How can employers and recruiters work together more efficiently? What processes are broken and require fixes? How can the client-supplier relationship in the recruitment industry be improved?

Of course, there are no easy answers. It’s my hunch, though, that the vast majority of friction between employers and recruiters occur mainly because both groups understand very little of how the other operates. At Destination Talent we wanted to start addressing the many challenges and problems inherent in the client-supplier relationship. To begin with, we are going to mobilise and present the perspective (voices) of the recruitment community. To that end, we are inviting recruiters to voice their opinion on how to improve a wide range of issues including:

*  Tender/PSL process
*  Business Development & Client Visits
*  Contractor Management
*  Billing & Fees
*  Interview Process

All contributions will be collated and compiled in a booklet/report. The aim is to produce a guidebook to assist employers to work more effectively with recruiters. We are confident that employers will appreciate any efforts to improve communication, processes and the client-supplier relationship.

So, do you have a burning issue that you want employers to know? Do you have insights or Pearls of Wisdom that can help improve relationship between employers and recruiters?  If so, raise your voice, be heard. Click here.

Housekeeping rules:

1. We listed a few topics, but contributors are free to tackle any subject (maximum of 250 words). The aim is to help solve problems, so try and be consultative.
2. We plan to include 70 voices (the number may change) on a first come first serve basis. We may also extend invitation to selected companies to participate.
3. We will try and accommodate all contributors, but there is no guarantee your piece will make it to the final report. Contributions not included in the final booklet, will be published online.
4. We reserve editorial rights to edit or reject contributions. We will consult before anything is published.
5. If you wish to contribute at a later date, book your spot in the comments section below.
6. Entries close on 15 August.

Starting in 1989, Ross Clennett, APRCSA, worked for 15 years as a recruiter in London, Sydney, Adelaide and Melbourne. He has been a regular writer about recruitment and the Australian recruitment scene since 2001. He runs Australia’s only online training and professional development membership site for recruitment company owners and managers.

1) Believing the claims that technology vendors make and undertaking few, if any, background checks of these claims with other recruiters who are actively using the vendor’s product

2) Charging into an online community and participating without first observing the community etiquette

3) Using social media networks such as Twitter and Facebook without a strategy and then stopping after 2 weeks declaring ‘it doesn’t work’

4) Thinking that technology that enables them to ‘find more candidates’ is automatically going to solve their ‘candidate shortage’ problems

5) Using a social media network or technology product and only learning 10%-15% of what there is to know about using that network or product

6) Not being aware of what information is listed under their own name when a simple Google search is conducted using that name

7) That all candidates and clients use technology and the Internet the way they do

8 ) If it’s free it must be crap

9) If it’s expensive it must be good

10) Thinking that it’s all a fad and nothing’s really changed from the way recruitment was in 1993

Smart recruiters understand that using social media networks and technology effectively enhances their overall productivity, enabling them to accomplish more each day, leading to more jobs generated, more placements made, more invoices sent and more income earned.

Successfully assisting more clients find better employees and more candidates find better jobs and in the process, enjoying your work more and making more money – what could be better?

For more information or to subscribe to Ross’ weekly newsletter, Insight, please visit www.rossclennett.com

A year ago we briefly explored the uptake of social media to source talent. Overall, we found, organisations were slow to adopt social media; only a minority (35%) used it in some form or another to recruit new staff.

However, the picture is slightly different when we separate usage by different groups – recruiters, HR/Internal recruiters and Business Owners/Line Managers. The assumption that recruitment firms are generally oblivious to social media is not entirely accurate. It turns out agency recruiters are embracing social media at a much higher rate than their corporate and HR counterparts. A majority (53%) said they used social media in some form to source candidates. In comparison, 79% of corporate recruiters had not not used social media to source talent.

The latest survey by RCSA appears to complement our findings.  The RCSA’s sample size is not large, but it reveals some interesting insights into the adoption of social media by recruitment firms. It appears that many recruitment firms are either actively using social media or are very positive about its adoption in the future.

How Social Media is Used: Not surprisingly, the RCSA survey found that social media is predominantly used for sourcing candidates; 45% of recruitment firms say they used it for ‘candidate sourcing’ (refer chart 1). Given that the popularity of LinkedIn amongst recruiters is well documented, it is highly likely that recruiters equate the use of LinkedIn as synonymous to using social media. Still, it appears recruiters are a lot more savvier than the credit they get.

Interestingly, 20% of recruiters are using social media to source new clients, while 27% gather new information. Much of the discussions in the recruitment sector focuses on using social media to source talent, often ignoring its value in identifying new clients. To a large degree candidates are bought using middle-men like job boards, but clients need to be earned.  My hunch is in the near future references to social media will increasingly be about its application to client outreach as much as it is about sourcing candidates.

Sourcing candidates: While Job Boards continue to play a dominant role in the sourcing of candidates, social networks sites featured prominently as a sourcing channel (refer chart 2).

Part of the reason job boards continue to be relevant is because they do all the hard work in acquiring candidates. Recruiters buy candidates data in bulk and do the sorting, a process practiced effectively for years. However, attention cannot be bought when it comes to social media. The onus is entirely on recruiters to figure out what works.

