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Certificate in Recruitment Practice > Unit 3-3: Understanding Relationship Management in Recruiting > Flashcards

Unit 3-3: Understanding Relationship Management in Recruiting Flashcards

1
Q

What is networking?

1.1 The nature, purpose and benefits of networking.

A
  • Socio economic activity;
  • To recognise, develop and act upon business opportunities;
  • Create a database of useful business contacts and groups;
  • Information is gathered and relationships built;
  • Physical or virtual.
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2
Q

What benefits are gained from networking?

1.1 The nature, purpose and benefits of networking.

A
  • Connect with candidates, clients and competition.
  • Develop deeper relationships with existing contacts;
  • New relationships with potential clients;
  • Create low cost marketing opportunities.
  • Develop knowledge, market awareness and business accumen.
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3
Q

What is ‘joined-up’ networking?

1.1 The nature, purpose and benefits of networking.

A
  • The uses of face-to-face and online networks in combination with one another.
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4
Q

Provide some advantages of physical networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Develop greater rapport in the physical;
  • Regular attendees;
  • Ususally free;
  • Meet local professionals.
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5
Q

Provide some disadvantages of physical networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Take time out of the working day;
  • May have to travel;
  • Limited outreach;
  • Difficult to measure success.
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6
Q

Provide some advantages of virtual networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Do not have to travel;
  • Can be conducted at a chosen time;
  • Huge outreach;
  • Easier to measure conversions.
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7
Q

Provide some disadvantages of virtual networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Can be easily distracted;
  • Needs to be regularly updated;
  • Can easily open yourself up to wide-spread criticism;
  • Use needs to be consistent and frequent.
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8
Q

Provide some advantages of promotional networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Promotes logo and brand;
  • Demonstrates community support;
  • Positive PR and brand awareness.
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9
Q

Provide some disadvantages of promotional networking in recruitment:

1.2 The adv and disadv of different types of netwroking in recruitment

A
  • Can be expensive;
  • May not have a direct or instant impact on the business;
  • Difficult to measure success;
  • Can be time-consuming.
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10
Q

Name the four P’s of networking:

1.3 How to make the most of networking activities for recruitment purposes

A
  • Plan;
  • Profession;
  • Promote;
  • Precise.
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11
Q

Give some actions from ‘planning’ within the four P’s of networking:

1.3 How to make the most of networking activities for recruitment purposes

A
  • Set clear, specific goals;
  • Use marketing collateral;
  • Research potential clients;
  • Be consistent.
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12
Q

Give some actions for being ‘professional’ within the four P’s of networking:

1.3 How to make the most of networking activities for recruitment purposes

A
  • Consider appropriate language;
  • Be polite and welcoming;
  • Conduct yourself professionally.
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13
Q

Give some actions for being ‘precise’ within the four P’s of networking:

1.3 How to make the most of networking activities for recruitment purposes

A
  • Make time;
  • Be consistent;
  • Use ‘joined-up’ netwroking methods;
  • Follow up on promised actions.
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14
Q

Give some actions for being ‘promote’ within the four P’s of networking:

1.3 How to make the most of networking activities for recruitment purposes

A
  • Demonstrate expert knowledge;
  • Promote both professional and personal brands;
  • Become involved in more than one group;
  • Be consistent but not overbearing.
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15
Q

What is a personal brand?

1.4 Considerations in creating a personal brand

A

Individuals differentiating themselves by identifying and communicating their unique value proposition.

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16
Q

What are the benefits of creating a personal brand?

1.4 Considerations in creating a personal brand

A
  • Enhance recognition, reputation and credibility as an expert in the field;
  • Creates a strong, consistent and specific association between an idividual and the perceived value that they offer.
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17
Q

What are the four elements of a personal brand?

1.4 Considerations in creating a personal brand

A
  • Value proposition: what do you stand for;
  • Differentiation: what makes you stand out;
  • Marketability: what makes you compelling;
  • Measurment: how do you evaluate success?
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18
Q

What considerations should be paid to ‘value proposition’ when creating a personal brand?

