Index
Invest in You:
Your attitude
You’re Job
Not your friend
Your profile
Prioritising your actions
Communication:
Learn to speak
7%
Balance the pitch
Negative pitching
Tonal pitching
General sales:
Mind sets
Changing mind sets
Buying time
Squire peg, round holes
Open & closed questions
USP’s
Client wants you off the phone
Opening a call
Client driven market
Candidate driven market
10% 3 times
Hound dogs
Recruitment:
Recruitment cycle
Recruitment cycle brake down
The feeling
Specking out
Candidates:
References
Sourcing candidates
Managing expectations
Under selling candidates
I don’t recommend my candidate
I like / don’t like my candidate
Comes with bells on
Headhunting:
Emotional scale
Profiling companies
Gate keepers
No information policy
Express headhunting
1st line
2nd line
Were did you get my name
Your information is safe with us
The take away
Selling headhunting
Search & Selection
Closing:
Pre-closing
Ben Franklin
Closing techniques
After the yes
Drop out pitch
Business Development:
Opening up new clients
Business development cycle
Introductory information
Business friendships
Networking
Recruitment Accounts:
Selling Accounts services
The killer yes
Master vender
Campaign master vender
PSL
Braking PSL’s
Standard master vender agreement
Protocols:
Working protocols
Thursday, 23 April 2009
Friday, 3 April 2009
Recruitment Handbook
The Corrie Grey recruitment handbook is an extensive & integrated manual for recruitment, including headhunting and business development.
It breaks down into easy to use sections, allowing people to either consume the information or use it verbatim.
We don’t just look at the psychology of recruitment, but include what is quite possibly more important, the recruiters mind.
This handbook will take people who do not have any experience in these fields and guide them through the first two years of their careers.
It has also proved to be very useful to experienced people; good basic’s are the key to being a successful recruiter.
Please note the pages you are viewing have been taken out of context and work as part of an overall product.
Corrie Grey operates as an umbrella bring specialists together on a project by project basis.
If you would like more information on this please e-mail us at;
recruitment@corriegrey.com
Corrie Grey Recruitment Handbook Sample
Corrie Grey “Turning the light on”
Introduction
The Corrie Grey recruitment handbook is an extensive & integrated manual for recruitment, including headhunting and business development.
It breaks down into easy to use sections, allowing people to either consume the information or use it verbatim.
We don’t just look at the psychology of recruitment, but include what is quite possibly more important, the recruiters mind.
This handbook will take people who do not have any experience in these fields and guide them through the first two years of their careers.
It has also proved to be very useful to experienced people; good basic’s are the key to being a successful recruiter.
Please note the pages you are viewing have been taken out of context and work as part of an overall product.
Corrie Grey operates as an umbrella bring specialists together on a project by project basis.
If you would like more information on this please e-mail us at;
recruitment@corriegrey.com
Client Driven Market
“We are getting a lot of direct applications at the moment, we don’t need to use recruitment companies”.
I think that’s a good thing, we are getting more inquires our selves, as the market place has been so candidate driven for so long, it needed to be balanced out.
I know a lot of recruiters won’t like it, (but quite frankly who cares about them)I personally think it healthier for all concerned that an equal balance is kept.
(Identify, empathise, disarm)
In regards to us we have not seen that much difference as we have always worked with top clients and excellent candidates and a top candidate that brings value to a company will always be in demand, do you agree?
A lot of companies have used this as an opportunity to cut out some dead wood or people they were not sure of.
I’m not saying that there are not any good candidates on the market, because there are, I just think you always try to keep hold of your top people.
The market will change again, so you ride it out and keep just the best.
As I said a minute ago, we work with the best candidates, the ones companies won’t to keep, at the end of the day quality is quality.
It’s never a waste of time looking at top candidates, people who will add value to any company.
I will send you over a couple of people so you can see for yourself, proof as in the pudding.
What e-mail address is best for you?
How do you like to get CV?
I can come and see on Thursday at 12:00?
“I’m still not sure”
As you said earlier looking at top people is never a waste of time, there’s not exactly a big down side here, so;
What types of people always interest you?
I Think Pre-Close
(Including candidate management)
This will get all of the candidate’s objections out of the way before the offer is made, it works as a takeaway, drawing the candidate in further enhancing candidate control.
It is a matter of a few phone calls to change an offer at this point, but when an official offer is made to the candidate it can take weeks to change it.
You know the offer is going to be lower than the candidate was after, e.g. candidate wonted £60,000 and the offer will be £57,000.
The first thing to do is when speaking to the client, make sure this information is right, would they pay the £60,00 if they had to, if they wont what else can we adjust, pay review is always good, get a 3 or 6 month pay review instead of a 12 month one. (For more details on this please see negotiating with clients)
Call the candidate and say, I THINK they will make you an offer, but I THINK the offer will be £55,000, I know this is not what you are looking for, I might be wrong here, but please remember why you were interested in the job in the first place, go through the positives.
