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RECRUITMENT FOR MARKETERS

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  1. RECRUITMENT FOR MARKETERS Derek Smith & Peter King Managing Partners MRINetwork 360 Search

  2. Agenda • Shameless plug for our business • The macro picture • You the Manager • Getting the best out of the recruitment industry • Terminology • Types of companies • Getting the best results • Good interviewing practice • You the Candidate • Preparing for Behavioural-based interviewing • Getting noticed • Positioning • Job hunting & CVs Dos and Don’ts • Good interviewing practice

  3. MRI and Our Largest Worldwide Competitors The world’s largest search consultancy….

  4. MRI 360 Search - Who We Are Derek Smith – Managing Partner • 25 years blue chip commercial experience • IDV / Diageo • HP Bulmer • Procter & Gamble • Sales Director – IDV Eurasia • Joint founder of eSkye Solutions International • Channel Management software solutions • Areas of excellence: • All sales disciplines • All customer/category/consumer marketing disciplines • Decision Support / Management Accountancy • 4 years owner/manager of MRINetwork™ office

  5. MRI 360 Search - Who We Are Peter King – Managing Partner • 22 Years FMCG experience in 3 £1bn+ businesses. • Nestle • United Biscuits • 3663 (formerly Booker Foodservice) • 2 years KPMG international consulting • 7 Years as Director; 5 yrs Main Board of 3663 • Areas of Specialisation • IT • Logistics / Supply Chain / Distribution • Qualified business and personal coach • 4 years owner/manager of MRINetwork™ office

  6. The Effect of Changing Demographics • Baby boomers looking to retire soon • By 2010 • Forecasted 6-8% more jobs than people to do them in the UK. • Forecasted over 10m more jobs than people to do them in the U.S. • What is the Impact? • Bad news for employers? • Good news for candidates?

  7. Keepa watching brief – this affects you! The Effect of Changing Demographics • For Employers • Need to see this as ‘climate change’ • ‘CYA’ becomes ‘CYF’ • Embrace the issue now • Most of you are going to inherit the 2010 problem. For Candidates • More choice for quality players. • More movement, less loyalty? • More self employed, less permanents? More virtual organisations?

  8. Through a recruiter’s eyes • Why do we do it? • Changing people’s lives • Building teams • Building customer partnerships • Reward • What do we fear? • Being a “busy fool”: • Unrealistic expectations • Fickle customers • Fickle candidates • The better chance recruiters have of succeeding, the harder they will work for you.

  9. Looking for “IMPACT PLAYERS” • How the Recruitment Industry sees them… • The 20% of employees who are responsible for 80% of the impact on a business • They are different • They are not always ‘applicants’ • They are not usually desperate • They must be treated differently • A “non-impact player” in one company might drive major change in another.

  10. Getting the best out of the recruitment industry • Terminology • Retained • Exclusive • Contingency • High Street • Database Agency • Agency • Consultancy • Head Hunter • Search • Interim • Contract

  11. “Money For Old Rope”

  12. YOU THE RECRUITING MANAGER

  13. Getting the best out of the recruitment industry • High Street • Local • Typically Junior lever, high volume • Fast, responsive Advertised/Database • Mainstream lower to middle management • Put ads out, get CVs • Match CVs to jobs • (often automated or inexperienced matcher looking through CVs). Headhunters/Search • Perception: Posh people (Virginia Bottomley) in Mayfair, Board level • Actually: A method to fill hard to fill jobs, labour intensive. • Finding open-minded but non active candidates.

  14. How to ensure you get the best out of recruiters? It’s a seller’s market for excellent marketers with development potential • Offer candidates something special or expect to be disappointed • Choose the right level of service • Do you want just CVs that you will screen? OR • Do you want full project management? • Agree what the recruiter will do for you. • Is what you are doing at the moment working? • Advertising • Preferred supplier list • Your network

  15. How to ensure you get the best out of recruiters? Build partnerships with recruiters • Help them to be your best salespeople / ambassadors. • Build loyalty from the recruiter • Let them in to your business. • Build knowledge & awareness of your business. • Keep them informed of major company news/strategies.

  16. Retained Or Contingency? • Contingency (non exclusive) • No cost risk (no placement, no fee). • More agencies working on assignment. • Greater chance of success. • Competition drives speed. • But beware • If one of 4 agencies, they have 25% chance. They need 3 other roles from elsewhere to have an even chance to earn money • Best candidates will go to best clients. • Speed reduces ability to be thorough.

  17. Retained Or Contingency? • Retained Assignments • More risk? • why pay up-front with no guarantees? • Because………. • Both client and recruiter have ‘skin in the game’ • Recruiter’s obligation to deliver becomes huge • Client is more focussed • Allows project management for client and candidate by recruiter • Freedom to deliver drives quality • Adherence to comprehensive recruitment process. • Delivered to a timetable • The best 3 put forward, not the 1st 3 half decent.

