How to Stay Motivated as a Recruiter Guest Speaker: Bob Marshall
Transcription
How to Stay Motivated as a Recruiter Guest Speaker: Bob Marshall
Audio Transcript for: How to Stay Motivated as a Recruiter Guest Speaker: Bob Marshall This is a word for word, unedited, transcript of a live Tele-seminar from Gary Stauble www.therecruitinglab.com Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com GS: Good morning everybody, thank you for joining us for today’s tele-seminar with Bob Marshall. We’re going to get started in about a minute or two, let me give you a couple of introductory comments and then I’m going to turn it over to Bob. First of all, a couple of upcoming sessions; next month the recruiter’s roundtable will be on June 5th. This is for our Mastermind program members and the three topics are: 1. Internet research and recruiting 2. Using email versus picking up the phone – how do you decide when and where to do each. 3. How to deal with HR when you’re getting herded to HR and away from the hiring authorities. Then on June 12th it’s going to be “How to lead a championship team of recruiters and researchers.” We’re going to talk about things your management program must include; how to handle an under-performing recruiter’s evaluation, and things like that. Ok, so let’s get started with our session for today. I want to give you a couple of introductory comments. First of all we have a large group and we’re going to try to get to questions at the end of the hour. Bob has agreed to stay on after 9:00 for some questions, I can’t guarantee that we will get to everybody’s question but we will do our best. If you are a Mastermind program member and we don’t get to your question today, you can logon to the member’s area and submit your question to me on the online discussion board and I will personally answer your question there. In terms of our session today, Bob Marshall is our guest speaker today. This is his third time speaking with us and he’s had some of the best reviews of any trainer that I’ve had as a guest on the calls. If you want to know more about Bob you can go to www.themarshallplan.org. He has over 27 years of experience in the recruiting industry. He’s trained recruiters all over the world, he still works a desk today, and what attracted me to Bob’s training initially was that he’s very focused on creating systems on practical tools that you can implement that are manageable and repeatable. That’s what I like about his training. If you want to get a copy of this session’s outline – the handouts, you want to go to www.therecrutinglab.com/handouts.html. That is it, Bob are your ready? Bob M. I am. GS: Ok, take it away. Bob M. Thanks again for the introduction Gary, I always like to thank Gary and The Recruiting Lab for providing this forum where a lot of different trainers Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com and come to his students telephonically I think is important. I’m looking forward to the next hour and today I’m going to be talking to you about how to stay motivated as a recruiter. This came about a couple of months ago, Gary and I were talking about topics for another tele-seminar for his group, and he suggested one of my CD’s dealing with motivation – the peaks and the valleys; and said that it could be combined with time management and organization techniques including the 100 point sheet that you’ll have a handout on, and so that’s what we’re going to talk about today. So I think the way Gary has set it up is that everybody is going to be on a muted mike, and at the end I’ll set aside some time for Q&A. That’s basically it for my introduction and I hope you like today’s presentation. “You can’t heat an oven with snowballs!” This is what I entitle the first part of this presentation. You got to know what’s cooking, you got to like what’s cooking, and you got to believe what’s cooking. I heard those words many years ago from who I consider may be the greatest trainer ever. In fact, I was looking him up yesterday, googling his name just to see where he is now and if he was still doing this. But he has a lot of really good quotes, motivational types, but I think he really understood the basic premise that underlies motivation. When you talk about motivation I think it’s real tricky, and I don’t think it comes down to a bunch of platitudes about positive mental attitude. As soon as you mention positive mental attitude you notice recruiters or anybody basically turning off because they’ve heard it used and frankly it’s overused. Instead I think motivation comes from understanding exactly what you do and then doing what you do extraordinarily well. I think that is the key. If you have the ability to master those two things you will always be highly motivated. Think of it this way: a great surgeon is motivated because he has attained great skill and he knows how to use it. But if we asked that same surgeon, let’s say we put him in a foreign country and he didn’t speak the language and we asked him to do a new operation that he’s never done before, all of his motivation and confidence would melt away. The same thing happens with recruiters. The ones who produce at the highest level know this business, make a commitment to this business, and then do this business correctly. I think that underlies this whole topic of what we’re talking about today regarding motivation and what I’m going to focus on and ties in with what Gary said earlier, I’m kind of a nuts and bolts, pretty pragmatic type guy when it comes to teaching this stuff. In 2005 a recruiter came to me by the name of David from Louisville, Kentucky, and he had been sent to me by Paul Hawkinson from Fordyce Letter. David wanted to learn how to bill a million dollars in one year, and Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com he asked Paul who should he call and lucky for me Paul had him to call me. So we talked and I noticed he had a lot of qualities you look for in a recruiter, but he had some basic things wrong. It’s almost like any of you that buy used houses – you look for the right things wrong? David had the right things wrong, which a lot of us have in recruiting. His basic problem was that he was treating this business as a series of events instead of a process. That’s a big underline idea that I want to talk about. The idea with David was this, and with a lot of us. He took a candidate, found out where that candidate wanted to live; would market to those areas; would prep the candidate; send him in for the interview, debrief; place him or not. Take another candidate; find out where that guy wanted to live; make his marketing calls; write the job order; do the same thing... and he would do this all around the country. Well, you can make placements that way – it’s called making placements by looking at this business as a series of events. The problem is you don’t make many placements – i.e. David making $200,000 in 2005, and this business becomes extraordinarily complicated and it’s like a big roller coaster ride, where you’re at the top then you’re down, then you’re on top....It’s this huge, huge roller coaster ride! That was the first thing I noticed with him that we had to change. Now what I wanted him to do and what all the top producers that I’ve been around do on a daily basis is they treat this business as a process not as a series of events. They market everyday they recruit everyday they match everyday they reference check everyday they prep everyday they debrief everyday, they do everything in other words, everyday and it’s a process of mixing and matching them. That’s the first thing to understand in order to be motivated and stay motivated in this business. If you don’t understand that the rest of it is not going to hold together. “It’s 4%.” Secondly, this business in my opinion and a lot of top producers have talked to me about this, is a 4% business. What does that mean? Any numbers I give you is not cast in concrete but at least it’ll give you an idea. A 4% marketplace means that 4% of the marketplace we call into needs us. In other words, needs a recruiter. Why are you needed? We’re needed basically to circumvent the time factor. In fact we used to say in the old days, “Look for these three things. Don’t worry about the other stuff just look for these three things and you’ll be highly successful.” Look for companies that have urgency, urgency, and urgency. If they have urgency this job is a piece of cake and you all know that. If they don’t have urgency this may be the hardest job to do in the history of the world. That’s why we say to you, a rule of thumb (top producers will say this) don’t call companies who you know the name of because they are too big to have the urgency that you need. Now, I don’t really go that far. I think you should call everybody but that 4% rule does tend to hold. If that 4% rule holds, 4% of the companies out there you will place with. What that means Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com is 96% of the companies out there you won’t place with. Some of those will give you job orders; some of those will like you, and some of those will string you along and some will give you job orders that are exceedingly hard to fill but you’ll be so tenacious that you’ll hang in there, and you’ll find the person and you’ll make the placement but it’ll take you three months to do it. So while top recruiters are making three or four placements a month, you’re making three or four placements a quarter. And we’ll talk more about his a little later when we talk about qualifying the job order but if that 4% rule holds – and I believe it does, we need a significantly large enough marketplace to sustain your activity and run what we call a low-risk operation. I always like to teach 25 connect calls a day. I can make 25 