The candidate is likely to let off at bit of steam, let them, when they’ve blown themselves out go through the positives again and saying please remember this is just what I think might happen.
Justify the reasons;
Client name, have a policy of offering slightly lower basics / packages than people ask for.
This is done because a lot of people in the past have over sold themselves.
So (client name) wants proof before upping people’s salaries.
Now nobody is worried about that with you, but if they broke their own rules you would not respect them and if it got out into the company it would be very uncomfortable for everybody involved.
I’m sure you can understand that, even if you don’t like it much.
Before ending the call make sure the candidate is calm, speak about football or anything for 10 minutes, level them out.
When you call them back, leave enough time for that to take effect, you can say good news I was right about the offer, but not the amount, they wish to offer £57,000 and give you a pay review in 3 months, so I was worrying for nothing, the candidate will be happy it’s not £55,000, it’s better than they thought, a pay review in 3 months that will fly past.
The Drop Out Pitch
This is worth throwing in at the end of the offer call.
Your current company will be making you a counter offer, I just want to let you know that 80% of people who accept counter offers are back on the market place within 6 months. (This does not have a down side, because if their current company does not counter offer them, they will feel unwanted)
Companies counter offer because it’s cheaper for them to keep you, * think about it, they would have the cost of recruiting someone else, training them, the adjustment time for the new person, not to mention the disturbance.
If they have brought up the problems with their current employer;
Not to mention you said about these problems before and they did nothing, which is exactly what they will do if you stay, “you’re a soft touch to them then”.
If they have not said about the problems to their current employer;
They can’t have been that bothered about you before you resigned, did they think there were no problems.
(Go through the problems from your candidate registration form)
I mean you have staff reviews don’t you, also you should know people pretty well after working with them for years, not everything needs spelling out does it.
Once a person has resigned regardless of if they end up staying, their career is over at that company, your looked at as being disloyal, which is just staggering, not the chap to promote, you would see little signs if you looked, it would be game over, hello to the glass sealing.
The old saying goes “the grass always looks greener on the other side”, you know sometimes IT IS.
If you look at it from my side the recruiters / headhunters side, we look to take people out of companies are not great to work for and put them in ones who are, it’s easier for us.
The main reason for not taking counter offers though has to be, this job will be gone, the company you liked, the role you liked, the place where YOU thought you would be happy, that would be gone, bridges burnt.
If the candidate tries to stop you saying this;
Say look, just give me 1 minute here, I don’t want you coming back to me later telling me I didn’t give you all the information, this is MY reputation here.
This PDF contains a small sample of the Corrie Grey
recruitment handbook, it is copyrighted to Corrie
Grey 2009 © and can not be used or copied
without written permission.
It breaks down into easy to use sections, allowing people to either consume the information or use it verbatim.
We don’t just look at the psychology of recruitment, but include what is quite possibly more important, the recruiters mind.
This handbook will take people who do not have any experience in these fields and guide them through the first two years of their careers.
It has also proved to be very useful to experienced people; good basic’s are the key to being a successful recruiter.
Please note the pages you are viewing have been taken out of context and work as part of an overall product.
Corrie Grey operates as an umbrella bring specialists together on a project by project basis.
If you would like more information on this please e-mail us at;
recruitment@corriegrey.com
Corrie Grey Recruitment Handbook Sample
Corrie Grey “Turning the light on”
A Corrie Grey Product
The Corrie Grey recruitment handbook sample is
copyrighted by Corrie Grey 2009 ©
The Corrie Grey recruitment handbook sample is
copyrighted by Corrie Grey 2009 ©
Introduction
The Corrie Grey recruitment handbook is an extensive & integrated manual for recruitment, including headhunting and business development.
It breaks down into easy to use sections, allowing people to either consume the information or use it verbatim.
We don’t just look at the psychology of recruitment, but include what is quite possibly more important, the recruiters mind.
This handbook will take people who do not have any experience in these fields and guide them through the first two years of their careers.
It has also proved to be very useful to experienced people; good basic’s are the key to being a successful recruiter.
Please note the pages you are viewing have been taken out of context and work as part of an overall product.
Corrie Grey operates as an umbrella bring specialists together on a project by project basis.
If you would like more information on this please e-mail us at;
recruitment@corriegrey.com
Client Driven Market
“We are getting a lot of direct applications at the moment, we don’t need to use recruitment companies”.
I think that’s a good thing, we are getting more inquires our selves, as the market place has been so candidate driven for so long, it needed to be balanced out.
I know a lot of recruiters won’t like it, (but quite frankly who cares about them)I personally think it healthier for all concerned that an equal balance is kept.
