If you were to ask yourself, “What makes up the ideal recruiter?” you’d probably come up with a fairly long wish list. But what if you had to come up with the single-most important thing you look for in a recruiter, what would that be?
If you want great recruiters on your team, hire people who can find other people, not HR people who want to be a recruiter because it pays more. From where I’m standing, this means that probably 75 percent of corporate recruiters currently in their roles shouldn’t have ever been hired!
So all of this got me thinking…What would the job requisition for the ideal recruiter look like?
After many long hours of solitary walks in the pouring rain pondering the question over and over again in my mind (not really), here’s what I came up with.
A job requisition template to help you screen out the rejects and find your ideal recruiter:
Only 10 percent of recruiters are actually recruiters
Obviously this job requisition is over the top. But think on this. In the corporate world, if you were to take all recruiters, you’d find that only about 10 percent are actually recruiters (some would argue the number is smaller than that) — most are glorified administrators.
Now, what I’m saying might upset the corporate folks, I don’t want to do that either. But I want you start thinking about who you’re hiring into these recruitment roles if you want to move your talent acquisition department forward.
You need to hire people who are skilled at finding talent. Not just any talent, the right talent for your organization.
Three tips for finding and keeping the best recruiters for your company
1. Hold recruiters accountable. By this I mean to activity-based metrics that make them uncomfortable (200 outgoing calls per week, 15 screened candidates passed on to hiring managers, etc.)
2. Give potential candidates a test. Make them show you that they can recruit. For example, here’s a job description. When you come to the interview bring me the resume of a candidate who is interested. Bam!
3. Pay them monthly, based on performance. Two-thirds of their salary is flat salary, one-third is based on hires, monthly bonus. No hires, no bonus.
These three things alone have the power to completely change your entire talent acquisition team, almost overnight!
Your Turn: What is your definition of the ideal recruiter?