connect calls a day and I’m not the biggest marketer of all time, and plus these are going to be multitasking-oriented calls where you’re going to market and recruit on every call. But that aside, if you make 25 connect calls a day, that’s 125 a week, 500 a month or 1,500 a quarter. So the idea then is I teach – and I know some people, you know, fall off their chair when I teach this – but I teach that you need a marketplace or a niche or whatever you’re going to attack, of 1,500 company contacts. Now here in Atlanta we have Coke Cola – big company. If I was marketing Coke, which I’m not, but if I was there might be 10 or 15 different hiring authorities who could hire different people within Coke because it’s such a huge company. I would count each of those contacts who could hire different people as a different company though they all come under the heading of Coke Cola. So, if you’re working big companies just realize that different divisions of the companies you should consider as different companies when you’re trying to get up to your 1,500. But think of this then: if you understand this business as a process and not a series of events, and if you understand the 4% rule and if you have 1,500 companies and if you’re going to make those 4% placements, 4% of 1,500 is 60. If your average fee is $10,000 that’s $600,000 a year, which most of us don’t do. If it’s $20,000 which is kind of an average fee nowadays, that’s a million two. If you wonder how these people do it, that’s how they do it. David when he came to me one of his prior years he had billed $400,000, so that wasn’t a big leap for me to take him to the next step. The year before he’d only done $200,000 and that bothered him a lot. He ended up putting all of this stuff in place, and by the way I asked him permission to talk about him and to share some of his numbers and he’s given me that permission, that’s why you’re going to see some things on him today. He finished 2006 at production – this man by the way is a very straight shooter, he’s not going to fib to us – he finished the year at a million seven in production, which is phenomenal. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com He looked at this business, he took it different way, and he is a great student. Gary will appreciate this – he was one of those students that came to you and said ‘I’ll do anything you tell me to do. I won’t argue I won’t debate, I won’t see who is the smartest trainer...’ He actually wanted to learn and he would do anything I told him to do as long as it was ethical and I promised him it would be because I only teach ethical behavior in recruiting. So, it worked out really well. I think those two things are critical to understand at the outset here: look at this business as a process and not a series of events, have a large enough marketplace to sustain you in any economy, whether it’s good or bad, (that’s the 4% rule) and the 1,500 companies. It’s about commitment. Next and I think critical as well one debating a little preamble here to talk about motivation, is commitment. I think recruiters have to make a commitment to the business in order for it to work. I don’t think we can ask recruiters brand new in the business to make a commitment maybe until they’ve had their first year anniversary. I don’t think it is something that you commit to right away. But once you decide this is what you want to do and you don’t want to do anything else and you commit to it, everything will change for you. I promise you that will happen. “Robocruiter” – those of you who’ve heard me before know that I talk about my favorite recruiter, and he’s still down in Scottsdale, Arizona. I call him Robocruiter because he was like Robocop only he was a recruiter and he’s like a recruiter machine. Always over a million dollars, did everything in my book correctly. I learned so much from him. One of the things Robocruiter used to say is that the reason recruiter’s fail is because they never make a commitment to the business. And because they never make a commitment to the business, they never feel entitled to ask for the information from both hiring authorities and candidates that they must have in order to be successful. I know it’s kind of a long winded definition but think about that! Unless you make a commitment you won’t feel entitled to ask for the information you must get in order to be successful and so what happens is you won’t ask it because you don’t feel entitled. That’s where you find the blank blocks on the job order form, the blank blocks on the recruit data sheets because we didn’t think we were entitled. I just spoke to a recruiter the other day who feels uneasy about telling me how much money he’s making. Well, he can feel uneasy but that’s not an option. Certain things working with me are an option certain things are conditions – that’s a condition. You’ve got to tell me how much you make or I can’t work with you, the relationship at that point ends. But I’ve made a commitment to the business so I have no problem talking to him that way, in a nice way but I’ve got to know because it’s a condition. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com There was another quote that I always use and it’s in my Quick Resource Guide in the front that I have near me. It’s different little motivational messages but one is about commitment and it was written awhile back in 1951 by W. M. Murray: “Until one is committed there is hesitancy the chance to draw back always ineffectiveness. Concerning all acts of initiative and creation there is one elementary truth. The ignorance of which kills countless ideas and splendid plans. That the moment one definitely commits oneself then providence moves too. All sorts of things occur to help one that would otherwise never have occurred. A whole stream of events issues from the decision raising in one’s favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would have come his way. I have learned a deep respect for one of Girder’s couplets, whatever you can do and dream you can begin it. Boldness has genius, power and magic in it.” I believe that. I think that when recruiter’s make a commitment all of a sudden doors open where before that we didn’t even know there was a doorway. And if you don’t make a commitment, you don’t even know where the doorways are. The other essential part for understanding motivation in this business is you need to at some point in time make a commitment to the business. Those things are the foundation: • Treating the business as a process • The 4% rule, the 1,500 company contacts • Making a commitment. I think everything else we can build on, because that’s the foundation that we can build upon. If those basic blocks are not there then it’s hard to build a foundation or it’s just not going to work. With David, when I started with him, he had the faulty foundation that I knew I could fix. Once I fixed that foundation the rest of it was motion picture history and then he just took off because he was doing so many things right, but if you’re flawed in the fundamental things the flaw compounds itself. That’s why it’s frustrating for you to look at a big biller and say ‘how can he place three or four people a month when it takes me a quarter to do that many!’ It’s not because he has an easier marketplace, Gary and I have heard that over the years: “What is so-and-so working because I want to work his marketplace because that’s where all the money is.” Not true! I mean there are marketplaces you wouldn’t believe and one of the biggest billers that I ever heard of up in Nasher, New Hampshire did shoes: tongues, laces, soles. And he was the biggest producer in his organization that Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com year. It doesn’t matter the marketplace, it matters how you fundamentally attack the marketplace. Planning and Organization Once we have this setup, we can look for how to plan and organize. Big topic, Gary and I talked about it when we talked about putting this presentation together. It’s not necessarily the most scintillating presentation that we all love to give but it’s absolutely critical to your success. Robocruiter used to say the biggest problem we have in recruiting other than planning and organization... Notice he said other than planning and organization – that’s the biggest problem we have; ...is working can’t help your job orders and search assignments; was the rest of his quote, but planning and organization is key. There’s a quote I’ve always liked and I have it near my desk: Planning without action is futile but action without planning is fatale. I don’t want to see a lot of action if there’s not plan to the action, that’s just movement, and you can’t mistake activity for production. Gosh, I remember one time I was traveling a lot more than I do nowadays, I was in an office doing desk level training and all of that stuff and I actually watched a woman recruiter there make 200 calls in a day – connect calls. I didn’t know that was humanly possible until I watched her do it! Now they were terrible calls but at least it was humanly possible to do it – that’s just activity without a plan. Like it says in the quote action without planning is fatale. Now if you take out your handouts you’re going to see one that says TBMG Planning Worksheet for <blank> 2007. Then you’re going to see another one that says the same thing, only it’ll say “for David 2006,” if you could pull both of those out, I going to go over those right now kind of briefly because you’ll have them to keep. By using his numbers – and this is a real life example of a real million dollar biller that the year before did $200,000 – it can make an impact on you. He loves this stuff and when I started with him I built this for him (and the other sheet that I’m going to talk