makes a candidate easier to close
Makes a job easier to fill
Tests priorities
More money
PART 3 GAIN FLEXIBILITY
questioning for flex
If I was able to find X, would you compromise on Y?
In the event I am unable to find X, would this be a deal breaker?
If I find X&Y, but it would require Z from you, would you want to consider this?
If we are able to secure XYZ, would you be able to respond quicker?
PART 3 GAIN FLEXIBILITY
areas?
Time - Quality (type of client, travel, commute, industry) - cost (salary, bonus, benefits, allowances)
PART 3 GAIN FLEXIBILITY
selling for flex
Job/candidates
There is one client that has come to mind, they can offer XYZ but…
Post placements
Looking at the past 10 placements we have made in
X in the Y area, the average salary offered has been Z…
Market conditions
In the current market, clients will respond more favourably to…
PART 3 GAIN FLEXIBILITY
CV stripping
CV Stripping is the basic skill of questioning a candidate on their CV with the aim of generating information to build your market.
The amount of business development you will get from candidate calls is 100% down to how disciplined you are in CV Stripping on every call!
Manager name from each employer on the CV
Team size at each site
Project stage at each site
Other senior managers he worked with at each site
Which employers he would work for again (reintroduction)
Where those people work now if they have moved on
PART 3 GAIN FLEXIBILITY
CV stripping questions
When stripping a CV, it is important to phrase questions in such a way that candidates feel comfortable sharing the information with you.
How many other Salesforce.com developers were you working alongside in that role?
We work with Mike at X, who is it that you reported in to?
From a stakeholder communication perspective, what‘s the seniority of the people you dealt with at X…who would be an example?
What was the size of that project? What stage are they at now?
Who was heading the project when you were there?
Where did they move on to?
Which manager would you like to work with again?
PART 3 GAIN FLEXIBILITY
Building up leads
It is necessary, especially in the contract market that you build rapport with the candidates, find out their needs and sell the opportunity first before obtaining leads.
For Example
What kind of projects have you been working on?
How many lifecycles have you been involved in?
What do you like about your current project?
What are you expectations in your next project?
Then ….
Ask for their manager’s name, size of the project etc.
PART 3 GAIN FLEXIBILITY
Candidate Leads
Hot Jobs
What other roles have you heard about on the market during your current job search?
Future Projects
I understand things are going very well at Avanade at the moment, what additional BI projects have they recently won?
Manager Names
We‘re in touch with Richard at Nexell, who did you report in to?
Interview Leads
Your profile will be popular in the market.Who else have you been meeting with to discuss opportunities?
MAN
Our last placement at K3 interviewed with X, Who hired you when you took the role at K3?
Rejected offers
Not everything on the market is going to be a suitable career move, what offers have you turned down recently?
PART 3 GAIN FLEXIBILITY
references
Getting references from candidates is an essential part of building your business
Add references to the database to build contacts
You increase your credibility as a recruitment consultant
It‘s a chance to build rapport with the client on the initial call
Taking a reference often creates a backfill opportunity
Make a follow-up call to the client to pull a job
PART 4 LOOK FOR BAD NEWS
looking for bad news
prevention address it upfront time to gather info improves rapport ask for help manage expectation time to prepare back up no surprises client prep
Not ready to change roles “Just looking” Spouse not agreed to relocation Trying to negotiate a counter-offer Withheld salary information Cannot make time for interviews Visa issues (only Tier 1 or EU passport acceptable or US citizens only) Security clearance
PART 4 LOOK FOR BAD NEWS
Uncovering bad news
Have you looked into the cost of living in…
Have you asked for a bigger challenge…
What other job opportunities are you considering?
What stage of the interview process are you at?
How do your other opportunities compare to what I have outlined?
What would you need to consider before accepting a new role?
What do your family think about you deciding to change jobs?
PART 4 LOOK FOR BAD NEWS
re-locators
Keeping control of the process when dealing with Re-locators is vitally important. Here are some way you can do that.
no loyalty to new destination?
Spend time explaining the new market to them.
Gain their trust. Always go above and beyond
Salary before and after tax?
Make them aware as early in the process as possible. Explain the difference between their current country and their destination
Property?
Research areas for the candidate.
Explain deposits, fees and arrange viewings for them
Lifestyle?
Understand your candidate and tailor your pitch to their needs.
Show them things to do in their new destination
The offer?
Fully explain every part of the offer so there can be no confusion at the later stages of the process
PART 5 SELL
need based selling
time
Work unattended, project deadline, loss of revenue
quality
Vertical experience, people management, qualifications
cost
Salary/budget inflexible, budget spent for the year, ROI
PART 5 SELL
Tailoring USPs to your market
Each business has its own specific USPs. However you should be tailoring these to your particular market. Whether this be the country, region or product.
You can do this by using phrases such as the below after your USP…
“What we’ve found to be the case in Texas is…”
“The DACH region is one of the most successful within our business…”
“This has been effective in the New York City CRM channel”
“Our DACH team is now over 20 consultants strong…”
“Our Florida team has now increased in size to 15 consultants”
PART 5 SELL
Sales Pitch
FEATURE
an element of our service
ADVANTAGE
what this means
BENEFIT
solving the need
PART 5 SELL
benefit
Benefits relate to the individual. They say how the features and advantages will affect the individual and are therefore much more persuasive.
The deeper and more personal the benefit you can provide, the more powerful your sales pitch will be.
The benefit phrases people like to hear are:
You don’t have to worry because… You can be confident that… This will give you a peace of mind because… You can be reassured that… The benefit of this to you will be… This means for you…
PART 5 SELL
delivering?
Stand - shoulders back - confident tone - believe it
PART 5 SELL
selling a job to the candidate
Client Reputation Past Placements Role Trajectory (progression) Technology they will use Project/Client Sector they will get to add to profile Manager (e.g. empowering not micro management) Office (Location, Quality, Environment) % of Travel Newly created role Hiring driven by growth Training Salary or rates Benefits/expenses Project plans and stage Company Culture Team Size Recent News about the company Role new to market
PART 6 CONFIRM
confirmation?
The confirmation stage is a vital part of your structure and should not be over looked. There are several benefits of the confirmation stage.
Evidence Listening
Confirm you have sold what you think you have
Check you haven’t missed anything
Check Understanding
PART 6 CONFIRM
closing a candidate qual.
We should always be closing on the next steps that will get us closer to placing this candidate:
Scheduled follow-up call Exclusivity Specific interview times Taking CV/Resume off job boards Sending updated CV Return permission email Taking an interview later today Lower salary / rate expectation Contacting FRG before submitting CV anywhere
PART 6 CONFIRM
benefits and consequences
We need to make sure that our candidates know both the benefits and the consequences of not doing something.
cv back on time
committing to interview time
time to think about it
PART 6 CONFIRM
objections handling method
empathy
question
sell
close
PART 6 CONFIRM
objections handling method
empathy?
Not agreement Not Side Step Genuine Authentic (back story) Patient Tailored
PART 6 CONFIRM
objections handling method
Empathy statements
Empathy statements consist of 2 parts; expressing that you understand and then demonstrating why you understand …
At this stage you do not Question or Sell! I understand I appreciate I can see where you are coming from That’s interesting I take that on board That’s not uncommon I’ve encountered this before