(Identify, empathise, disarm)
In regards to us we have not seen that much difference as we have always worked with top clients and excellent candidates and a top candidate that brings value to a company will always be in demand, do you agree?
A lot of companies have used this as an opportunity to cut out some dead wood or people they were not sure of.
I’m not saying that there are not any good candidates on the market, because there are, I just think you always try to keep hold of your top people.
The market will change again, so you ride it out and keep just the best.
As I said a minute ago, we work with the best candidates, the ones companies won’t to keep, at the end of the day quality is quality.
It’s never a waste of time looking at top candidates, people who will add value to any company.
I will send you over a couple of people so you can see for yourself, proof as in the pudding.
What e-mail address is best for you?
How do you like to get CV?
I can come and see on Thursday at 12:00?
“I’m still not sure”
As you said earlier looking at top people is never a waste of time, there’s not exactly a big down side here, so;
What types of people always interest you?
I Think Pre-Close
(Including candidate management)
This will get all of the candidate’s objections out of the way before the offer is made, it works as a takeaway, drawing the candidate in further enhancing candidate control.
It is a matter of a few phone calls to change an offer at this point, but when an official offer is made to the candidate it can take weeks to change it.
You know the offer is going to be lower than the candidate was after, e.g. candidate wonted £60,000 and the offer will be £57,000.
The first thing to do is when speaking to the client, make sure this information is right, would they pay the £60,00 if they had to, if they wont what else can we adjust, pay review is always good, get a 3 or 6 month pay review instead of a 12 month one. (For more details on this please see negotiating with clients)
Call the candidate and say, I THINK they will make you an offer, but I THINK the offer will be £55,000, I know this is not what you are looking for, I might be wrong here, but please remember why you were interested in the job in the first place, go through the positives.
The candidate is likely to let off at bit of steam, let them, when they’ve blown themselves out go through the positives again and saying please remember this is just what I think might happen.
Justify the reasons;
Client name, have a policy of offering slightly lower basics / packages than people ask for.
This is done because a lot of people in the past have over sold themselves.
So (client name) wants proof before upping people’s salaries.
Now nobody is worried about that with you, but if they broke their own rules you would not respect them and if it got out into the company it would be very uncomfortable for everybody involved.
I’m sure you can understand that, even if you don’t like it much.
Before ending the call make sure the candidate is calm, speak about football or anything for 10 minutes, level them out.
When you call them back, leave enough time for that to take effect, you can say good news I was right about the offer, but not the amount, they wish to offer £57,000 and give you a pay review in 3 months, so I was worrying for nothing, the candidate will be happy it’s not £55,000, it’s better than they thought, a pay review in 3 months that will fly past.
The Drop Out Pitch
This is worth throwing in at the end of the offer call.
Your current company will be making you a counter offer, I just want to let you know that 80% of people who accept counter offers are back on the market place within 6 months. (This does not have a down side, because if their current company does not counter offer them, they will feel unwanted)
Companies counter offer because it’s cheaper for them to keep you, * think about it, they would have the cost of recruiting someone else, training them, the adjustment time for the new person, not to mention the disturbance.
If they have brought up the problems with their current employer;
Not to mention you said about these problems before and they did nothing, which is exactly what they will do if you stay, “you’re a soft touch to them then”.
If they have not said about the problems to their current employer;
They can’t have been that bothered about you before you resigned, did they think there were no problems.
(Go through the problems from your candidate registration form)
I mean you have staff reviews don’t you, also you should know people pretty well after working with them for years, not everything needs spelling out does it.
Once a person has resigned regardless of if they end up staying, their career is over at that company, your looked at as being disloyal, which is just staggering, not the chap to promote, you would see little signs if you looked, it would be game over, hello to the glass sealing.
The old saying goes “the grass always looks greener on the other side”, you know sometimes IT IS.
If you look at it from my side the recruiters / headhunters side, we look to take people out of companies are not great to work for and put them in ones who are, it’s easier for us.
The main reason for not taking counter offers though has to be, this job will be gone, the company you liked, the role you liked, the place where YOU thought you would be happy, that would be gone, bridges burnt.
If the candidate tries to stop you saying this;
Say look, just give me 1 minute here, I don’t want you coming back to me later telling me I didn’t give you all the information, this is MY reputation here.
This PDF contains a small sample of the Corrie Grey
recruitment handbook, it is copyrighted to Corrie
Grey 2009 © and can not be used or copied
without written permission.
Thursday, 2 April 2009
Recruitment for HR
Recruitment Training for HR Personnel
In the current market of increased direct applications to companies, HR departments are under more pressure to find the right candidate themselves.
Recruitment is not just a matter of processing applications, setting up interviews and sending out offer letters.
Recruiting and HR are different jobs requiring different skill sets, Corrie Grey can help HR departments by training recruitment techniques.
