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How a single recruiter has earned 120 employees in one year

“There are two types of recruitment agencies: fishing and hunting,” says Liza Klein, a human resources sales partner at MetTel, a leading telecommunications services provider. “Those who are fishing expect the good thing to happen, those who hunt seek the one they want, I am a hunter.”

there is no doubt. Last year, Liza alone recruited and hired 120 people in the company, which now numbers 400 people. Some small recruiting teams hire 100 people a year, but it does it alone while balancing staffing responsibilities.

While 60% of her time was devoted to recruitment over the past year, she also implemented a new hiring process and formalized performance KPIs and reviews across the company.

In other words, she is a wonderful woman.

How do you effectively employ so many people and stay healthy? She is a master in keyword research and pipelining. Here are some of their tactics to do everything.

First, go to the nature of the hiring manager

When most recruiters meet with the recruiting manager for the first time, they go directly to the description of the ideal candidate. Not Liza. She begins her hiring process by focusing on the personality of the hiring manager and her team.

“Successful recruitment depends on 50% of the candidate and 50% of the recruitment manager,” she says. “That’s why I want a thorough understanding of HR personality and leadership style so that I can make the perfect connection between them and the candidate.”

When Liza meets with the Recruitment Manager, she asks questions like:

What do you like about people?
What drives you crazy?
What are the skills required by this new lease that you do not have?
How do you prioritize your day?
Describe the culture of your team.
How do you manage conflicts?
How do you lead your team?
How do you prioritize?
What makes you happy at the end of the day?
What do you want to achieve?
It is more about understanding the individual than the work itself, to ensure a positive match between the recruiter and the candidate.

“Once I have this information, I analyze the personality of the manager in order to identify the type of candidate I have to recruit,” she says.

Then focus on the needs of the role

After understanding the hiring manager and her team, she asks questions about the job requirements, the market, the competitors and the structure of the organization.

The focus is on understanding the results that the hiring manager wants to achieve and what he can do in terms of quantity, time and money.

The questions she asks are:

What should this new rental provide?
Who do you need to work with?
What skills are needed to achieve these results?
What will the candidate do for himself?
These questions help him understand role expectations and identify the key skills and / or experiences required for successful work.

Source with specific keywords

Liza’s next step is to develop her candidate selection strategy.

First, it checks all the information on the parameter manager and the role. It then lists the essential qualities, skills and experiences that the ideal candidate needs.

Liza then inserts these keywords into LinkedIn Recruiters to search and rank candidates in order of priority. “When I say” keywords, “I’m not talking about job titles or keywords,” says Liza. “I’m talking about the unique and hard skills that both the job and the hiring manager need.”

For example, she hires a director and one of the most important experiences of this role is to create a business communication team from scratch. Liza looks for titles and similar keywords that fit that experience and pays particular attention to the specific results that users put in their profile.

Use telephone interviews for candidate selection and pipeline

Liza manages an average of 40 to 50 phone screens per roll. That’s nearly 6,000 calls last year! To ensure that this time is valuable, she uses telephone displays not only to assess candidates, but also to develop future roles.

When reviewing candidates, it focuses on the key qualifications required and the person’s personality supporting the hiring manager. She also actively listens to the motivations, goals, personality and what makes her happy to ensure that the candidate fits well in the long run. Recruitment is a joint investment in which the candidate invests in his career and the company invests in it.

Because telephony screens take a lot of time, she interrupts the conversation respectfully when she knows the candidate does not fit. If someone is looking for an opportunity they can not offer, the call will take 10 minutes instead of 30 minutes. “I want to respect their time and give them a good experience no matter what,” says Liza.

If she looks for the same job all year, she uses these screens to find talent. For example, when interviewing an account manager who is interested but not ready to take a step. She would then open this candidate for the same role in 3-4 months. This is a great way to show hiring managers that you are early and have good contacts.

Final thoughts

If your business is experiencing explosive growth or problems and you feel overwhelmed, you should consider Liza’s advice to keep an eye on the price: “Understand where the business is going to get the right people when you need them. Their goal is to serve and empower the organization, and you can not do it without the right talent, and I feel a sense of accomplishment in seeing our people grow and generate results in the business. “

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