2. 5 Things Staffing Firms Can Do to
Book More Business and Make More
Placements
Being Different is More Than a Mission
Statement
Define the Job, Not the Person, or Walk Away
Establish Metrics - Deliver on What You Promise
Own Your Process to Own the Results
Compete on Quality, Not Price
4. Strategy
Drives
Tac/cs!
Scarcity
vs.
Surplus?
Surplus
–
Weed
Out
the
Weak
–
Ac/ve
–
Best
Who
Apply
HAVE
GET
DO
BECOME
Scarcity
–
A=ract
the
Best
–
Passive
–
Raise
the
Talent
Bar
5. Strategy
Drives
Tac/cs!
Scarcity
vs.
Surplus?
You
Can’t
Use
a
Talent
Surplus
Strategy
in
a
Talent
Scarcity
SituaBon!
6. Corporate
vs.
Staffing
Corporate
Cost
and
Efficiency
Maintain
Status
Quo
Best
Who
Apply
Struggle
w/Diversity
ReacBve
Success
ProblemaBc
External
Quality
of
Hire
-‐
ROI
Raise
the
Talent
Bar
Best
Available
More
Diversity
ProacBve
BeQer
Metrics
7. Performance-‐based
Hiring
Process
Performance
Profiles
Careers,
not
Lateral
Transfers
Talent-‐centric
Sourcing
Target
the
Best
People
Evidence-‐based
Interview
Two
Core
QuesBons
Integrated
Recrui/ng
Careers
vs.
CompensaBon
Recruiter and Hiring Manager Partnership
8. Skills
vs.
Performance
Person
Descrip/on
Skills
–
Experience
Academics
–
Industry
DuBes
&
ResponsibiliBes
Competencies,
Behaviors
&
Traits
HAVING
Job
Descrip/on
Build
team
Improve
a
process
Design
a
product
NegoBate
a
deal
Implement
a
system
DOING
9. Skills
vs.
Performance
Person
Descrip/on
Skills
–
Experience
Academics
–
Industry
DuBes
&
ResponsibiliBes
Competencies,
Behaviors
&
Traits
HAVING
Job
Descrip/on
Build
team
Improve
a
process
Design
a
product
NegoBate
a
deal
Implement
a
system
DOING
10. Performance-‐based
Job
DescripBons
Basic
Performance
Objec/ves
• Collaborate
with
sales
rep
to
develop
customer
soluBons
at
C-‐
level
in
F500
companies
• Lead
intense
detailed
product
spec
presentaBons
to
sophisBcated
buying
groups
• Provide
technical
liaison
to
engineering
design
groups
• Work
with
contracts
on
developing
cost/price/margin
analysis
for
$5mm+
programs
• Handle
3-‐6
major
programs
concurrently
• Assess
impact
of
spec
changes
on
design,
project
&
cost
projecBons
13. Compete
for
Different
Talent
Change in Growth, Impact, and Satisfaction Over Time
40%
Explorers
15%
Tiptoers
9%
Searchers
8%
Networkers
Hunters
Super
Passive
28%
2011 LinkedIn Survey –
4,550 fully-employed
professionals
14. Compete
for
Different
Talent
Change in Growth, Impact, and Satisfaction Over Time
83%
40%
Explorers
17%
15%
Tiptoers
9%
Searchers
8%
Networkers
Hunters
Super
Passive
28%
2011 LinkedIn Survey –
4,550 fully-employed
professionals
15. Compete
for
Different
Talent
Change in Growth, Impact, and Satisfaction Over Time
83%
40%
Explorers
17%
15%
Tiptoers
9%
Searchers
8%
Networkers
Hunters
Super
Passive
28%
2011 LinkedIn Survey –
4,550 fully-employed
professionals
16. Compete
for
Different
Talent
Change in Growth, Impact, and Satisfaction Over Time
83%
40%
Explorers
17%
15%
Tiptoers
9%
Searchers
Career
Move
Be=er
Job
Good
Job
8%
Networkers
Lateral
Hunters
Any
Job
Super
Passive
28%
2011 LinkedIn Survey –
4,550 fully-employed
professionals
17. Compete
for
Different
Talent
Change in Growth, Impact, and Satisfaction Over Time
83%
40%
15%
17%
9%
8%
•
Deep
Hunters
Explorers
Tiptoers
Searchers
Networkers
•
Employer
Networks
Branding
•
Warm,
Career
Prequalified
Job
Good
Job
•
Employee
Any
Job
Move
Be=er
Lateral
Referrals
Referrals
•
TransacBonal
•
Skilled
Super
Passive
Process
Recruiters
28%
2011 LinkedIn Survey –
4,550 fully-employed
professionals
18. Geng
the
Right
People
on
the
Bus
In fact, leaders of companies that
go from good to great start not
with “where” but with “who.” They
start by getting the right people on
the bus, the wrong people off the
bus, and the right people in the
right seats.
Jim Collins
Good to Great
20. Arrive
Recruit or Network –
Recruiter Decision!
Reroute
as
Necessary
Discuss
Career,
not
Job
Recruit
1st
Network
2nd
Boarding
Area
Sell the discussion,
not the destination
21. • DifferenBate
on
Quality,
not
Price
• DifferenBate
on
Process
• Focus
on
ROI
vs.
Cost
• Offer
Careers,
not
Jobs
• Outperform
–
Time
and
Quality
• Partner
with
Hiring
Managers
• Stronger,
Deeply
Networked
Recruiters