Building Trust

Internal recruiters – A short but hopefully sweet note on how to build trust with your internal customers and the hiring managers within your organisation.

Learning the recruitment craft from agency ensures that your recruitment and talent acquisition expertise has a pretty healthy dose of salesmanship to it. It can then become an issue learning when to cut the sales patter and quite simply deliver. Internal customers do not want to be sold to. They want to know that you are on the same team, looking to achieve the same goal and that you want to work together to get there.

So in simple terms, how do you build that trust?   CUT. THE. SALESY. BULLSHIT.

Not saying don’t sell as you will always have to sell e.g. why you believe someone is the right fit for the position, or why they should choose another angles in a particular talent acquisition campaign etc. – All I’m suggesting is to just cut the fake door-to-door salesman act and back the quality of what you do and how you do it.

As recruiters, our edge will come from being able to use whatever means necessary to fill open positions with the best candidates that no one else can find, or building such a level of trust with the best candidates that everyone can find, that when you approach them with an opportunity, they are always prepared to listen. Be the person who knows your market. Build the levels of respect and trust within your sector or industry that if you decide to approach someone, they know they are not simply one of 100 people that you have flicked an automated note to, and that instead they should take the time to listen.

Make this your brand in the market and the rest becomes a walk in the park! Build the trust and respect via letting your actions speak for themselves and don’t let the fluff get in the way. Deliver on your word and choose your word carefully.

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Building Trust

Position Descriptions of Christmas Past

Are the multi-skilled, or the specialists among us, more future-proof & better equipped for organisational evolution?

I believe there are two trains of thought on this. These days with organisations advocating agile or iterative processes, we have witnessed a shift in not just how we meet deadlines and time restraints but in our professional mentalities. Everything is quicker, processes more streamlined and we are always looking for ways to create new efficiencies as we all deal with ever changing goalposts on a day to day basis. With this we of course become more than just what our defined position descriptions would have meant 5 to 10 years ago and instead we must be broader skilled, dynamic, out-of-the-box problem solvers who have to turn our hands daily to tasks which historically wouldn’t have been ours.

On the other hand, we have a growing trend of positions being broken up into several roles where in the past they may all have been taken care of by one position. An example of this could be the role of an internal recruiter. In years gone by, a recruiter would be responsible for the end to end process of finding candidates for any given role – engaging them, appropriately screening them, interviewing them, coordinating interviews with relevant hiring managers – and thereafter would also be responsible for “closing” or hiring. However these days, a large number of recruitment roles are broken up more distinctly into sourcing, recruiting and account managing.

There is merit in both methods but I will be interested to see moving forward whether it is the specialist or the broader-skilled that demonstrates more staying power.

Position Descriptions of Christmas Past