Outsourcing some or all aspects of recruiting makes excellent sense in certain situations — and in others, it does not. We get asked quite frequently, “Why should I pay a fee to a recruiter instead of handling the hiring myself?” Fair question. Honestly, what it most often comes down to is the monetary value of time.

Cost: Money vs. Time 

What is the best use of your workplace time, and what is the financial impact of your time on your business/company? These are critical questions to answer when it comes to any decision related to outsourcing. If your role directly impacts company revenue, or if you are a high-level company executive — is your time best spent working on tasks that take you away from the thing(s) that the business truly needs you to be doing daily? Should you use work time — or even worse, precious personal time — doing something you could outsource? What is the cost of your lost time on the company’s business development and growth goals?

When it comes to recruiting, the role of hiring often falls to a manager/leader who has plenty of urgent and business-critical things to do — things that help the company generate more revenue, operate more effectively, etc. Hiring is going to cost you, no matter what. Time is money, regardless of how you slice it. So is it a better use of time and money to keep everything in house, or does it make more sense to outsource recruiting support, either occasionally or entirely?

Let’s think about: 

• What is your company spending to post ads online? Have you studied the cost per hire of using online tools?
• What is the value of your time as an hourly breakdown? How many hours are you investing in recruiting, and what is that cost to the business?  
• Hiring a contingent recruiter means there is zero financial impact until a hire is made and someone begins work. 
• Honestly examine the definition of “best.” Recruiting professionals should be the “best” at what they do. They focus all day every day on delivering top talent quickly and effectively. That level of expertise should free up their clients to use their time to focus on the things that they do “best.” “Best” use of time is critical.

Impacts of Company Size

When it comes to the decision to outsource recruiting, needs and utilization certainly differ depending on company size.

Large Companies — 500+

Companies with 500 plus employees certainly have an internal Human Resources team and often a Talent Acquisition team as well. When it comes to companies and hiring-related staff headcounts of this size, the decision to outsource recruiting remains a cost vs. time analysis. On the cost side of things, an HR and TA team of five or more people might have close to a $500,000 payroll impact on a company per year. So why would an organization then agree to take on additional recruiting expenses? 

• First, large companies often outsource hiring in situations where they are seeking temporary or contract staff. An organization may only need additional team members for a specific project or a set period. Outsourcing to an agency and having those temporary employees on someone else’s payroll is a smart business decision.
• Additionally, a large company may reach out to external recruiters when they have a very challenging hire, which is often referred to in the industry as a “unicorn” or a “purple squirrel.” The person they seek is very niche and specialized and may not be scanning job boards or be found within a company’s network of connections. If a company’s internal recruiting load is already substantial and there is one particular job — or more — proving extremely difficult, it often makes sense to outsource. Use internal recruiting’s time on those positions that are most fillable.
• Also, if a large company is expanding rapidly and needs to hire a significant number of people by a predetermined deadline (end of year, end of quarter, etc.), they will often turn to outside recruiting resources for support. The priority in these situations is to meet the hiring goals successfully — and on time.

Mid-sized Companies — 50-500

Companies more in the medium size range, especially those on the smaller end of the scale, may only have one or a few HR professionals on staff, and little to no dedicated talent acquisition personnel. Generally, these mid-sized company recruiting teams do not have enough bandwidth to manage all components of HR while also overseeing recruiting effectively. There is only so much time in a day. 

• In these cases, it, of course, makes sense to outsource for “unicorn” roles as well as during times of compressed, bulk hiring, and/or when project-related temporary staff is required. No difference here as compared to large companies.
• A lot of companies in this middle range often have small, overburdened HR crews, and many of those teams might not count Recruiting among their list of “best” skills. When that is the case and recruiting pops up as a top, painful priority, it’s time to outsource.  

Small Companies — <50

Small companies typically don’t have any internal HR or TA, leaving hiring on the plates of managers who very definitely have other essential, “best” use of time responsibilities.

• A Sales Manager, for example, should be focused on developing revenue-producing staff members and closing deals as opposed to reading dozens of applications and potentially off-target resumes. In that case, this hiring manager’s time is better spent on business development activities that directly impact the company’s bottom line. 

Pain Drives Change

Regardless of time or cost, pain is what ultimately drives change. This is very true when it comes to the dynamic of outsourced recruiting.

A critical open position remaining unfilled causes pain. An unmet hiring deadline causes pain. An internal recruiting staff that is not equipped to satisfy company talent acquisition requirements causes pain. Wasting money causes pain. That’s when external recruiting can step in, save time, end pain, and make sure that everyone involved is spending money effectively and focusing on what they do “best.”

If you are having recruiting-related pain, contact us to quickly and effectively connect with your next incredible hire. 

