Unit 3-3: Understanding Relationship Management in Recruiting Flashcards
What is networking?
1.1 The nature, purpose and benefits of networking.
- 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.
What benefits are gained from networking?
1.1 The nature, purpose and benefits of networking.
- 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.
What is ‘joined-up’ networking?
1.1 The nature, purpose and benefits of networking.
- The uses of face-to-face and online networks in combination with one another.
Provide some advantages of physical networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- Develop greater rapport in the physical;
- Regular attendees;
- Ususally free;
- Meet local professionals.
Provide some disadvantages of physical networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- Take time out of the working day;
- May have to travel;
- Limited outreach;
- Difficult to measure success.
Provide some advantages of virtual networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- Do not have to travel;
- Can be conducted at a chosen time;
- Huge outreach;
- Easier to measure conversions.
Provide some disadvantages of virtual networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- 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.
Provide some advantages of promotional networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- Promotes logo and brand;
- Demonstrates community support;
- Positive PR and brand awareness.
Provide some disadvantages of promotional networking in recruitment:
1.2 The adv and disadv of different types of netwroking in recruitment
- Can be expensive;
- May not have a direct or instant impact on the business;
- Difficult to measure success;
- Can be time-consuming.
Name the four P’s of networking:
1.3 How to make the most of networking activities for recruitment purposes
- Plan;
- Profession;
- Promote;
- Precise.
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
- Set clear, specific goals;
- Use marketing collateral;
- Research potential clients;
- Be consistent.
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
- Consider appropriate language;
- Be polite and welcoming;
- Conduct yourself professionally.
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
- Make time;
- Be consistent;
- Use ‘joined-up’ netwroking methods;
- Follow up on promised actions.
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
- Demonstrate expert knowledge;
- Promote both professional and personal brands;
- Become involved in more than one group;
- Be consistent but not overbearing.
What is a personal brand?
1.4 Considerations in creating a personal brand
Individuals differentiating themselves by identifying and communicating their unique value proposition.
What are the benefits of creating a personal brand?
1.4 Considerations in creating a personal brand
- 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.
What are the four elements of a personal brand?
1.4 Considerations in creating a personal brand
- Value proposition: what do you stand for;
- Differentiation: what makes you stand out;
- Marketability: what makes you compelling;
- Measurment: how do you evaluate success?
What considerations should be paid to ‘value proposition’ when creating a personal brand?
1.4 Considerations in creating a personal brand
- What do I want to be known for?
- Your values or personal mission?
- Requires self-learning.
What considerations should be paid to ‘differentiation’ when creating a personal brand?
1.4 Considerations in creating a personal brand
- How will you differentiate yourself from others;
- What makes me different?
- What are my values?
What considerations should be paid to ‘marketability’ when creating a personal brand?
1.4 Considerations in creating a personal brand
- How will you promote your brand?
- What marketing channels?
- How will I communicate the message?
What considerations should be paid to ‘measurement’ when creating a personal brand?
1.4 Considerations in creating a personal brand
- How will you evaluate success?
- Qualitative and quantitatively;
- Google analytics; Meta Business Suite;
- Testimonials and recommendations.
Describe some attributes of a consulatative relationship:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
- 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.
Describe some benefits of a consulatative relationship:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
- 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.
Define the notion of added value:
2.1 Define the nature and benefits of a consulatative relationships and the notion of added value
- V (Value) = B (Benefits) - C (Costs)
- Real benfits and measurable impact on the clients business.
What are the three different kinds of business relationship?
2.2 Explain the classification of different kinds of recruitment relationship.
- Existing: clients who are currently using the service;
- Lapsed: used the service in the past, but are not current users;
- Potential: clients who have not yet used the service.
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.
- Potential clients are converted;
- Existing do not become lapsed;
- Lapsed become re-users.
Why might a client stop using a service?
2.2 Explain the classification of different kinds of recruitment relationship.
- No longer buying;
- Unhappy with the price;
- Unhappy with the quality;
- Unhappy with the service.
What acan a consultant do to stop a client from becoming lapsed?
2.2 Explain the classification of different kinds of recruitment relationship.
- Using compliant procedures;
- Being helpful and friendly;
- Providing information and advice;
- Consistently deliver a high quality service;
- Have strong brand identity.
Name the five stages of the buying process:
2.3 How to develop opportunities for consultative relationship building
- Unaware;
- Aware;
- Comprehension;
- Conviction;
- Partnering.
