l have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an The successful modern recruiter must now eschew resumes for a vast web of relationships. A successful recruiter must develop an active and dynamic circle of talented people who have skills and abilities that can be matched to the ever-changing needs of hiring managers.

The recruiter will stay connected to her talent circle through email, e-letters, the telephone and even face-to-face contact. The circle will constantly change as new referrals are made by current members. But no one in the network will consider themselves members, rather participants within a group that benefits everyone. The benefits include sharing of ideas, the ability to help each other profile jobs and using the collective wisdom of the network as a filter, collaboration on projects, friendship and employment.

For example, consider this recruitment request from a hiring manager: “I need a person who can oversee a computer programming project involving programmers in three countries and that will be used by people in a fourth country.” This is the kind of challenge senior recruiters now face. Such a demand is unlikely to be quickly filled by running a keyword search or by using robots. It is unlikely such a person will be neatly located on a job board.

This is the kind of candidate that a recruiter will be more successful finding through their network of talent. They can put this recruitment challenge to their sources and ask, “What skills would a person need to have in order to do this job? Would they need project management skills? Team building experience? Experience living internationally? Fluency in several languages? Knowledge of computer programming language? Good sales skill?” The recruiter can then sort through the answers and, augmented with assessment tools, create a skills profile that she can present to the hiring manager.

Along with the skills profile, the recruiter will have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an e

ers. But no one in the network will consider themselves members, rather participants within a group that benefits everyone. The benefits include sharing of ideas, the ability to help each other profile jobs and using the collective wisdom of the network as a filter, collaboration on projects, friendship and employment.

For example, consider this recruitment request from a hiring manager: “I need a person who can oversee a computer programming project involving programmers in three countries and that will be used by people in a fourth country.” This is the kind of challenge senior recruiters now face. Such a demand is unlikely to be quickly filled by running a keyword search or by using robots. It is unlikely such a person will be neatly located on a job board.

This is the kind of candidate that a recruiter will be more successful finding through their network of talent. They can put this recruitment challenge to their sources and ask, “What skills would a person need to have in order to do this job? Would they need project management skills? Team building experience? Experience living internationally? Fluency in several languages? Knowledge of computer programming language? Good sales skill?” The recruiter can then sort through the answers and, augmented with assessment tools, create a skills profile that she can present to the hiring manager.

Along with the skills profile, the recruiter will have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an

mmers in three countries and that will be used by people in a fourth country.” This is the kind of challenge senior recruiters now face. Such a demand is unlikely to be quickly filled by running a keyword search or by using robots. It is unlikely such a person will be neatly located on a job board.

This is the kind of candidate that a recruiter will be more successful finding through their network of talent. They can put this recruitment challenge to their sources and ask, “What skills would a person need to have in order to do this job? Would they need project management skills? Team building experience? Experience living internationally? Fluency in several languages? Knowledge of computer programming language? Good sales skill?” The recruiter can then sort through the answers and, augmented with assessment tools, create a skills profile that she can present to the hiring manager.

Along with the skills profile, the recruiter will have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an

ask, “What skills would a person need to have in order to do this job? Would they need project management skills? Team building experience? Experience living internationally? Fluency in several languages? Knowledge of computer programming language? Good sales skill?” The recruiter can then sort through the answers and, augmented with assessment tools, create a skills profile that she can present to the hiring manager.

Along with the skills profile, the recruiter will have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an

l have to answer questions about people with those skills who live in the surrounding area, which companies these people work at, and if students in local colleges and universities are studying this subject. By tapping into government databases and perhaps even creating some proprietary ones, the recruiter gets a good understanding of the market that will help hiring managers understand what they can expect to find locally and what will be difficult to find. It is such an external/global focus that helps the recruiter make a business case to hiring managers.

The increasing speed of recruiting projects is another pressure on the modern recruiter. It is not uncommon for a hiring manager to say, “Get me someone in two or three day, this project is crucial.” And sought-after candidates put the pressure on as well with comments like, “I have three offers and need yours by Friday so I can decide over the weekend.” So the future recruiter has to be a ‘fastcruiter’.

The old world of recruiting was built on stability; the new world is built on change and flexibility. The modern recruiter must be fast, flexible, relationship-oriented and have an active orientation on facts and data.

Seeking Top Talent

In a competitive, fast-paced business world, everybody wants to hire top people. Better advertising and marketing is part of the solution. Another part of the solution is having enough recruiters who know how to recruit top people.

Virtually no one sets out to hire marginal candidates. But this happens when tactics drive strategy rather than the other way round. Hiring practices, techniques and tools have to be designed to hire top people.

A talent-centric strategy means that every single step involved in hiring is designed to meet the needs of top talent. Every interface, every advertisement and ad placement, every form, every question, every meeting, every email, every offer – in fact every encounter must be designed to ensure that top people will be wowed by the recruitment process. The 21st Century recruiter will know how to seek top talent and all the lessons in this Work Book will include these strategies.

Taking a Consultative Approach

If recruiters want to differentiate themselves from the rest of the pack, they need to ask themselves whether they are providers of resumes or providers of expertise. In o