Are you being served?

It is a truism, and yet so often overlooked, that the provision of services by recruiters is not the provision of service.

Some years ago I met with the HR Director of an ingredients business looking to recruit an experienced innovations professional. I’d been invited in to discuss the brief and propose a recruitment solution so was a little taken back with his opening gambit –

“I just want you to know I hate recruiters, all they do is present you with profiles you could find for yourself. Tell me why we shouldn’t simply advertise in the trade press and save ourselves a lot of money?”

I can’t be sure but I like to think this HR Director’s outspoken approach was some sort of stress test of my conviction as a recruiter. It happens that in this case the answer to his question was easy - as a targeted search campaign to deliver the right candidate it could not work - trade press advertising offers neither the breadth nor depth nor reach for such a requirement.

It does, though highlight a broader issue.

When prospective clients levy this kind of charge - that recruiters are simply conduits - I suspect their perception is based on having experienced services provision only.

Good, professional recruiters do more than generate names or collect profiles. They operate ethically in close knit communities applying subtlety and dexterity to the engagement of professionals who do not view themselves active and would not consider direct contact appropriate. 

The growth of passive networks like LinkedIn should not be viewed as a threat to recruitment services. They should be considered useful networking tools and certainly provide an opportunity for ongoing communication with industry professionals. That said, like the aforementioned trade press, such networks tend to engage those actively pursuing career development. Though not to be overlooked this demographic should not be considered the go-to destination for each and every campaign – especially those of a specialist nature.

As valuable as industry knowledge and strong networks are, there is also mutual advantage in continuing to invest time and energy aligning consultant, client and candidate as effectively as possible. Commitments to best practice, codes of conduct and timescales, whilst perhaps not legally binding, help build credibility and suggest a commitment to more than just revenue generation.

Professional operational methods are not magic bullets, but over time such an approach can help foster an ambassadorial relationship with clients. Applying knowledge and experience creatively and critically in order to deliver effective candidate research, determine relevance and secure interest during live campaigns is of course a primary focus, but representing clients and their values amongst industry peers on an ongoing basis is equally valuable and delivers unseen but long lasting benefits.

For example, candidates can and often do ask the opinion of consultants they trust when considering targets for career development. Additionally they provide valuable insight into perceptions and indeed misperceptions of industries and businesses that can be useful in planning future recruitment, industry mapping and new ventures.

Increasingly clients in the ingredients industries are committing to codes, values & compasses that suggest more than a transactional relationship with their customer base. Just as ingredients businesses complement product with service and support so the recruiter can increase consultant credibility, customer trust and long-term transform clients into client partners through a focus on service and support.

www.inproe.co.uk