about in a minute). Alright, if you look at this sheet briefly I knew David wanted to do a million so under “d” you see $1,000,000. Now, I usually start with “a” and so with him I had to back off because he wanted to gross bill a million. But let’s say he did tell me for explanation here, he wanted to do $441,000 on his W2. He worked for a company now he has his own company, but at this point he worked for a company he was a seasoned recruiter, I think he had seven years of experience, and he was at a 50% pay out rate. What you do is you take the $441,000 divide that by his recruiter’s percentage, which would be 50%, and you get 882,000 – that’s his net cash in. He’d needed to do $882,000. Now in our business we have a couple of things we have to deal with as well. One is called “Falloff” and one is called “Bad debts.” Falloff is where Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com you make a placement and for whatever reason it doesn’t work; a long start date or the person changes his mind and there are different reasons for it a lot of it you have no control over. As long as you hold the falloff back to less than 10%, you’re going to be okay. I mean its best if it’s zero percent but that’s probably not in the cards always, so because of the 10% factor I took “b” the $882,000 divided it by .90 figuring the 10% for falloff factor, and came up with $980,000 – so that had to be his net billing. Then I took the bad debt and we feel this is just companies you place with – I’m a big fan of calling little companies and mid-size companies – but sometimes when you do that you get people who just can’t pay you, as long as you can hold that to 2% or less you’re okay there as well. So, I took the $980,000 divided that by .98 for the bad debt fact of 2% and came up with $1,000,000. That’s were his gross billing is. His average fee when we did this plan was around $25,000 now I think it is higher than that but just for this sheet when we first started it we divided his million by $25,000 of his average fee and it shows he needed to make 40 placements in a year at $25,000 in order to do that million dollars gross billings. When you go down to column “f” and you go across and you see the green highlighted block, the green highlighted blocks on the bottom are the ones I really concern myself with, the other blocks are either too big or too small, and so that’s why I highlighted the ones I think are important. For instance, if you took 40 placements in a year – that’s that first block under “f” (across from “f”). In a quarter he’d need to make 10 placements, divide by 4; 12 months – you divide the 40 by 12 you get 3.3; weekly divide by 52 and daily, that’s workdays, you divide by 260. Well I don’t look at placements per day or placements per week. Most of us consider placements per month David needed 3.3 placements a month at $25,000 in order to get his 40 to do his million, so that’s how it all ties together. Then if you go down to “g” what you do there is you take “f” and multiple it by your send outs to placements ratio, I guessed David’s at 5 to 1. It can be anywhere, each of you will have your own private ratio, and so you just put your ratio in there. I think Robocruiter was 8 to 1, I’ve known one person I think was 1.02 to 1. I mean they’re all over the place but whatever your’s is you put it in there and multiple it out. With David’s at 5 to 1, you multiple that ratio times 40 and you get 200. So he needed to do 200 send outs a year, well I don’t look at send outs a year or a quarter or a month. I usually look at send outs a week and some of us look at send outs a day. I looked at that and highlighted in green under weeks, he needed to do 3.8 send outs a week. Job orders the same thing you pull it across, 3.1 and without belaboring it because I have other things to talk about you get the idea of what we’re doing here. Marketing/presentations, you take “g” and multiple times 10 because it usually takes 10 good presentations to get the send out, again these are averages. So he needed to make about 7.7 marketing presentations a day, 15.4 recruit presentations a day. And I like Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com to do this as well because it shows it is really doable. If I can do it, and I’m not the most prolific on the phone of all time, he could do. Well if you add that together, and we’re going to use multitasking, that’s 23 presentations a day – I teach 25, so it’s right in the ballpark of where we wanted to go. As long as his ratios are going to hold together this is going to work for him. As Gary said I gave you a blank one so you can do this on yourself or anybody in your office, and what we’re trying to do is break this down into manageable numbers. Is that okay Gary? GS: Yes, as longs as people now again where you can get the handouts and all the forms Bob is talking about if you don’t have them, that’s www.therecruitinglab.com/handouts.html. Bob M. Ok. Now if you go there as well or if you’ve printed them out already, you’re going to see the on that’s entitled The Marshall Plan Quarterly Modularize Goal Sheet and the same title at the top for another one only it’s going to be for David, you’ll see his name at the bottom. What I then did with him is I took what we wanted to do annually and broke it into quarterly. One of the things I’ve noticed for years now is that a lot of times we trainers teach daily goals sometimes we teach yearly goals, you find very few trainers out there that train quarterly goals. I always think back of the days when I was in school whether it was high school or college or whatever, and doing Christmas break usually, the bad teachers would always give you like a book to read and you’d have to come back and give a report on it at the end of the break, and let’s say the break was 14 days long. The really smart students would take the book and divide it into 14ths and would read 1/14th of the book each day and then finished it at the end of their two weeks and then had the report and they were ready to go. The rest of us waited until the day before we were going back to school and tried the read the whole book or get cliff notes or something. Well, I didn’t like that and you knew why the top students ere top students because they planned and organized correctly, the same reason top producers in recruiting are top producers because they plan and organize correctly. By the way I should say this for those of you having difficulty as I’m going thru this thinking ‘Oh I just don’t like this stuff’ or ‘it’s too number oriented.’ None of the top recruiters loved to plan. I think I can make a blanket statement like that, but they are all great planners. Just think about that: none of them loved to plan, they would fight me on it, and I think David still does, but if you want to be a big producer they’ve learned that they have to do it. They’ve got to plan. A lot of them will block out an hour or two the night before to plan for their next day because they know it’s that critical to their success. So, it’s ok if you hate it. You know, if you loved planning you Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com probably would have been an actuary or an accountant, but in our business even though we love being on the phone doing deals and being silver tongue devils and being good listeners and all that stuff, we still have to plan. So, if you look at these two sheets The Marshall Plan Quarterly Modularized Goal Sheets, what I took is David’s million and divided it into four because it was a quarter, and you’ll see at the top $250,000 for January, February, and March 2006. Then what you do since its 13 weeks in a quarter not 12, you take the 250 divide it by 13 and (for the first line) get $19,231; the next line $38,462. Anyway you get the idea you just keep adding it up and then at the end of each week you go to where you are in production, you put a little dot it and then you connect the dots. So you go from 0 and say you build to $20,000 that would be at the top, a little above that first block, and you’d make a connecting dot. That’s how you do this David loved this he said it really kept him on track to do the production that was necessary. Also you take the placements, he needed to do 40; 10 would be in a quarter; you divide by 13 – 1/13th is .77; 2/13th is 1.54 – you get the idea. You do the same thing and connect the dots there. So, he stays on line as much as possible, we want him to stay as close to that green line as possible because if he’s above it that’s great, if he’s below it he needs to get above it or at least stay on that line. That will keep him on track quarterly to do what he wants to do yearly, and he won’t have to be the recruiter who calls me the week before the quarter is up and ask “How do I bill $100,000 next week?” because it’s not going to happen as a rule. Qualifier Job Order The next thing and I’ll just go over this briefly. I did it once with Gary when we had another topic back in August of last year when we talked about eliminating frustration and that’s called a qualifier job order. Now you’ll have this available to you after the presentation because I sent it to Gary, in fact I just redid these forms. So you’re going to get the Position Description front and back. I won’t spend a lot of time on it right now but it’s basically divided into six sections. The idea is we want to qualify all of our job orders before we work them because we’re trying to find that 4% that’s going to pay us. Robocruiter told me a long time ago and this has been substantiated by all the other recruiters I’ve talked to that bill at big levels and that is this: most of the job orders we write as recruiters we’re not going to fill. Two-thirds of the job orders we write are “can’t help” job orders that we shouldn’t even be