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Four Easy Delegation Strategies

Posted By APSO, 08 September 2015

Four Easy Delegation Strategies


About the Author: Bill Radin is one of the most popular and highly regarded trainers in the recruiting industry and trains across the United States.

There’s no substitute for interacting with your candidates and employers in real time. But unfortunately, there are only so many hours in each day. By delegating routine, repetitive or data-oriented tasks, you can save time and in many ways exercise more control than if you were to perform every single function personally.

Here are some tips on how to delegate your tasks. Remember that delegation doesn’t necessarily mean that you give tasks to other people. I’ve found that in many cases, I can use various instruments of delegation to leverage my efforts. Here are a few examples:

  • CV templates. 

Years ago, I used to spend time coaching candidates to help them improve the quality and appearance of their CVs. Today, I ask them to go to my website and study the template of an exemplary resume and revise theirs accordingly. In this case, the template acts as an instrument of delegation, and the exercise spares me a lot of the time I might spend as an editor, not a recruiter. If the candidates can clearly see how to organise their accomplishments, they can re-format their CV and improve their chances of getting hired.

  • Position comparisons. 

If a candidate is unclear about the merits of a new job, you can use itemised lists to help make A-B comparisons with the old job. To compare compensation, I use a simple side-by-side spreadsheet to examine items such as base salary, bonus, deferred compensation, insurance costs, hidden expenses and health care benefits. To compare intangibles, I’ll provide a worksheet to examine the qualitative differences between jobs to help the candidate make an informed decision. By delegating to the worksheets, I can change the candidate’s perception of my role from salesman (“Here’s why you should take the job”) to advisor (“Let’s analyse your situation based on the facts”).

  • Interview prep

You should always custom tailor the way you prepare candidates prior to their interviews. But there are also many standard conventions regarding attire, attitude, punctuality and so forth that you can just as easily give to your candidates in the form of a reading assignment, rather than as a night-before lecture. Delegating the talking points of your interview prep to a brochure or web page saves time and allows you to concentrate on the candidates’ understanding of the position and on any interviewing skills that need the most attention.

  • Applications and navigators. 

Often, you can get better information in a more timely fashion directly from the candidates and hiring managers themselves than you can by an exhaustive interviewing process. By having the employer fill out a questionnaire (which I call an “executive search navigator”) and the candidate fill out an application or bio-survey, I can get routine demographic information in advance, freeing me up to concentrate on the more intangible and subjective aspects of their needs.

One Delegation to Avoid

I know this may sound counter-intuitive, but the one instrument of delegation I never want a candidate to see is the company’s job description. There are three reasons for this: First, most standard-issue job descriptions are so exhaustive with their “must-have” lists that they tend to demoralise candidates who don’t check every single box. Second, most job descriptions are outrageously vague and superficial, and rarely address the issue of “why” the position needs to be filled or “how” the right candidate will help the company solve problems or achieve goals.

Finally, a job description can undermine the recruiter’s value as a matchmaker and interpreter of the company’s unique opportunity relative to the candidate’s true potential. The last thing I want is to find a candidate, establish trust and present a job I feel is a good match, only to have a job description contradict or confuse the narrative. 

Tags:  APSO  Bill Radin  candidate  clients  coaching  delegation  job description  planning  strategy 

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How to Get Clients to Love to Pay Fees

Posted By APSO, 12 January 2015
Updated: 17 December 2014

Clients love to pay fees, at least they do when they feel they are getting a value that is greater or equal than what they’re paying. If you can show a client your value, then you’ll never have to lower your fees. Why should you? But everyone else is, you might respond, and they can hire people cheaper through a competitor that works at a lower fee. Perhaps. But if they work through a competitor, then they don’t get YOU. YOU are a very large part of the equation, more than you might even realize. YOU are the reason this business never has been and never will be a commodity. It is an intensely difficult profession and an intensely personal one.




This people placing business is indeed a people business. And your clients are making a decision about working with you based on a certain hierarchy.

1.    First, they are judging your competence. They want to know that you can do what you say you are going to do.

2.    Secondly, they are judging your character. In their minds you might be able to bring them a great candidate, but are you going to stand behind your replacement if something happens to the candidate during the time of the guarantee period? They want to know that you’re not going to turn into a flake when you get called on the carpet.

3.    And third, they want to know that they will enjoy working with you. Will they look forward to your call, or are they dreading hearing the sound of your voice? By understanding this hierarchy, hopefully you can resist the urge to drop your fee every time a client hints at wanting to get a fee reduction.

Here is a four step process to give you a competitive advantage when a prospective client evaluates and compares your search proposal to others:

  1. Demonstrate your competence in the initial sales phase. Talk to your prospective client with a high level of professionalism. When you say you are going to call back, call back. When you say you are going to send an email or a brochure, then send it out, and follow up to make sure they received it. From the very first time you make contact with a prospective client, you are being evaluated.
  2. Show specifically how you have helped others. Mention companies, names, and satisfied client responses. If your prospective client has a concern, honour and respect that concern, and give him or her an example of another satisfied client that had the same concern.
  3. Don’t spout off how your company is known for integrity and other wonderful things in the market. Blah blah blah. Who cares about your company’s reputation? If your company has a reputation in the industry then the last thing you need to do is bring it up. If you have one, then you don’t need to mention it. If you don’t, then you’re either new, or you’ve got a lot of work ahead of you, or there might be some reason why you have not yet become the talk of the industry. Your client is concerned with you personally and those people who are going to be involved in doing the search work, more so than your company’s values. Tell the client what your personal values are as it relates to business, and why your values are important to you as a person. Remember that this search business is an intensely personal business, and you need to develop that sort of a strong rapport with your prospect.
  4. Your client will either hire you or someone else. You have no control over the decision that he makes. All you can do is put the odds in your favour. Sometimes the best thing to do once you have presented your case is to say "Call me if I can help." Forget about selling and selling and selling it. If you can show that you can meet their needs, and do it with a style that feels good to the client, then you don't need to keep selling them on how wonderful you are.

By showing your core competency to the client as a way that can provide value, you are well on your way to winning more business, keeping your fees high, and your margins healthy.

Author: Scott Love is a wacky management consultant who improves company profit margins by improving the sales performance of his clients. www.recruitingmastery.com

Tags:  APSO  APSOgram  business  character  clients  competency  competition  fees  value 

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