  18. Unsuccessful candidates should walk away feeling positive about you and your company Good interviewing practice for Managers • “Time kills deals” • Delay loses the best candidates • Allocate the coordination to someone who has ability & time to do it • Sell as well as Buy • The day of the “why should I recruit you?” interviewer is gone • You NEED the best people • They NEED to be impressed

  19. Good interviewing practice for Managers • Professional Interviewing techniques • Read the CV and details in advance (!!) • Behaviour based • Personality based (cultural fit) • Identify possible gaps to be explored and questions to explore with • Breadth of experience? (number of things) • Depth of experience? (number of times)

  20. You the Manager • Summary • Be rigorous in what you need to offer • Sell to candidates – they’re in the driving seat • Is what you are doing working? • Agree what you want your recruiter to do. • Build partnerships with recruiters • Sharpen your interviewing skills

  21. YOU THE CANDIDATE

  22. What You Should Consider • Everyone wants “Impact Players” • Ways recruiters identify them… • Understanding Behaviour e.g.Four Social Styles • Behavioural-Based Interviewing • Then, (and importantly) recruiters must…….. • Understand Candidates’ Motivations

  23. How do you see Yourself? • Do you think enough about who ‘you’ are? ........ • What really motivates you? • What makes you tick? • Why do you get out of bed every morning? • If you were a brand, what would it look like? • What image do you portray? • Is that image the real you? • What is unique about you? • Why would you hire you?

  24. TASK ORIENTED ASKERS TELLERS PEOPLE ORIENTED Knowing ‘you’ – ExampleTHE FOUR SOCIAL STYLES Thinkers Directors Relaters Socializers

  25. THE FOUR SOCIAL STYLES TASK ORIENTED Thinkers Directors ASKERS TELLERS Relaters Socialisers PEOPLE ORIENTED

  26. Positives Industrious Persistent Serious Exacting / Demanding Orderly Negatives Critical Indecisive Stuffy / Aloof Picky Moralistic Characteristics of Thinkers

  27. THE FOUR SOCIAL STYLES TASK ORIENTED Directors Thinkers ASKERS TELLERS Relaters Socializers PEOPLE ORIENTED

  28. Positives: Strong Willed Independent Practical Decisive Efficient Negatives: Pushy Severe/tough Dominating Demanding Relentless CHARACTERISTICS OF DIRECTORS

  29. THE FOUR SOCIAL STYLES TASK ORIENTED Thinkers Directors ASKERS TELLERS Socializers Relaters PEOPLE ORIENTED

  30. Positives: Ambitious Stimulating Enthusiastic Friendly Likeable Negatives: Dramatic Excitable Undisciplined Reactive Big Ego CHARACTERISTICS OF SOCIALIZERS

  31. THE FOUR SOCIAL STYLES TASK ORIENTED Thinkers Directors ASKERS TELLERS Relaters Socializers PEOPLE ORIENTED

  32. Positives: Supportive Respectful Willing Dependable Loyal Agreeable Negatives: Pushy Perceived As ‘Weak’ Dominating (Insecure; Care What You Think) Over-friendly Casual CHARACTERISTICS OF RELATERS

  33. THE FOUR SOCIAL STYLES TASK ORIENTED Thinkers Directors Where Think ASKERS TELLERS You Fit Relaters Socialisers PEOPLE ORIENTED

  34. PREPARE FOR BEHAVIOURAL-BASED INTERVIEWING • Past behaviours and performance are an accurate indicator of future behaviours and performance. • Enables the interviewer to get the best out of each interview • Helps determine occupational personality traits • Removes guesswork and assumptions • Adds value to the recruiting process

  35. BEHAVIOURAL-BASED QUESTIONS • Questions typically start in one of three ways: • Tell me about a time… • Describe for me an event/project when… • Walk me through the last time you… • What can you do to prepare? • Match your experience to the job description • Trawl through your diary & working papers for forgotten examples • What did you do? What did you achieve?

  36. RESPONDING TO BEHAVIOURAL-BASED QUESTIONS • STAR Formula: • SituationGive an example of a situation. This is the introduction of the past story. • Task • Describe the task. What you needed to achieve. • Action • What you did.These are the behaviours demonstrated that align with the behavioural traits. This is the body of the past story. • Result • The specific and measurable outcome. This is the conclusion of the past story.

  37. Your Motivation as a Candidate • Six Primary Motivators for Career Change: Challenge Location Advancement Money People Security What do you need and prioritise? These are (should be) critically important to you and therefore critically important to your recruiter/new employer.

  38. You the candidate • Getting noticed • Your Network – build it and sustain it. • Junior managers don’t ring back • Their bosses do • Press • Conferences/Trade bodies and Associations • Linked In/Open BC

  39. You the Candidate • Your CV • 2-3 pages • Company & Responsibilities to give context • Concentrate on most recent roles • QUANTIFIED achievements • Key words and phrases for auto CV checks. • Personal insight as well as career

  40. CV Best Practice • Midsize Company plc February 1999 to date • £350 million FTSE 250 company excelling in the grommet market. Widely recognized as the leading brand –building grommet producer in the UK. • Brand ManagerNovember 2002 to October 2005 • Responsible for development and implementation of brand strategy for Pokemon and Willbury Grommet ranges. £3.6 million budget. Responsible for consumer advertising, trade support and PR campaigns. Supported by 1 Assistant Brand Manager • Launched “Stationary Willburys” line extension to complement “Travelling Willburys”. Added 32% gross profit year on year in static marketplace. • Developed innovative trade sell-through mechanic that delivered 37% extra distribution in 6 months.

  41. SUMMARY • Build your network and develop it • Be visible • Be ready for behavioural-based interviewing. • Utilise STAR • As an interview technique • To review your achievements. • Sell your brand • Sell your passions • Be honest • With your recruiter • With your potential employerand above all……. • With yourself

  42. THE END • SUBLIMINAL ADVERTISING…. • WE ARE MRI360 SEARCH AND WE ARE BRILLIANT!!!!

  43. THE END RECRUITMENT FOR MARKETERS Derek Smith & Peter King Managing Partners MRI Network 360 Search