working on. That’s a big dynamic to understand and it’s really a lot of times thru no fault of your own. It’s weird that it happens this way but Robocruiter used to say ‘out of 15 job orders that I write (keep in mind this is a great recruiter) 0 to 1 is of search assignment quality, about 4 to 5 is matching type quality, and about 10 or Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com two thirds are what we call “can’t help.” Now you can fill a “can’t help” job order. I used the example I think back in August of RCA in Lancaster, PA. Years ago I placed their VP of Marketing in Latin America, a man by the name of Luis Vera. It took me – this is a true story too – a year from the time I presented Luis until the time he was placed. That’s a true story! I used to brag and say you know I’m one of the few recruiters that RCA will use, well no kidding I’m one of the stupidest recruiters in America that would go a year from the time of the presentation until the person is hired. That would be a textbook definition of a “can’t help” job order. I should have never worked the job order. Another man that I worked with up in Washington, DC his name is Pierre. He was talking about the same thing that he’s so tenacious and so good and knows his niche, he’ll spend three months finding the right person for his company, but while he’s doing all that work and making one placement a quarter the people he competes with in recruiting, are making three or four a month. Therein lays the problem. So, the position description you’re going to see is divided into six blocks: • Contact Information: name, address, phone number • Duties and responsibilities • Salary range/fee • Hiring: the last day they can go with the position open. We’re trying to determine urgency here. • Recruiting: who do you want; what companies do you respect • Hiring manager biography By the way just an aside here, I was working the other day with a company up in Philadelphia and I said that to them. I said ‘Let me ask you this question’ because it looked like a pretty interesting position, it was a manager of lighting type of position I said ‘who do you want for this position?’ There was a big silence at the other end and I know most recruiters don’t ask this question, and the guy finally came back to me and said ‘you know, that’s a good question can we all get together and get back to you on that.’ Sure enough, and I wasn’t ready for the call, but it was like two or three days later all of a sudden I get this conference call from Joe, the hiring authority, who said ‘listen I have five people in the room here, we’re going to give you some names that we’d like for this position.’ They’d do that! They will absolutely give you the names and they ticked off five or six names that I’m working on right now to recruit for the position because I know if I hit on any of those names I’ll have a placement. So, that’s six blocks. The idea here is to fill out the information in kind of a skeleton format. Remember you’ve planned and organized – and I’ll get into modularization in a minute, but you already have your plan for today you don’t have a whole lot of time to spend righting job orders. I know a lot Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com of us don’t think that way but if you’re planned and organized you’ve got to get on to your next phone call, but you want to write the job order. So you’re writing the job order and then you look at your watch and you say ‘Gosh, I’m busy and I know you’re busy too I got you out of the blue but I’m going to need you for probably another 20 or 30 minutes to get all of the information I need, when is a good time to call you back?’ And by the way I don’t know my audience here that I’m talking to but if you work clerical you can’t do this; if you work temp you can’t do this. If those two things are not operative you can do this. They just age too quickly and that’s why you can’t call back, but the other ones you can. So, you say ‘Friday at 4,’ you look at your planner go to Friday at 4, write it in and say ‘great I’ll call you at 4:00 pm, I’ll only keep you for 20 minutes this will be great.’ Then when you go to call him back on Friday and they answer the phone call, that’s your first green flag – this is a good job order. On the other hand if you can’t get him because they’re in a meeting or they’re just too busy to talk to you, or ‘Bob just send candidates and we’ll take it from there,’ that’s your first red flag – this is a “can’t help” job order. The beauty of doing a qualifier sequence like that is you haven’t spend straight commission time working a job order you’re never going to fill or it’s going to take you three months to fill. That’s what the top recruiters have learned – they know how to qualify, and especially in this day and age because gosh for the last two years we’ve gotten a ton of job orders. More than we did in the four years before I can assure you. The problem is because we’re so used to working crummy job orders, now that we’re getting so many of them, we can’t tell the difference. And your desk is a manufacturing plant that I did for Gary last year that’s one of the things we talk about with the Quality Control manager you’ve got to get that quality back up meaning you’ve got to qualify these job orders before you spend your straight commission time working job orders you’re not going to place on. So, that’s the idea with qualifying the job order and using the Position Description form to do it, and calling back. Robocruiter it’s funny but just an aside here when he would qualify a job order the first time I heard him do this I was stunned! I just couldn’t believe any human being recruiter did this. I’m sitting at his desk I’m taking notes what we call desk level, and he’s on the phone and he says ‘I think I can help you with your assignment but let me explain to you how I work.’ I’d never heard that before. I’d been a Pacesetter I’d been a good recruiter the year before two years before and never at his level, still I knew how to write a job order but we were never trained to do that. He was saying ‘let me tell you how I work’ and apparently the person on the other end, the potential client, said ‘Well we work with recruiters all the time’ because Robocruiter then said “Well that’s fine but you’ve never worked with me before, I may be a little bit different than what you’re used to. First of all my fee is 30% of realistic first year earnings it’s not negotiable, my time is as valuable as the next guy, and this will be the last Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com time we talk about that. Number two I have a 30 day replacement only guarantee, I can’t guarantee the person over 30 days otherwise I’d have to be a part of your company. We don’t do refunds I’ll need your okay on that today as well because this will be the last time we talk about that. Number three, I’m going to find you people who are happy, well appreciated, making good money, currently working and I’m going to entice them to move for a better opportunity. These are not job hoppers, job shoppers or rejects. What does that mean to you? It means my guys usually will not have resumes. Don’t ask me for a resume that’ll only slow down the process, and this will be the last time we talk about that. Number four, all offers need to come through me because I can ensure the person will accept if it’s done that way...’ Anyway, he went on for like 10 steps and if you’d like these 10 steps, email me or email Gary and I’ll get you a copy. I know nobody will do it but everybody seems to want this list. Anyway, he got off the phone and I was stunned! I’d never heard anything remotely like this I didn’t know we were suppose to qualify job orders to be honest with you. Until I’d heard him do it and that way was unbelievable. Anyway, he said what’s wrong and I said you do that every time you write a job order? And he said absolutely. I’m shaking my head thinking nobody is going to believe me. There is no way I could teach this and people would think I’m not fibbing. And I asked if it worked and he said yes it works all the time. Then he looked at me and said when you said works what do you mean by works? I couldn’t imagine anybody agreeing to all those things, so I asked do people agree to that and he said no, no Bob but you’re missing the point. I don’t do what you just heard me do to edit in job orders, I do it to edit out job orders. I know I have to make a certain number of calls a day and have a certain size marketplace, and I know two thirds of the job orders I will write today are going to be “can’t help” job orders. I did what you just heard me do to find out if it fits in that category, and when I find that it does it’s a “can’t help” job order, I wish them the best of luck but I can’t take it for whatever the reasons are, and then I hang up and I look up to the sky and thank my lucky stars that I found out today that this is a “can’t help” job order and not three months from today when I’m trying to place on this thing to the exclusion of all the other work I could’ve done that would’ve been great. One of my students called me the other day he has about as much experience as I have and he was so upset and said how he went to this hiring authority and he used this trainer’s script and it didn’t work. And then he used this trainer’s script and it didn’t work either, and I just don’t understand, and he’s going on and on and I was kind of laughing and he said what do you think is so funny, and I said ‘John (that’s not his name) it wouldn’t matter if you had a script from God. That company didn’t need you – that’s all. That was one of the 96% of the companies in America that don’t need you. So you just be nice, hang up and get on to your next Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com