Almost no one stays in one job for 30 years anymore. The days of “Years of Service” plaques and pension plans are almost entirely gone. That sort of tenure is nearly unachievable. Here in 2019, the pendulum has swung the other way. Now, when recruiters are scanning resumes, and they see someone with a year or more at the last few positions, it’s time to rejoice! 

In all seriousness, the dynamics of employment have changed dramatically over the last several years. Present-day employees are more likely to have a “free agent” mentality about changing jobs and their associated personal career ascension. Meanwhile, employers seem to be more frequently tackling challenging business dynamics like acquisitions, offshoring, reorganizations, and the like. 

Where can all of this change and turmoil lead? Movement and turnover. And turnover impacts resumes. And sometimes – maybe many times – candidates are unfairly labeled “job hoppers” when resumes have what could be perceived as a few too many short-term stays on them.

Is “job hopping” a thing?

Yes. If you’ve had 10 jobs in 10 years, there’s probably a pattern and a theme there, and a potential employer is going to shoot up red flags galore. However, most of the time, there are legitimate and reasonable stories behind your more run-of-the-mill resume movement.

How can you counteract a resume that looks “job hoppy?”

Be open and honest on your resume. Answer questions with written explanations before they are asked. We all know that companies lay people off. Startups lose funding. Contract positions end abruptly. People follow their spouses’ careers. Family members in poor health need care. A dream job pops up when you least expect it. A million things can impact a career track, and the majority of them are not because someone has performance issues or cannot get along with management.

Include on your resume the reasons for movement and employment gaps. Be transparent. If a potential hiring manager encounters a resume with a smattering (or more) of shorter work periods, she or he is going to assume the worst first and ask questions later. Therefore, you should:

Add a line to experience sections where appropriate to address the reasons for turnover:

• “Laid off due to merger.”
• “Six-month contract position through a staffing agency.”

During a period of unemployment, format this section just as you would any other job experience, and address the reason for the gap:

• “Personal sabbatical for family reasons.”
• “Moved to a new city and consulted part-time.”

Without helpful explanations like these, your resume may get eliminated from consideration. In the absence of explanatory details, it’s just easier to assume someone is a “job hopper.”

Do employers “get it?”

Truth be told, the modern employment marketplace is becoming more comfortable with shorter-term stays. Aside from all of the turnover factors we’ve noted above, employees just tend to change jobs more frequently. A year here, two there, three here, six months there – that is the new normal. Resumes with those sorts of interruptions are not going to raise many eyebrows amongst savvy recruiters and hiring managers. But if you have a collection of consecutive positions where you worked less than a year, or if you have a noticeable employment gap along with a handful of brief tenures, you can very easily get labeled as a “job hopper.”

Don’t let that happen. Troubleshoot the resume first so that you actually will get a chance to tell the full story in your interview.

If you have questions about building a better resume or finding a revenue-related job in the Triangle and beyond, please contact us.

Image by Mohamed Hassan

Job interview processes are stressful, and we field a lot of questions about the best ways to prepare for — and to execute — an interview. Most people have never received any sort of interview training, and if they are employed on a consistent basis, chances are that they don’t have a plethora of opportunities to practice. As a result, even with senior-level candidates, I often see a shortfall in the interview performance department. 

Last week, we wrote about closing your interviews with a strong message of interest. But that part happens at the end. There are MANY steps along the way that you can take to stand out as a candidate. Several of these may seem almost elementary, yet many people don’t take the time to do them — or to do them well. 

Step One: Do your research and come with questions.

Thoroughly look into the company and your interviewer.  And read the job description several times. With all of the online tools available at your fingertips, there is no excuse for not being incredibly prepared on the research side. What’s the company’s mission? Where did your interviewer go to college? Which of the job responsibilities did you CRUSH in your most recent role? Come ready to show that you know your stuff and that you are super relatable.

During the course of your research and your job description scrubbing, questions inevitably will pop into your head. Write them down. Or note them on your iPad or tablet or phone. Interviewers really appreciate it when candidates come to the party with thoughtful questions. It exhibits interest, preparedness, and a desire to win the interview.

Step Two: Prepare to be on time.

Whether it’s the first phone screen or an in-person interview, you must be timely. If you are the one calling, do not be late. If you are supposed to call at 2:00, call at 2:00. If it looks like you might be running late, reach out ahead of time via email and/or text and explain why. And please don’t call early. It’s not impressive to be early to a phone interview. It’s actually irritating. Most interviewers are heading into your call straight from another commitment, so calling early is an inconvenience.

