Recruiters are often the front line of the hiring process; they advertise an open position, read more résumés than they’d like, interview and screen multiple candidates, and finally present the best of the best to the hiring manager (HM). This includes candidates who have the job-related skills, as well as being the proper cultural fit.
And for this service, employers pay a hefty price—25% to 30%—of the new hire’s first annual salary. You could say recruiters are the middle-person between job candidates and employers. You could also say it’s a pressure-filled and thankless job at times.
Recruiters earn their salary from their employers. Some candidate don’t understand the pecking order of the hiring process. In this sense, these candidates might feel slighted. I witness this in my role as a career strategist in an urban career center.
Said job seekers feel that recruiters are unresponsive, clueless about the role, don’t have their interest in mind, make them promises that fall through, among other faults. In some cases, job seekers’ complaints are warranted, but in other cases they’re placing blame for their own pitfalls.
1. Understand that recruiters are humans, too
No one takes a job to fail. They don’t start on day one with the mission of being a lousy employee. Some people may approach their job halfheartedly, not quite sure what they’re doing, but they don’t say to themselves, “I want to be the worst employee possible.” This applies to recruiters, as well.
Recruiters face the possibility of failure on a daily basis. Agency recruiters, who get paid only when they place a candidate in a company, face rejection from the companies that employ them. Likewise, corporate recruiters who have the ear of HM—more so than agency recruiters—get frustrated when they find the ideal candidate, only to be rejected for one reason or another.
According to Steve Levy, a principal recruiter, and social media consultant, a very small percent of recruiters are cut out to succeed in their trade. I talked to him recently to get a feel of the life of a recruiter. Steve’s goal is foremost to find the most qualified candidates for his boss; but he also aims to help candidates succeed in their job search. The two are not mutually exclusive. If a candidate is not a fit for Steve’s boss, he’ll refer them to other companies where they might be a fit.
2. Hiring managers ARE the bottleneck
But it’s not this simple.
It’s often said that HMs are looking for the purple squirrel, someone who meets all the requirements of the position, plus some. This might be true, but only because of their reluctance or fear of hiring the wrong candidate and having to start over.
Hiring the wrong candidate is costly. This can include opening a new requisition for a replacement; paying a recruiter fee, yet again; weeks of searching for a replacement; setting up benefits; training; and, if the employee was customer-facing, the possibility of lost customers due to damaged relationships.
Recruiters and candidates are both victims of HMs who are unresponsive, making them wait days, if not weeks, for the verdict. The candidate is in a state of limbo, waiting anxiously by the phone for a yea or nay from the recruiter. The recruiter on their part tries to keep an open line of communication, but they only know as much as the HM tells them. Being in a state of limbo is disheartening for the candidate and recruiter.
Then there’s the fact that HMs aren’t necessarily astute when it comes to interviewing candidates sent to them by recruiters. I asked recruiters who frequent a Facebook group, Recruiters Online, how they feel about hiring managers. One respondent, Steve Lowisz, added, “Most hiring managers have never been trained on how to work with internal or external recruiters….We need to stop, and educate them on the process of how to interview”
3. Make the recruiter’s job easier
Apply for jobs for which you’re qualified
One major complaint recruiters have of job seekers is that they apply for jobs for which they’re not qualified. If you have little to no experience in program management, don’t apply for a program management position.
“Carefully read the job description,” Levy advises, “to make sure you are qualified. If you’re not, don’t apply.” Sounds like a simple directive, right? Unfortunately some job seekers don’t heed this advice and use what’s called a “spray and pray” approach.
Write a sound résumé
This starts with expanding more on positions that are relevant, not positions you performed in the past. Shelby Mangum weighed in from Recruiters Online about telling the proper story with your résumé:
“The jobs most relevant to what you’re applying to, typically most recent, and had the most seniority should have the longest bullet points. Too many times I see people with barely an explanation of their current director job, but they tell me all about that entry level coordinator job from 7 years ago.”
There is some difference of opinion when it comes to length of your résumé. Levy, for example, says, “I don’t care if a résumé is three-pages long. If it has great content, I’ll read the whole thing.”
Other recruiters require that their candidate submit one-page résumés, presumably because they’re too busy to read the deluge of résumés they receive. Levy says this is laziness.
These are two of the basic tenets of résumé writing. Candidates must also sell themselves with their résumé. Keep the summary short, but provide an accomplishment or two within it to entice the recruiter to read more.
In the experience section, this is where you really want to hit recruiters on the head with accomplishments that include quantified results. Trish Wyderka, a résumé writer and coach writes, “The advice that I give to all my clients is to be sure [they] address how [they] can help a company make money, save money or save time.”
Finally, candidates need to submit résumés that can pass the applicant tracking system (ATS). this speaks to a tailored résumé that fits the job’s requirements. A generic résumé, which fails to address the required skills and experience, will fail miserably when it is “read” by the ATS.
Ace the interview
Job candidates need to be better prepared for various types of interviews. Gone are the days when you received a phone call telling you to come in for a face-to-face interview, perhaps followed by another.
Today, the interview process is more complicated, to say the least. Many of my clients who haven’t had to look for work in the past 10-30 years are shocked by the way companies are interviewing candidates.
According to LinkedIn’s report, Global Recruiting Trends 2018, the interview landscape is changing. Traditional interviewing isn’t going away anytime soon; however, newer innovations are emerging on the scene.
Employers are using personality and analytical assessments. To job seekers, these are challenging not only because of the questions that are asked, but also because candidates are timed.
Despite the failings of traditional interviews, recruiters still use telephone interviews to determine a candidate’s salary range, as well as if the person can actually do the job. Recruiters also conduct in-person and Skype, Zoom, FaceTime, and other electronic interviews.
The first bit of advice is to arrive at an in-person or Skype interview prepared to answer the difficult questions. Former recruiter, Jenn Gorius Gosselin, advises, “Know what you can do, what you want to do and why the job and this company interest you. Ask for the job if you indeed want it.”
Recruiters want to hear your enthusiasm for the job and company. During a telephone interview, recruiters need to hear the enthusiasm in your voice, and they need to see it in your body language in an interview.
4. Know where recruiters hangout
Jobvite.com claims that 87% of recruiters and other hiring authorities use LinkedIn to find talent. However, the majority of job seekers are on Facebook (approximately 65%). This might be the case because two billion people use Facebook compared to 556 million LinkedIn members.
If you want to know where recruiters hangout, it’s not as simple as you’d imagine. LinkedIn is certainly populated by recruiters, but Facebook has become a platform of choice for many recruiters. Levy says he’s disenchanted with LinkedIn and uses Facebook and Twitter as much, if not more, than LinkedIn.
Louysa Akerley says, “I use primarily LinkedIn, but I really feel that Facebook is an untapped market for recruiting since the majority of the population is on Facebook, while only a certain percentage are on LinkedIn.”
Lastly create a strong presence on social media
Do yourself a favor by cleaning up your Facebook profile eliminating any incriminating photos and reference to politics. Then befriend recruiters who serve your industry. As for LinkedIn, make your LinkedIn profile complete, connect with recruiters and industry leaders, and engage with your connections. This way you’ll cover the two major social media platforms.
This post originally appeared on Recruiter.com Magazine.
Photo: Flickr, Seattle Search