phone call because I guarantee you that 4% is out there. The 4% when you find them are the easiest guys to work with. They like you they see all of your people they ask for your advice, when you make a placement they thank you for getting the candidate and placing them, they don’t treat you like clerks. I mean, all that stuff doesn’t take place when you find the good companies to work with, and not force yourself on companies that just don’t need you is the bottom line. Anyway, one of the other keys and you can get that stuff after the presentation like Gary said, one of the other keys in this business is qualifying the job order and making sure that you’re working the job order that are the quality ones and keeping in mind the ratio that I just said. Modularizing and Monitoring Don’t mistake activity for production which brings me to one of the last things I want to talk about today and that’s modularizing and monitoring. Gary and I talked about this when we very first discussed this presentation and one of it ties in with The 100 Point Sheet that you’re going to have a copy of in front of you, but before I get into that just to touch on modularization a bit. I use a planner and a lot of my big billers use planners. Again, they don’t love it – they don’t love planning, they don’t love using planners, I understand all that part of it but they will do it. We know from the industrial engineering field that human beings tend to handle projects best if they’re broken into small segments, as oppose to looking at the big project and throwing up our hands saying this is impossible to do. And so what I want to do is break it down. Industrial engineers I’ve talked to said that human beings can breakdown tasks as low as 15 minutes at a time. That to me sounds too small and I don’t want to be jumping around that much. So what I’ve done is I’ve broken the day down into eight modules – hour modules. Then I do activity in each of those modules based on how I planned to do that activity the day before. Based on Robocruiter's admonition to me years ago that when he comes in the office – and I should do the same thing – the first thing I should do is the first thing that leads to money. The second thing I should do should be the second thing that leads to money; and the third thing I should do is the first thing that I need to do, and they’re all different. So, when I come in and sit down I’m thinking okay is this call going to lead to money or is it important to make but it’s just not a money call? When I first come in that first block from 8:00 to 9:00, that’s the block that I’m going to maybe do closing calls that I couldn’t get through the day before; debriefs, maybe preps for interviews because that’s going to lead to money; maybe I found a candidate that’s a good match for a company – that may lead to money. So I’m going to do these money calls in the first module. Then 9:00 to 10:00 I’m going to start my marketing and fill in how ever many calls I’m going to make there; 10:00 to 11:00 the same thing, then 11:00 to 11:30 Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com the fourth module, and then from 11:30 to 12:00 maybe morning paperwork, kind of catch up on the paperwork. It’s kind of clock-watchish but it’s amazing how much you can accomplish when you attack your day in a day-by-modules as oppose to just trying to attack the day and blowing with the wind. Then you go to lunch, you leave for a half hour walk around the building if you don’t eat but just get out of the office I think that’s important. Then from 1:00 to 2:00 maybe the easier calls because you’re not as efficient between 1:00 and 2:00, physiologically speaking if you’ve eaten the blood is in your stomach digesting your food not in your brain, so it’s easy to do like reference check calls are good to do then or the easier calls. Then 2:00 to 3:00 maybe recruiting calls or more marketing it depends on what’s on my desk; then 3:00 to 3:30; and 3:30 to 4:00 my afternoon paperwork; and then 4:00 to 5:00 planning for the next day. That’s kind of how a modularized day works and the people that use it tell me it works really well and they tend to accomplish more in a day. Anybody that plans by the way and they will tell you they hate it, but they’ll tell you the day before when they plan the next day when they came in they accomplish more in that day than they normally do – because it was planned for. All they have to do is pick up the phone and dial and their subconscious, which is nine tenths of their brain, is just flowing along with that plan; built on all of the other things that I talk about. And then the other thing is monitor. I think it’s important to monitor your success and to give you rewards on a daily basis because you’re all sales oriented people. In recruiting you don’t get pats on the back. In fact, the worse thing we hear is how did you do today? Did you make any placements today? We know the brutal facts and you’re not going to make a placement everyday anyway so if that’s asked of the recruiter that’s a de-motivator and not a motivator. There is a way that we can motivate you and if you take out the other handout that you have it’s called The Marshall Plan Weekly 100 Point Sheet and then The Key to the Weekly 100 Point Sheet. This monitoring device was developed years ago by a man in Arlington, Virginia, had an office in Las Vegas. He was an office owner in recruiting and also was a mathematician. He figured there should be an objective way to look at a very subjective business which is this recruiting thing that we all do. And so what he did he assigned point values to activities based on the centralness of those activities to making placements. If you look on the sheet where there are numbers you’ll see Marketing Attempt – picking up the phone with the intent to make a marketing call you get one point for that. By the way this is a sheet that you take at the end of the day, this is not a check and track sheet, you don’t keep it by your desk during the day it’s not that kind of a monitoring tool, otherwise it would slow you down. You just file it away and at 4:00 when you close up your day and you stop making calls and you’re ready to plan for the next day, that’s when you pull The 100 Point Sheet out and you start putting in the numbers and multiple them by the multiplier factor. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com For instance, on the third block down it says Marketing Send out First. If I did a marketing call and they said ‘Yeah Bob I want to see that guy he sounds really great’ and we set up a telephone interview or face-to-face, that’s a Marketing Send out First. So if I did one of those, at the end of the day I would do 1 times 15 and get 15 points in that square. Then I’d keep going down matching either way is three points, I won’t hit them all because you have the definitions on the other sheet. What you’re after, and of course if you look at the bottom (or close to the bottom) you’ll see a place where you can get 100 points, what this person said is if you get 100 points a day you’ve got to make placements. If you don’t get 100 points a day you’re fooling yourself. You’re not going to make placements in this business. I caution you if you haven’t used this before when you first do it you’ll be amazed at how low your points are, because you’re not used to the activity necessary to build a bunch of placements. It would be like, let’s say you want to learn ice skating and I’m your teacher and I take you out the first day on this ice skating rink and teach you some moves and stuff. Well that day when you’re finished you’ll be sore because you’re using muscles you haven’t used before. And the next day you’ll be sore but maybe not as sore as the first day, and the third day you’ll be a little better but still feel sore. It’ll take you weeks before these muscles are built up so that you’re not sore like you were when I first started teaching you how to ice skate. Well the same thing when you do the 100 Point Sheet – don’t be worried that your numbers are low initially because you’re just not used to those muscles yet but as you focus and you really try to do the activity and not activity for activity sake, but activity that’s central to making a placement, then you’ll be scoring high numbers. One of the funniest stories about this 100 Point Sheet, when I was doing a lot of travel overseas one of the main places I went was London. We had a big office over there with the group that I was traveling with. And when I introduced this, I sat down with the manager over there, I said listen I want to introduce this it really works well and I go through the same explanation I’m doing with you guys, and he said ‘You know what let’s call it the 200 Point Sheet instead of the 100 Point Sheet and see how my recruiters do because I always try to test them as much as possible.’ So I told him sure you’re the boss I’m sure its going to come to a diminishing return at some point but 200 points is probably doable. So we did 200 points and sure enough that office got up to the level of 200 points a day, and of the whole organization and we offices all over the United States and Malta and Cyprus and all over the UK and that office in London became our biggest billing office, and our superstar recruiter came out of that exact same office. Now I don’t know if it’s because we called it the 200 Point Sheet instead of the 100 Point Sheet (the way it was invented was 100 points). I’ve added things to it over the years because I’ve been pressured to do that. Like for instance Hiring Manager Prep and Candidate Prep you’ll see Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com that towards the bottom you get 5 points each, that wasn’t in the original sheet. Hiring Manager Debriefing, Candidate Debrief; and it’s the first time you do it. You can’t debrief a candidate five times in a day and count the same candidate and call it five debriefs and get 25 points. It only counts the first time in a day. So I changed it a little, and then at the bottom you’ll see the non-multiplier blocks: Work days since your last placement: if it’s been five work days that’s only a week I’m not worried. If it’s 10 well I’m now concerned if I’m your manager but not, still I’m not that really worried. Once we get up to 20 days, 25 days now we’re into a month and no placement, then we get a little more concerned about it and want to know what’s going on. There are extenuating circumstances I understand that but at least it keeps me aware. Hot Sheet – those are the things I track that they’re either telephone interviews or face-to-face; and Action Calls and Hours Worked. Action Calls are marketing presentations, recruit presentations or search presentations and matching both ways. As long as you do 25 like we talked about earlier you’re going to make placements. So the way I look at this sheet because I don’t want to use it as a weapon, and a lot of times monitoring sheets like this can be used as weapons against recruiters and I never liked that about it, but as long as you use it to help you and maybe you just take your own numbers. You know we used to take our own numbers at noon and then take them at the end of the day and at noon we take them and if we had 50 points we figured we had a pretty good day. If at noon we had 20 points we knew we really had to cook in the afternoon and if we had 80 points in the morning, well then maybe we could finish up some job orders or do some other stuff in the afternoon. It just kind of told us where we were but as long as it’s not used as a weapon I think it could be very powerful, and it does focus on activity central to making a placement. Just a really short story about this: in 1982 when I was working a desk I’d been doing this for two years, taking my points and I was kind of the acting manager and I was taking everybody else’s points. Well we basically fired everybody in my office, I was in Reno, Nevada I was the only recruiter left. So I stopped taking my points because I thought I am the only one here why am I taking my points, and that was those of you that remember back that far that was the year of the oil and gas problems, the big recession and all that. Anyway after about three weeks I noticed that I only had like one or two things on my hot sheet. Well I’ve always had more than that, I’ve always had like four or five things on my hot sheet now I’m down to one or two and I thought it might be interesting to take my points just to see where I’m at. I took my points, the first day I had like 35 points and I was stunned because I was always well over 100 points. What had happened is I got in bad habits of making three calls to the same person when I couldn’t get thru, calling the Chamber of Commerce to get packets Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com of information sent to a candidate who is never going to relocate. I mean all of this stuff that’s not central to making a placement it’s all ancillary stuff that I’d gotten in the habit of doing. It dawned on me I’m not getting points for this stuff because it’s not central to making placements. So the next day I really focused and I got 70 points; the next day I had like 90 points. I mean it took me awhile to get back up to 100 points, but sure enough after I got 100 points I noticed things coming back on the hot sheet and then we started hiring people at that point and the rest is history. It really taught me a lesson that we can get off on tangents if we really don’t monitor what we expect of ourselves. So that was the last thing I may not have explained everything but you have the explanations, and again if you want to ask me any questions about that you can go thru Gary or send me an email or whatever. That’s basically some of the things I wanted to talk about today before we open it up for questions. All the information, like with all my stuff and it’s probably why Gary and I get along so well, it comes from observing and conversing with top recruiters. I promise you I’m not giving you Bob Marshall’s favorite ideas or that God talks to me and then I talk to you. I am merely, having 27 years experience and being a pretty good listener even though I’m talking a lot now, when I’m in an office with a top recruiter I just take notes until they tell me to leave and I found interesting similarities between the top recruiters and they didn’t talk to one another. So everything that I’ve talked to you about today are working for high levels of production for somebody. Now, it doesn’t mean that it’ll all work for you because not everybody does everything. I think the key and I always say this after I do these talks and I know I talk fast and we’ve talked about some pretty big topics today even though we kind of touched on them pretty quickly, the key is to find a technique that I talked about today with you that you like or that you think can work for you and then do it for 21 days. It doesn’t make sense to say ‘Yeah I’m going to modularize my day and plan for a week’, not enough time. You’ve got to give yourself basically a month. In fact the people out in California Caltrans I think first came up with it, that before they would give a ticket when they put in a stop sign they gave you a month because people would run that stop sign for about a month. Every time they would pull up a stop sign people would stop there for about a month. It takes about a month for us to develop a new habit. Anything you want to do based on what we talked about today that’s good and I promise you it all works for somebody that’s billing huge numbers of dollars, but you’ve got to let it become a habit and that’s only going to happen after about a month; then if you don’t like it after a month that’s fine. Our big biller that I talked you about over in London that did so well his name is Andrew Jenkins, I don’t think he’d mind me saying his name. He’s a huge biller to this day. He came in to that office with a really big Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com background in sales but nothing in recruiting and he went to our manager there and said ‘You teach me how to be a recruiter and I’ll do anything you say for a year. After that year I reserve the right to change but for the first year I don’t care what you say, if I think it’s stupid it doesn’t matter I’ll do anything.’ And sure enough he became our biggest biller. Based on Andrew’s experience when David called me, that was one of the first things I said to him and I usually don’t say to people and that was if you promise me that you’ll do everything I tell you to with no debate then I’ll take you on. Only that way because I knew we had to do a bunch of stuff and I didn’t want to debate it and David was good enough to say you tell me what to do and I’ll do it. I know Gary would appreciate that any of us in training when we get students like that we get tears in our eyes because we know we can teach that person. We have an old expression in teaching that when the student is ready the teacher will come. David was ready. Andrew was ready. I don’t know in the audience today how many of you are ready but when you’re ready, the teacher will come to you I promise. That’s when you’ll do the production that you’re after. I think that’s basically it for me Gary if you want to take it back and we’ll do Q & A. GS: Thank you very much Bob that was awesome. So that’s it for today for the lecture portion if you guys have questions Bob has agreed to stay on for a bit more to take your questions and we’ll get to that in a second. I want to remind you if you want more information about Bob you would go to www.themarshallplan.org to learn more about him. Monique can you give instructions? Operator: Sure. At this time we if you have a question or comment you may do so (gives instructions). Give me one moment. Ok our first question comes from David S. Go ahead David your line is open. Participant: I’m in Scottsdale, Arizona and would love to meet David. Both of you are terrific, Mr. Marshall you’re great. I have eight recruiters and we focus only on the career college business: Apollo, University of Phoenix, schools like that. Our website is www.careerschoolconsulting.com. I have eight recruiters some of whom do $400,000 unfortunately three or four of them only do $200,000. I need to get either all of them up to a million or else terminate them. (Laugher) I need some help and I would be very interested Gary talking with you as well as Bob about individual training. Everything you’ve said hit home, I have a question Bob. You mentioned that 4%, you know 125 a week – those are connect calls – and I assume that a left message or last updated resume, that’s not a connect call as far as I’m concerned. Also I should mention we’re in two businesses; we sell colleges. We’re the largest brokers in the country selling these career colleges. So when I get a financing buyer to buy a college he says to me Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com ‘I’ll buy this college only if you staff it,’ that’s when got me into the recruiting business 10 years ago. So it’s a combo if you look at my website you’ll see www.careerschoolconsulting.com. GS: I don’t want to rush you but do you have a question? Participant: Yeah the question is the 25 connect calls per day, 125 a week, 1,500 a quarter; 4% of that is 60 times $20k is $1.2 million – but that’s a quarter. I thought you meant $1.2 million for the year? I can’t reconcile the 25 a day 125 a week 1,500 a quarter, with a million a year. Bob M: Yeah, I probably didn’t explain it correctly David. What I