Recruiter Rejects are the Best ??

Back in the day, when I was just starting out as a recruiting coordinator, I learned a valuable lesson about the importance of empathy in this field. I was working in an agency where the manager was a no-nonsense, tough-as-nails kind of person who demanded that everyone be at their best at all times. As a recruiting coordinator, my main job was to make sure candidates showed up to interviews, understood the client's information, and received their paychecks. But in the process of doing so, I became a listening ear for these candidates and started to understand the importance of treating them like more than just a number.

One day, I walked into my boss's office with a plea to be promoted to a recruiter. I think I may have literally begged for it. I believed that my ability to connect with and understand people was what made me stand out from the crowd. But my boss denied me the promotion and said that I was too empathetic, that I cared too much about people, and that I wouldn't be able to sell effectively. I was crushed and felt rejected, but deep down I knew that my boss was wrong.

17 years later, I dropped the rejection, became a recruiting leader and now I want to share a few keys to success below:

1. Lead with empathy and strategy: I listened to the needs and wants of both the hiring manager and the candidate, helping them see the potential in each other. I used questions and interview techniques to find the right fit for both parties. For example, I teach recruiters to ask candidates this question, "On a scale from 1-10, how would you rate your current company?" Once they receive the rating, ask the candidate, "What would your company need to do to become a 10, perfect score?" This answer will help recruiters learn about the struggles and the pain points that the candidates DO NOT want to experience in a workplace and prevent recruiters from just placing butts in seats. The strategy is supposed to help the recruiter end the call by stating all the wonderful things their client/hiring manager has that the candidate desires.
2. Honesty: I was transparent and honest about the expectations and responsibilities of each role, building trust with clients and candidates. What's the point of focusing on the start date when the candidates don't make it to the 1st year anniversary date? ??♀?
3. Put talent and hiring manager first: I teach recruiters to put the needs of both parties first and work to create a win-win situation. This approach resulted in successful placements and long-term relationships for me based on trust and mutual respect with candidates and clients. Before I pivoted my recruiting business, my business was filled with referrals because I gained their trust. As wonderful as candidate referrals are when recruiting, it's not so great when all you have are referral clients for business. I'll share more about what happened to my recruiting business as a result of being client referral heavy (if anyone wants to know, it wasn't good ??).

In conclusion, my journey in the recruiting world has taught me that success goes beyond just sales skills regardless of what anyone says, (bosses included ??). It's about understanding people, connecting with them empathetically, and leading with a strategy that brings the right people together. I'm glad I was rejected for having those skills versus only sales skills.