Speaking of being inconvenient, don’t be super early for a face-to-face interview. Your goal should be to arrive five minutes early. Do not arrive 15 or more minutes early, it’s discourteous. Your interviewer should not have to worry about you sitting in the lobby for 15 minutes with time to kill. Plus, you could cross paths with other candidates, which can be awkward and is certainly not the interviewer’s intention. 

As part of your in-person interview preparation, make the trek to the site on a prior day and do so during the same time of day. See how long it takes you to make the trip so you can get an accurate sense of the amount of time needed, traffic included.  You do not want to run the risk of being late or sliding in right at the scheduled time.

Step Three: Prepare your look/attire. 

Work attire has changed a lot over the years. If you aren’t sure what clothing will be appropriate for the interview (video or on-site), ask in advance. You don’t want to be overdressed or underdressed. You don’t want to fail to fit correctly with either the company vibe or the interviewer’s expectations. Inquire ahead of time, and your point of contact will appreciate that you want to get it right. It’s definitely not cool to don a suit for a “T-shirt and jeans” setting. 

Step Four: Print and bring with you copies of your resume.

Yes, many people prefer an electronic format and may have your resume on their screen during the meeting. But you don’t know for sure, and you want to be prepared. Additionally, bring one more copy with you than you think you’ll need. If the exchange is going well, the person with whom you are meeting might grab a colleague and ask her or him to join. Stay one step ahead by having a spare copy.

Step Five: Bring something to write with and something to write on.

Please have what you need in order to take notes, whether it’s an in-person interview or a phone call. You’re not sending the right message otherwise. There’s no reason to step into an interview situation without a pen or a pad or a device you can use to take notes. Period. Ever. Interviewers like to see that you are taking notes and highlighting key points. And if it’s a phone call, some of the factors you jot down will be great to bring up later in the conversation as thoughtful questions.  

Step Six: Convey energy, engagement, and enthusiasm (3 Es).

These points apply to both phone or face-to-face communication, whether via video or in person.

• Bring energy to the exchange! A flat, disconnected vibe is the quickest way to torpedo an interview.
• Show that you are engaged! Be present and 100% tuned in, even asking questions that tie back to points made by your interviewer.
• Exude enthusiasm! Don’t be over the top, but let the interviewer see and feel that you want to be there and that you want to win the job. An excited tone of voice and positive body language will help you score big points.

Step Seven: Make eye contact.

You would be surprised at how few people do this well and how much it matters. Making eye contact can be difficult and uncomfortable for some, particularly when meeting a person for the first time, or if they are feeling nervous or anxious. Nonetheless, it’s critical in interviews, whether in person or via video. Interviewers are looking to make a connection. 

Hiring is not just about skills and abilities, it’s also about fit and feel. A lot of decisions are made about a candidate during those moments of direct eye contact. Have a smile on your face, fabulous posture, and look ‘em straight in the eye. When it comes to video interviews, make a point of looking at the camera when your talking or when you’re processing a question from the interviewer. It’s not easy, but it’s very impactful. 

Step Eight: Give answers that provide depth and value.

Do not answer even the shortest and most simple of questions with a reflexively short answer. “Yes/no” questions absolutely cannot receive a “yes/no” response. Respond thoughtfully, showing a depth of processing. Add value to the interview exchange by offering up insightful commentary. 

However, on the flip side, be careful not to get too verbose. When we are nervous, it’s easy to overtalk/overshare in order to compensate for our anxiousness. A good rule of thumb is to keep an answer to 30 seconds or so, unless it’s clear that the interviewer has teed you up for a very detailed response that could take a minute or more. Don’t meander off track, either. If you end up in long-winded rambles too frequently during the conversation, your interviewer is going to disengage, and your odds at landing the job are going to get much worse. 

Step Nine: Close strong.

We covered more on this one in our last blog post, so check that out. 

Step Ten: Follow up.

Writing a “thank you” note has become a lost art. Help us bring it back. Whether it’s via email or snail mail, DO IT. The follow-up thank you note should be considered an extension of the interview process. When you craft yours, demonstrate that you were fully engaged in the exchange. Include a sentence or two that bring up critical points made by the interviewer, and tie those back to you strengths as a candidate. Convey your gratitude for the interviewer’s time, and close the note with a reaffirmation of your interest in the job. 

Of course, re-read what you’ve written (multiple times), making sure it looks nice, has correct spelling and grammar, and sounds smooth and professional. Thank you notes are like post-interview cover letters. They provide you with a chance to exhibit your writing skills and to show that you are a well-rounded, top-notch candidate. 

Final Note 

While job interviews are stressful, if you approach them with the proper amount of preparation and dedication, you will have no trouble standing out from your interview competition. 

Reach out to us for help finding your next revenue-generating sales or marketing job. We’ve done a few interviews in our day!