meant was the 4% rule holds so you’re doing 25 connect calls a day which is 125 a week 500 a month 1,500 a quarter, and you’re rotating those guys four times a year. That’s the part I left out. Participant: Oh, okay. Rotating, so that eventually leads to, if you’re good enough, to getting a million dollars. That’s my question thank you very much. GS: Monique, who is next? Operator: Our next question comes from Lori S. Go ahead Lori your line is open. Participant: Thank you. I have just a quick question on your marketing presentations like 2,000 a year. What exactly do you constitute as a marketing presentation? Bob M: Well and it would be, you know that 1,500 a quarter rotating them through however that happens for you. It really depends. I was raised, gosh in fact I hate to say I started with Management Recruiters because everybody thinks I’ve been with them forever and I only started with them, but they taught something called an MPC – Most Placeable Candidate, and using that candidate as a door opener which I think is valid, I think it does work. As I’ve traveled around, I left them back in 1986 and I’ve traveled and hit so many companies that are not MR that do presentations all differently, it’s really how you envision a presentation; how you introduce yourself to a company, whether it’s through a candidate, it’s through what you’ve done in the past, it’s through a recommendation, you’ve heard they have an opening you wanted to know if the opening was opened for search. However that is, that’s what I would consider a marketing presentation. Participant: So it could just be a phone call to them trying to get connected. Bob M: Yeah. Ideally people ask me that a lot and I’ll say you know I would love to teach you to do a Most Placeable Candidate presentation because I like it and I think it works, but that aside if you just don’t like it, let’s say or you Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com don’t do it or whatever, then at least make a presentation however you make. Top recruiters as a group would say to you that if you want to teach one thing Bob tell them to pick up an instrument and talk in to it. If they just do that they’ll make placements. So, rather than not making the call I would the call however you envision that call to be made and something good will happen. Does that help Lori? Participant: Yes absolutely, thank you. Operator: Our next question comes from Todd, go ahead Todd your line is open. Participant: Thank you. Bob that was a great presentation it came at the perfect time for me let me tell you. My question for you is when you’re planning your day the night before how do you organize your calls? And what I mean by that is I’ve got a database that I, you know generally speaking I say I’m going to call from 9:00 to 10:00 and I shotgun approach and I just go through and say Oh I haven’t called that person in awhile, or I haven’t heard from them in awhile. How do you have your people actually organize their calls the night before? Bob M: Well it’s mainly just like you said off a call list and by the way you can thank Gary for the topic because he’s the one that suggested the topic to me but it’s just, other than making the money calls at the beginning of the day which I think is valid according to Robocruiter and making the reference check calls after lunch and you’re going to multitask on those, it really doesn’t matter as long as you break the day down into blocks and you attack the day that way in my opinion based on the modularization. So you’ll have a call list like you said and it will maybe have 100 companies and you’ll just start putting in the blocks of which calls you’re going to make when because I don’t think it really matters other than the money calls and then you just start calling. Multitasking by the way (I think Gary and I touched on one of these formats before) that’s five things that you do on every phone call; you can direct market, indirect market, direct recruit, indirect recruit, and information gather. And so we’re trying to do five things on every phone call based on which way the phone call will allow itself to go. As long as we’re doing multitasking and the modularizing and stuff I don’t think it’s critical other than the money calls. Does that make sense? Participant: Yep absolutely and one quick follow up question. Do you have an actually modular outline that you offer to your clients? Bob M: Yeah. Well I do a modularized planner. If you go on the website like Gary said it shows all the stuff and I’m a big fan although I’ve been in the business a long time. You know 27 years obviously I’m used to a paper planner and a lot of people nowadays are not they want to do it on their Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com computer, and I’m ok with that just however you do but regardless I think the day needs to be blocked and I’m a big fan of writing it down. Studies show in one of my daughter’s, who is a schoolteacher and she says the same thing for her students, that if you write something that it tends to be the fastest way into your subconscious which is nine tenths of your brain, if you type it, it doesn’t. I don’t know why that is you’d have to ask scientists but I like the writing and it’s redundant people don’t like it but getting back to what I said in the presentation, most of the recruiters out there don’t like to do this activity because it’s kind of mind numbing, it’s redundant a lot of times. I mean I’ll get people to say ‘Bob, I already wrote it here you want me to write it here too?’ I know you get all of the complaints but the big billers do and you just try to share the ideas of the big billers. Participant: Great, thank you. Operator: Our next question comes from Emily G. Go ahead Emily your line is open. Participant: Hi. First of all I just want to say I really liked this 100 Point Sheet. I’m a very numbers oriented person and so it’s very helpful for my group. What I’m wondering is I know you mentioned that it shouldn’t be chicken scratch throughout the day you shouldn’t be kind of ticking off all these calls as you make them or these referrals or send outs as you make them. How would you best remember how many you did everyday? I mean, if we sit down at noon and sit down at 4:00 and we kind of say ok how many did we do, how do you best approach that without making it kind of obsessed with doing the chicken scratch like you were saying? Bob M: Well you would have a planner and you check them off as you make the calls on your planner or you could use yellow sheets of paper I guess, but at the end of the day then you would add up the checks that you made during the day. Participant: Ok. So the whole point would be that you had this all made up from the day before. Bob M: Yeah, well I think you would have to have a planner in order for the 100 Point Sheet to work. You know? Or something that you put the number or you put the checks down on otherwise you couldn’t add them up because it’s just like you said they’d be all over the place and how would you remember. I guess you could use it as a chicken track sheet, I’ve never seen anybody do it that way but I think it would slow down the day. Participant: I agree. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com Bob M. Yeah. I think most of the time... and interestingly something else I didn’t say, it tends to be best, The 100 Point Sheet, when the manager you as the manager come around and you take the people’s 100 points. They report it to you, you take it down. Not that you’re they’re mom or dad or anything like that but the idea is if I know that at the end of the day Emily is going to be sitting at my desk at 4:00 I’m going to do better probably because if I have to report crummy numbers you’re going to look at me and maybe you’re a nice person and not criticize me but still I know what you’re thinking. So if you’re going to see me every afternoon at 4:00 I will do better if I don’t have to see you at 4:00 I’m just taking up my own points, I might slide a little. In fact in the old days when we had owners and franchisees that were by themselves, we always setup a mentor/mentee relationship where they would report their numbers at the end of the day to another living human being for that very reason. Participant: Thank you very much! Operator: Our next question comes from Carolyn. Go ahead Carolyn your line is open. Participant: Yes, hi Bob excellent presentation. Do you utilize any of the Monster job boards for your candidates or you strictly do recruiting? Bob M: I strictly do recruiting because that’s what I was trained and you know that is my name – to be a recruiter. I think you should use everything though. I’m not anti-Monster or anything like that. I think sometimes you luck out and find people. I remember, just a quick story, when Monster came to town here in Atlanta years ago and they wanted us to join and I got invited and I’m in the audience and I couldn’t wait to ask my questions because I knew what I was going to ask. So they finish their presentation and they said ‘Ok now we’re going to open it up for questions but let me tell you guys this especially all of you recruiters out there. If you’re going to use Monster to go through our resume database to see if you can find candidates, you’re making a big mistake,’ which was going to be my question. He said it was mainly made up of job hoppers, job shoppers and rejects but he said what you can do is post your job order on our site and get the people that are lurking or the passive candidates that are maybe looking, and that might be the best way to use Monster, and I thought he was right. So, it doesn’t mean that I wouldn’t use Monster but I would not make that a major focal point of what I would do. You haven’t seen it yet and I didn’t spent a whole lot of time covering it but when you ask the company which people do you want for this position, the better question is actually which companies or competitors of yours do respect and want someone from, when you get those questions answered the top recruiters find that they know exactly where to go to extract the people. And it’s more of what we call “rifle shot” or “surgical” recruiting, and the big boys do that Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com really well. The average billers will put stuff on Monster or Dicer you know any of the job boards and see if they can find somebody. Again, I don’t want to say it total black and white I’m pretty open, as long as – I don’t think it’s good to have 90% of my activities based on Monster. 