There is little doubt that recruiters are either actively using or dabbling in social media. Increased activity, however, does not equates to better results. It’s clear that once the dust settles the next phase in the social media journey will be about getting results.

(note: chart 1 & 2 from RCSA survey)

Three months ago we embarked on a study to better understand the behaviour of executives in Australia. The results from the study, involving 1332 executives across Australia, can be downloaded here.

The study offered many insights but also raised new questions,a nd many of the findings merit further exploration. In the coming days, I will explore in greater detail many of the topics covered in the report. Without doubt this report is a first step in a journey of discovery. For now, it is my hope that the findings will trigger discussion within organisations on how they recruit, engage and manage executive talent.

Let me know what you think.

Listed below are a few of the findings from the report.

1. Job Search Channels: While a wide range of channels are used to find jobs, a majority 23.2% of executives credited recruitment firms for delivering their last job. Who you know matters; 22.3% found their new job through personal contacts and networking. Referrals worked for 20% and cold calling delivered jobs to 1.1%.
2. Love-Hate Relationship With Recruiters: Illustrating the ubiquity of recruitment firms in the Australian employment market, a majority 64% of executives have found a job at least once in their career using their service. However, 33% have negative opinions, and only 18.66% considered recruitment firms to be effective.
3. Online Channels: Job boards delivered new jobs to 11.6% of executives. The three-way nexus between executives, recruiters and job boards is unlikely to change; a large 67% intended to use job boards in the next twelve months. Employers’ websites delivered new jobs to 3.2% of executives.
4. Social Networks & Media: Online social networks are relatively new with only a small 0.8% using the medium to successfully find a job. 35% plan to use social networks to look for a job; 28% were still sitting on the fence, while 37% planned to bypass them altogether.
5. Job Search Triggers: The majority (30%) started a job search because of financial considerations, while career (23%) and lifestyle (19%) considerations were also important triggers to start a job search.
6. Show Me The Money: A majority 87% thought pay should be increased every year. Only a small minority (7%) were willing to wait up to two years. A pay rise of 6-10% with a current employer was considered fair by 54% of executives. In contrast, 71% would expect pay rises of 11% or more from new employers.
7. What Causes Pay Rise: Pay rise is intricately related to performance. A majority 53% received a pay hike as a result of performance; 20% by changing employers. Male executives tend to be rewarded more for performance, while females are more likely to get their pay rise by changing employers or jobs.
8. Importance of Remuneration: Salary influences motivation of an executive and dictates how opinion and decisions on employers are made; 68% of executives believed remuneration package is a strong motivator in doing a job effectively. The majority (79%) thought remuneration packages are an important factor in choosing a future employer.
9. Happy with Employer, But Vigilant: In general executives were satisfied (55%) with their current employer, yet there is little loyalty; 77% of executives were ready to leave their current employer if a new and better opportunity came along, a much higher number than the 24% who are not satisfied with employers.
10. Expectation from Employers: Reality of work life often contrasted with executives’ views of an ideal employer. Work-life balance is valued by a majority 27%, but when it comes to actually changing jobs only 19% make a move on lifestyle and work-life considerations; financial (30%) and career concerns (23%) take precedence.
11. Short Work Tenure: Executives in Australia, on average, have worked for eight different employers since joining the workforce. Tenure with an employer is generally short. A majority 72% of executives have been working with their current employer for less than five years. Only 18.5% have work tenures between 5-10 years with their current employer.
12. Correlation Between Education & Remuneration: A correlation exists between education level attained and salary levels of executives. A majority 67% of those who earn $500,000 and above have a Master’s degree while only 34% of those who earn less than $100,000 have similar qualifications.
13. Location & Mobility: A majority 48% were willing to relocate overseas, while 30% will consider the option if an opportunity arises. Similar sentiments were displayed for relocating locally. A significant 14% of executives started job searches solely on location considerations.
14. Brand Me: Executives accept responsibility for their own career trajectory. The vast majority (90%) thought it important to promote and develop their personal brand instead of the employer’s. This desire is more pronounced amongst those in full-time roles (83%) than contractors (14%).
15. Confidence: The majority of executives (60%) were confident they could find a job within three months. Only 6% were not confident of finding a job. Given that the recruitment lifecycle for executives is longer than other job groups, it highlights the confidence executives enjoy.

I am deeply indebted to our sponsors – Peerlo, Australian Institute of Management (AIM QLD/NT); Graduate College of Management, Southern Cross University; and Dutton Direct – without whose support this study would not exist.

Conversations on Whirlpool are raw, honest and seldom kind to recruiters. Are recruiters worthless? One of the most popular forums asked. The answer:

The graph, with all its flaws (I suspect many of the respondents are job seekers), presents two immediate opportunities for recruitment firms:

1) An opportunity to be different. Majority of employers (at least those who took the survey), rightly or wrongly, have a negative opinion of recruiters. In other words, many employers are yet to encounter a recruitment firm who ‘wowed’ them. So, why not be the first? Why be banded with the rest of the competition?

2) Though a minority, employers who value and love the services of recruiters exists; converted fans, who are ready and willing to spread the good news. Shouldn’t you reach out to your current fans? Help them to help you?

The survey is flawed, but the truth is recruitment service is a commodity. Choose the narrow road; be remarkable.  Potential new clients will notice, and existing fans will spread your story.