by Bill Radin
More Tips for Recruiters
Table of Contents
News, Training & Commentary by Bill Radin
A Flair for the Obvious
old saying in sales: If your customers don't understand what you're selling,
they probably won't buy it.
But wait. Didn't investors buy billions of dollars of financial products so
complex that even Wall Street analysts couldn't understand them?
Yes, but the investors didn't buy the products; they bought the illusion that
their money was well managed and free of risk. If the investors had known of the
complexity, they may have thought twice before handing over their 401(k)s.
There's a lesson in this story for recruiters: The more complicated your
strategy, the greater the tendency to dig yourself into a hole.
For example, I know a recruiter who's trying to fill a sales job that pays
$100,000 a year. In the spirit of providing the best talent in the market, he
convinced the company to interview a candidate who earns more than $200,000 a
What started out as a simple situation has now gotten complicated. To reconcile
the difference in pay, the recruiter will need to twist some arms and try to
balance the equation with commissions, stock options and other benefits.
I hope his deal goes through. If it doesn't, he may need to develop a flair for
the obvious; that is, refer candidates who fit the company's salary profile.
Sometimes a Cigar is Just a Cigar
And if it walks like a duck, it probably is. Here are some easy ways to keep
things simple—and under control:
Listen carefully to
your candidates and employers. Before you try to impose your will, see
if you can understand their point of view. As in a marriage, it's
sometimes better to be loved than to be right.
Choose your work
carefully. Given the choice, I'd prefer to do a few things well than a
lot of things poorly. And so would your clients and candidates.
competitive advantage. If you're strong in a particular niche, stay
focused on your specialty and sidestep activities that scatter your
attention or expose your weaknesses.
Seek out the queen
(or king) bee. If you're asked to interface with multiple decision
makers, try to discover who's really in charge and make that person your
primary point of contact. Serving too many masters can get you into
situations that are confusing, unproductive and politically sensitive.
trust your gut. According to economist Malcolm Gladwell, human intuition has
often proved more reliable than science in the pursuit of truth.