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
- The client is unaware of the brand;
- Direct marketing, media, internet adds;
- Outline the benefits of the service and the brand.
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
- The client is becoming aware of the brand but no relationship yet;
- Specific and targetted direct marketing;
- Focus on the known needs or issues.
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
- 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.
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
- 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.
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
- 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.
What communication tools can be used to develop, maintain and enhance consultative relationships?
2.4 Effective communication tools and techniques
- Face-to-face meetings;
- Telephone;
- E-communication;
- Marketing collateral;
- Exhibitions;
- Networking.
Name the different client profiles within recruitment sales?
2.4 Effective communication tools and techniques
- Financial buyer;
- User buyer;
- Technical buyer;
- Executive buyer
Describe a ‘finacial buyer’ and their motivations?
2.4 Effective communication tools and techniques
- Finance Director, Operations Director, Procurement Manager;
- Mostly concerned about price;
- Recruiter should focus on ROI, financial elements and profit improvement.
Describe a ‘user buyer’ and their motivations?
2.4 Effective communication tools and techniques
- 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.
Describe a ‘user buyer’ and their motivations?
2.4 Effective communication tools and techniques
- 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.
Describe a ‘executive buyer’ and their motivations?
2.4 Effective communication tools and techniques
- Often overall decision maker or strong influence on buying;
- Recruiter should focus on long-term relationships, strategic alignment, partnering.
Name the two ways in which client satisfaction can be measured:
2.5 Ways of monitoring client satisfaction and exceeding expectations
- Quantitatively - numeriacl significance, rations, formal surveys and performace figures.
- Qualitatively - focussed on guaging feelings, reactions and perceptions of the service offered.
Name some qualitative tools through which client satisfaction can be measured:
2.5 Ways of monitoring client satisfaction and exceeding expectations
- Satisfaction surveys;
- On-line questionnaires;
- Service level meetings;
- Contract agreement review;
- Compliance audits;
- Focus groups.
What is candidate qualification?
3.1 How the process of qualifying candidates contributes to the relationship
- 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.
What areas could be probed to validate and clarify candidate information?
3.1 How the process of qualifying candidates contributes to the relationship
- 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.
What areas could be probed to validate and clarify candidate information?
3.1 How the process of qualifying candidates contributes to the relationship
- 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.
What are the benefits of qualifying a candidate?
3.1 How the process of qualifying candidates contributes to the relationship
- 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.
What are the benefits of qualifying a candidate?
3.1 How the process of qualifying candidates contributes to the relationship
- 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.
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
- Using CLAMPS provides clarity about a candidates aspirations and motivations.
- Challenge
- Location
- Advancement
- Money
- Prestige
- Security
Why is it important to manage candidates’ expectations?
3.3 Explain the importance of managing candidates’ expectations
- Set realistic expectations;
- Gain commitment;
- Encourage trust and loyalty;
- Demonstrate consulatative service’
- Avoid drop-outs.
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
- C’s are qualified, quantified, checked and referenced;
- Reduces fill time / increases profit;
- Allows for effective pipeline management;
- Highlights sales opportunities
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
- Accurate first time, every time;
- Quality over quantity;
- Regularly updated;
- Easily searchable;
- Compliant.
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
- Grammar rules: distinguish between the meaning of words;
- Keywords: identify keywords, phrases or text paterns;
- Statistical rules: apply numerical rules.
List some benefits of marketing candidates:
3.5 Explain the factors to be taken into account in marketing candidates.
- Identify potential sales opps;
- Gain a candidates market worth;
- Build candidate commitment;
- Enhance candidate relationships.
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.
- Check a candidates willingness and eligibility to work;
- Set objectives;
- Plan call structure;
- Pre-empt and manage objections.
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
- Gains commitment;
- Establishes availability;
- Provides a structured relationship;
- Supportive and developmental;
- Saves time;
- Manages expactations;
- Develops leads.
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
- Establish purpose, reasons and method;
- Agree methods, times and frequency;
- Execute actions in a conscise and structured manner.
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)
- 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.
Define feedback:
3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)
The enforcement or refinement of specific skills, knowledge and interpersonal behaviours, which give rise to learning, development and action.
List some positives of providing candidate feedback:
3.7 Techniques to brief and provide constructive feedback to candidates (including post-hiring activity)
- 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.