90% should be straight recruiting. Participant: uh-uh. In your module, your eight module break up for the day, when do you – you didn’t really sort of stick interviewing in there? Bob M: That would be one of the modules, whenever you do it. Let’s say you’re doing interviewing, I don’t because my office is too remote, but if I were in an office where I was doing interviewing I might, depending on how many I do, I might do like 10 to 11, or 11 to 12 – that’s my interviewing block. Participant: Okay great. Bob M: And most of the people I interview as a rule I don’t place; but I may place some of them so I don’t want to spend a whole lot of time with them, but if you’re in to interviewing yeah you just block out that time. Participant: Okay great. We do administrative/clerical so it’s a little bit more important to interview, you have to meet the person. BV: Also you have my big disclaimer that I said during the presentation on calling back administrative and clerical people you can’t wait two or three days to call back or your job order is dead. So you have to tend to change the way we usually teach qualifier job order in that you might call back the same day or you might not even be able to call back you may have to present candidates right when you’re taking the job order. You’re just more compressed. Temp and clerical/admin offices tend to be way compressed but I have a bit of good news for you: the biggest biller I ever heard about until just recently with David and some of the others were a woman I think by the name of Shelly Harris out of Snelling & Snelling in Dallas. She did a million dollars in a year and she worked clerical/administrative, and she made a placement a day. Participant: Wow! Wow! Bob M: So see you have something to shoot for but that’s true that’s the first person I ever heard that did a million, a female, and she did it local and she did it in clerical/administrative. I think her average fee was $900 or something like that. Participant: Oh my! Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com Bob M: I know it’s amazing. That’s why a lot of times people say well I want to work the big placements or I want to work the big fees and that’s okay with me but you don’t have to work big fees to make a lot of money. Participant: Great thanks so much. Operator: Our next question comes from Tom S. Go ahead Tom, your line is open. Participant: Good morning. I have a question regarding your weekly 100 Point Sheet. In our industry we need to do a lot of research to find the candidates and I might find that I’m spending three times as much time looking for the candidate as I am reaching out and making the calls. I don’t see any of that listed here on your point sheet. Bob M: You know because the point sheet wasn’t intended for non-phone activity. So you either have to modify it for your operation or do that after hours. Participant: Oh, okay. Bob M: I know that probably sounds like bad news to you but The 100 Point Sheet was really focused on phone activity and interviewing and the other stuff like what Carolyn just said but it’s not focused for research. Participant: Ok alright well thank you. Operator: Our next question comes from Arney, go ahead Arney your line is open. Participant: I want to dovetail on the previous question and I’m wondering for someone relatively new in the industry or somebody who is setting up a desk, where do you find this universe of companies to begin with, how do you define that how do you find then the universe of people that you’re going to put on to the call sheets to get organized the night before to do for the calling during the day? Sort of a prior question to getting ready to do everything else that you said to do. Bob M: Right and this is the setup in fact I’m working with a guy right now up in Rhode Island that we’re doing this very thing. We’re deciding what does he want to do because I always ask new students what do you want to do because what you want to do or the discipline you’d like to know about more, that’ll be exciting for you and you’ll come to work everyday. So we’re deciding on that right now then we’ve got to get like you said, ok where are the 1,500 companies come from? And 1,500 by the way is not a magically number but it’s something that, I mean gosh, even if you added 25 new companies a day in a quarter you’d finish your 1,500 list. It doesn’t have to be a 1,500 company list that you get this week for instance. They come from all different sources. I use Google to search things all the time Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com to find out new companies. They come from associations that are specialized in whatever your specialty is. David, the million dollar boy in Louisville he uses Hoovers as one of his, I think it costs but he uses that, he likes that a lot. Anything you can think of, in the old days we had, well the hospitable blue book – for any of you that work hospitals, that’s always been a good source; Dun & Bradstreet, just wherever you can think of. I guess the think is you don’t have to be worried that I need these 1,500 before I can start working. You just need 25 before you can start working or maybe 50 if it’s going to take you twice as many to make the contact, but just as many as you need to get on the phone and start making the phone calls. But you’re right that’s a pre-start activity that I would get out of the way before I set down at my desk and started making phone calls. Participant: Alright, and you do that kind of coaching to help to defined that universe of people? Bob M: I would steer them but I don’t teach specialties. I always find what your specialty is, like David for instance his specialty is accounting/finance in the commercial sector and that’s what he does. Well I don’t know accounting/finance in the commercial sector. That’s where he goes to Hoovers and I would encourage him to go to those sources and usually when you find what your specialty is going to be and maybe it’s a specialty you’re really familiar with, you’ll know the associations and the trade groups. You want to get known and know them and they’ll have a list of people you can get from their website or you can be an affiliate member and get it that way. Infosec for a long time, well maybe three years I worked information security. My big conference was the RSA conference that happened every year out in San Jose and sometimes San Francisco, and everybody at Infosec was at that conference. Once a year I made a plan to attend that conference and got my name known that way and you would talk to people and find out what sites they were on and how they had to be if the were CISAs or all the different abbreviations. So you just it that and then you’ll find them and you’ll get them. Then you’re constantly asking people for leads and you’re constantly asking, if a candidate has been out looking for a job you find out where they looked, it’s going to give you leads to open job orders. You’re constantly adding and subtracting and calling. Hopefully I made the point at the beginning that this business is like a process not a series of events and then it’s mixing and matching. Once we get up to that 1,500 and it’s a process where we’re doing everything everyday, then we just mix and match. The guy that doesn’t fit here fits here and we amplify our chances of success. Then we have like a synergistic affect where we make a lot more then the average biller that’s trying to make one placement at a time, and that’s how we were able to fix David. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com Participant: Alright great, thanks very much. GS: Good. Monique, can you tell me how many people are in the queue right now? Operator: At this time we have no further questions. GS: Ok. If we didn’t get to you I apologize we do have to wrap up the call but can contact Bob again at www.themarshallplan.org. For Mastermind program members I told you I would answer any questions as well and you can submit those in the member’s area through the online discussion board and I will answer those for you if there is anything that we didn’t get to today. Bob thank you very much this was a great presentation and the forms are excellent so people can refer to those. We’ll leave them up for probably a week or so, I really suggest that everybody go and download those. Thank you Bob very much for the presentation today. Good-bye. ABOUT THE RECRUITING LAB: Gary Stauble is the principal consultant for The Recruiting Lab, a coaching company that assists Firm Owner’s, Solo Operator’s & Recruiter’s in generating more profit in less time. Gary offers FREE Special Reports and other Resources to assist you becoming more effective. Learn more at www.therecruitinglab.com. The Gold Mastermind is a Powerful, Results-Driven Coaching Program. Learn more at www.therecruitinglab.com/gold.html. Copyright 2006 Gary Stauble. It is illegal to share or duplicate this information without prior written permission. P.O. Box 1502 Gilroy, CA 95021 Phone 408-847-5049 Fax 408-762-4317 http://www.therecruitinglab.com