1.4 Considerations in creating a personal brand

A
  • What do I want to be known for?
  • Your values or personal mission?
  • Requires self-learning.
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19
Q

What considerations should be paid to ‘differentiation’ when creating a personal brand?

1.4 Considerations in creating a personal brand

A
  • How will you differentiate yourself from others;
  • What makes me different?
  • What are my values?
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20
Q

What considerations should be paid to ‘marketability’ when creating a personal brand?

1.4 Considerations in creating a personal brand

A
  • How will you promote your brand?
  • What marketing channels?
  • How will I communicate the message?
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21
Q

What considerations should be paid to ‘measurement’ when creating a personal brand?

1.4 Considerations in creating a personal brand

A
  • How will you evaluate success?
  • Qualitative and quantitatively;
  • Google analytics; Meta Business Suite;
  • Testimonials and recommendations.
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22
Q

Describe some attributes of a consulatative relationship:

2.1 Define the nature and benefits of a consulatative relationships and the notion of added value

A
  • Seller partners with the buyer to offer expert advice, information or help.
  • High brand differentiator;
  • Beyond selling features and benefits;
  • Requires knowledge, patience, dedication, trust and credibility.
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23
Q

Describe some benefits of a consulatative relationship:

2.1 Define the nature and benefits of a consulatative relationships and the notion of added value

A
  • Creates deep relationships over time resulting in repeat business and referrals;
  • Saves the client time, money and effort;
  • Adds value to both parties;
  • Reduced costs;
  • Increased productivity.
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24
Q

Define the notion of added value:

2.1 Define the nature and benefits of a consulatative relationships and the notion of added value

A
  • V (Value) = B (Benefits) - C (Costs)
  • Real benfits and measurable impact on the clients business.
25
Q

What are the three different kinds of business relationship?

2.2 Explain the classification of different kinds of recruitment relationship.

A
  1. Existing: clients who are currently using the service;
  2. Lapsed: used the service in the past, but are not current users;
  3. Potential: clients who have not yet used the service.
26
Q

In relation to potential, existing and lapsed clients, what should a recruiter continuously analyse?

2.2 Explain the classification of different kinds of recruitment relationship.

A
  • Potential clients are converted;
  • Existing do not become lapsed;
  • Lapsed become re-users.
27
Q

Why might a client stop using a service?

2.2 Explain the classification of different kinds of recruitment relationship.

A
  • No longer buying;
  • Unhappy with the price;
  • Unhappy with the quality;
  • Unhappy with the service.
28
Q

What acan a consultant do to stop a client from becoming lapsed?

2.2 Explain the classification of different kinds of recruitment relationship.

A
  • Using compliant procedures;
  • Being helpful and friendly;
  • Providing information and advice;
  • Consistently deliver a high quality service;
  • Have strong brand identity.
29
Q

Name the five stages of the buying process:

2.3 How to develop opportunities for consultative relationship building

A
  1. Unaware;
  2. Aware;
  3. Comprehension;
  4. Conviction;
  5. Partnering.
30
Q

In the context of the five stages of buying process, elaborate on unawareness and what one can do to progress the relationship:

2.3 How to develop opportunities for consultative relationship building

A
  • The client is unaware of the brand;
  • Direct marketing, media, internet adds;
  • Outline the benefits of the service and the brand.
31
Q

In the context of the five stages of buying process, elaborate on awareness and what one can do to progress the relationship:

2.3 How to develop opportunities for consultative relationship building

A
  • The client is becoming aware of the brand but no relationship yet;
  • Specific and targetted direct marketing;
  • Focus on the known needs or issues.
32
Q

In the context of the five stages of buying process, elaborate on comprehension and what one can do to progress the relationship:

2.3 How to develop opportunities for consultative relationship building

A
  • The client is aware of the brand but is still using their current service provider;
  • Personal face-to-face selling and existing customer testimonials.
  • Recruiter should focus on specific issues and service perceptions.
33
Q

In the context of the five stages of buying process, elaborate on conviction and what one can do to progress the relationship:

2.3 How to develop opportunities for consultative relationship building

A
  • The client is convinced about the benfits of the service and may commit to use the recruiter for some but not all of their needs;
  • Personal face-to-face selling and service measurement.
  • Recruiter should keep regular contact to prevent them from becomig lapsed.
34
Q

In the context of the five stages of buying process, elaborate on partnering and what one can do to progress the relationship:

2.3 How to develop opportunities for consultative relationship building

A
  • Working in true partnership with the client;
  • Personal face-to-face selling, service compliance and measurement to ensure that the relationship contiues in the long-term.
35
Q

What communication tools can be used to develop, maintain and enhance consultative relationships?