In a candidate or client driven market, top candidates are top candidates and will be in demand.
In shoring your company is the one that get’s the “yes” is always imperative.
It is often thought that candidates will say yes or no depending on just the information they receive, I.e. they have the information about the job role, the package offer and the information about the company it’s self, this is quite often not the case.
Recruiters will hear quite a lot from candidates, “yes it is what I asked for, the company seems good, but the answer is No, I just don’t have a good feeling about it.”
There are fundamental points about recruitment that need to be understood, things like the timing of the realise of information, is utterly vital.
Speaking to all of the parties involved it is not uncommon to hear, HR departments quite often say, they can’t stand dealing with recruiters, the tricks, the attitude, the whole experience, recruiters will often say HR departments actually get in the way of recruiting for their own company and the line manager who needs the person gets driven nuts by both sides.
A bit of understanding on both sides is required, understand that both parties come from different stand points and there for they have slightly different views, two different jobs, two different thinking processes.
Corrie Grey would never work into an HR department and tell trained HR people how to do the jobs, this would simply be stupid, but what we can do is develop a process of recruiting, that will improve the process as a whole and most importantly the end result.
Corrie Grey feels it is even more important in a candidate driven market that HR departments are fully armed to recruit for themselves.
Would you like more information; hr@corriegrey.com
Corrie Grey “Turning the light on”
In the current market of increased direct applications to companies, HR departments are under more pressure to find the right candidate themselves.
Recruitment is not just a matter of processing applications, setting up interviews and sending out offer letters.
Recruiting and HR are different jobs requiring different skill sets, Corrie Grey can help HR departments by training recruitment techniques.
In a candidate or client driven market, top candidates are top candidates and will be in demand.
In shoring your company is the one that get’s the “yes” is always imperative.
It is often thought that candidates will say yes or no depending on just the information they receive, I.e. they have the information about the job role, the package offer and the information about the company it’s self, this is quite often not the case.
Recruiters will hear quite a lot from candidates, “yes it is what I asked for, the company seems good, but the answer is No, I just don’t have a good feeling about it.”
There are fundamental points about recruitment that need to be understood, things like the timing of the realise of information, is utterly vital.
Speaking to all of the parties involved it is not uncommon to hear, HR departments quite often say, they can’t stand dealing with recruiters, the tricks, the attitude, the whole experience, recruiters will often say HR departments actually get in the way of recruiting for their own company and the line manager who needs the person gets driven nuts by both sides.
A bit of understanding on both sides is required, understand that both parties come from different stand points and there for they have slightly different views, two different jobs, two different thinking processes.
Corrie Grey would never work into an HR department and tell trained HR people how to do the jobs, this would simply be stupid, but what we can do is develop a process of recruiting, that will improve the process as a whole and most importantly the end result.
Corrie Grey feels it is even more important in a candidate driven market that HR departments are fully armed to recruit for themselves.
Would you like more information; hr@corriegrey.com
Corrie Grey “Turning the light on”
Wednesday, 1 April 2009
Corrie Grey
Corrie Grey
Corrie Grey operates an umbrella, bring together experienced professionals from different fields to create a project specific team on a case by case basis.
We understand that companies and peoples needs don’t always fall into tidy little boxes, flexibility is the key, we take the core skills of what we do and apply them to the situation at hand, offering a bespoke solution.
Professional flexibility as and when it’s needed!
Corrie Grey operates an umbrella, bring together experienced professionals from different fields to create a project specific team on a case by case basis.
We understand that companies and peoples needs don’t always fall into tidy little boxes, flexibility is the key, we take the core skills of what we do and apply them to the situation at hand, offering a bespoke solution.
Professional flexibility as and when it’s needed!
Corrie Grey, “Turning the light on”
Business Development
Business development brakes down into two different areas;
1) Business development training for professional, we have developed a two part program for improving business development skills.
Part I is the basic introduction to put peoples minds on the first rung of the ladder, it is import to recognise there is a mental gap between their chosen profession skill set and developing business.
Part II, is a bespoke program developed for the individual needs of each company, no two companies are the same, so no to programs are the same.
2) Working as part of the clients team on developing business, this effectively gives you business development experts on hand when need, for negotiating deals, helping with client pitches, what ever is need to get the result.
All of these skills added to your company without adding on large wage costs, effectively giving you pay as you go.
Would you like to know more; businessdev@corriegrey.com
Developing Recruitment
Developing recruitment brakes down into two different areas;
1) Recruitment handbooks, the handbook will be out later on in 2009.
2) A consultancy service for recruitment companies, Corrie Grey can came in and sit down with the directors of your company and advise on areas that could be tweaked, help develop direct revenue streams, or simply work with the consultants.
Would you like to know more; recruitment@corriegrey.com
Corrie Grey
Any general inquires please contact us on; inquires@corriegrey.com
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