2.4 Effective communication tools and techniques

A
  • Face-to-face meetings;
  • Telephone;
  • E-communication;
  • Marketing collateral;
  • Exhibitions;
  • Networking.
36
Q

Name the different client profiles within recruitment sales?

2.4 Effective communication tools and techniques

A
  • Financial buyer;
  • User buyer;
  • Technical buyer;
  • Executive buyer
37
Q

Describe a ‘finacial buyer’ and their motivations?

2.4 Effective communication tools and techniques

A
  • Finance Director, Operations Director, Procurement Manager;
  • Mostly concerned about price;
  • Recruiter should focus on ROI, financial elements and profit improvement.
38
Q

Describe a ‘user buyer’ and their motivations?

2.4 Effective communication tools and techniques

A
  • Line Manager, Branch Manager, Site Manager;
  • Responsibility for the direct impact of a service;
  • May not have the final purchasing decision;
  • Recruiter should focus on efficiency, deadlines, staff welfare, absence, customer service etc.
39
Q

Describe a ‘user buyer’ and their motivations?

2.4 Effective communication tools and techniques

A
  • Line Manager, Branch Manager, Site Manager;
  • Responsibility for the direct impact of a service;
  • May not have the final purchasing decision;
  • Recruiter should focus on efficiency, deadlines, staff welfare, absence, customer service etc.
40
Q

Describe a ‘executive buyer’ and their motivations?

2.4 Effective communication tools and techniques

A
  • Often overall decision maker or strong influence on buying;
  • Recruiter should focus on long-term relationships, strategic alignment, partnering.
41
Q

Name the two ways in which client satisfaction can be measured:

2.5 Ways of monitoring client satisfaction and exceeding expectations

A
  • Quantitatively - numeriacl significance, rations, formal surveys and performace figures.
  • Qualitatively - focussed on guaging feelings, reactions and perceptions of the service offered.
42
Q

Name some qualitative tools through which client satisfaction can be measured:

2.5 Ways of monitoring client satisfaction and exceeding expectations

A
  • Satisfaction surveys;
  • On-line questionnaires;
  • Service level meetings;
  • Contract agreement review;
  • Compliance audits;
  • Focus groups.
43
Q

What is candidate qualification?

3.1 How the process of qualifying candidates contributes to the relationship

A
  • An iitial discussion early on in the recruitment process;
  • Allows the recriuter to matych a candodates suitability to specific role-focused criteria;
  • Focus on skills, knowledge and attitude.
  • Assessed with appropriate and probing Q’s.
44
Q

What areas could be probed to validate and clarify candidate information?

3.1 How the process of qualifying candidates contributes to the relationship

A
  • Reasons for leaving;
  • Commitment to job research;
  • Work experience;
  • Specific skill sets and levels;
  • Relevant qualifications;
  • Current availability;
  • Transport;
  • Flexibility;
  • Desired location;
  • Required sector;
  • Company culture;
  • Transferable skills;
  • Expected pay and benefits.
45
Q

What areas could be probed to validate and clarify candidate information?

3.1 How the process of qualifying candidates contributes to the relationship

A
  • Reasons for leaving;
  • Commitment to job research;
  • Work experience;
  • Specific skill sets and levels;
  • Relevant qualifications;
  • Current availability;
  • Transport;
  • Flexibility;
  • Desired location;
  • Required sector;
  • Company culture;
  • Transferable skills;
  • Expected pay and benefits.
46
Q

What are the benefits of qualifying a candidate?

3.1 How the process of qualifying candidates contributes to the relationship

A
  • Provides both parties a sense of value and reason to commit to one another;
  • Helps build and develop an honest and trusting relationship;
  • Ascertains suitability in terms of skills, knowledge and attitude.
  • Ensures that good quality candidates are not overlooked;
  • Ensures candidates that do not match requirements are ruled out.
47
Q

What are the benefits of qualifying a candidate?

3.1 How the process of qualifying candidates contributes to the relationship

A
  • Provides both parties a sense of value and reason to commit to one another;
  • Helps build and develop an honest and trusting relationship;
  • Ensures that good quality candidates are not overlooked;
  • Ensures candidates that do not match requirements are ruled out.
48
Q

What tools can assist in establishing candidates’ current needs and long-term aspirations?

3.2 How to identify candidates’ current needs and long term aspirations

A
  • Using CLAMPS provides clarity about a candidates aspirations and motivations.
  • Challenge
  • Location
  • Advancement
  • Money
  • Prestige
  • Security
49
Q

Why is it important to manage candidates’ expectations?

3.3 Explain the importance of managing candidates’ expectations

A
  • Set realistic expectations;
  • Gain commitment;
  • Encourage trust and loyalty;
  • Demonstrate consulatative service’
  • Avoid drop-outs.
50
Q

List some benefits of managing a proactive database of candidates:

3.4 Identify the factors to be taken into account in building and managing a productive database of candidates

A
  • C’s are qualified, quantified, checked and referenced;
  • Reduces fill time / increases profit;
  • Allows for effective pipeline management;
  • Highlights sales opportunities
51
Q

List some factors that must be taken into account when building and manageing a productive database of candidates:

3.4 Identify the factors to be taken into account in building and managing a productive database of candidates

A
  • Accurate first time, every time;
  • Quality over quantity;
  • Regularly updated;
  • Easily searchable;
  • Compliant.
52
Q

List some CV parsing criteria that are used in the active parsing of CV’s:

3.4 Identify the factors to be taken into account in building and managing a productive database of candidates

A
  • Grammar rules: distinguish between the meaning of words;
  • Keywords: identify keywords, phrases or text paterns;
  • Statistical rules: apply numerical rules.
53
Q

List some benefits of marketing candidates:

3.5 Explain the factors to be taken into account in marketing candidates.

A
  • Identify potential sales opps;
  • Gain a candidates market worth;
  • Build candidate commitment;
  • Enhance candidate relationships.
54
Q

List some considerations that should be made prior to marketing a candidate:

3.5 Explain the factors to be taken into account in marketing candidates.

A
  • Check a candidates willingness and eligibility to work;
  • Set objectives;
  • Plan call structure;
  • Pre-empt and manage objections.
55
Q

List some reasons for establishing a clear and realistic communications plan:

3.6 Explain the purpose and features of an effective communications plan to build relationships with candidates

A
  • Gains commitment;
  • Establishes availability;
  • Provides a structured relationship;
  • Supportive and developmental;
  • Saves time;
  • Manages expactations;
  • Develops leads.
56
Q

List the three stages of implementation in an effective communications plan:

3.6 Explain the purpose and features of an effective communications plan to build relationships with candidates

A
  • Establish purpose, reasons and method;
  • Agree methods, times and frequency;
  • Execute actions in a conscise and structured manner.
57
Q

What can a candidate be encouraged to brief themselves on prior to interview?

3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)

A
  • Research the organisation;
  • Understand the role;
  • Prepare annswers for expected Q’s;
  • Prepare evidence of relevant competencies;
  • Consider questions to ask;
  • Reflect on motivations and career goals;
  • Consider appearance;
  • Plan travel arrangements.
58
Q

Define feedback:

3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)

A

The enforcement or refinement of specific skills, knowledge and interpersonal behaviours, which give rise to learning, development and action.

59
Q

List some positives of providing candidate feedback:

3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)

A
  • Provides praise, encouragement and opportunities to learn;
  • Provides areas for training, development and upskilling.
  • Shows support and that C is valued and respected;]
  • Shgould be balanced and maintain C’s self-esteem.

Certificate in Recruitment Practice (8 decks)

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