April, 2014 | The Recruitment Desk

April 30, 2014

Contract or Permenant and Which is Best for Me

There is not a single Recruiter in this city that will not ask you whether you would prefer Permanent or Contract work.

If they don’t, Run Away And Find A New One As Fast As Possible!

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The reason we ask is because Contract and Permanent jobs are two different things. As I outlined in my last post, the Contract and Permanent versions of the same job may be handled by two totally different Recruiters. This means, before we speak, you need to have put some thought into this question.

A lot of people, when asked, will give the generic answer: “I’m open to either.”

This answer translates into One of Three Things:

1) I haven’t put any thought into it.
2) Send me whatever you get and I’ll decide then

OR

3) I don’t care, just get me a f#%&ing job already!

So let me explain the key differences between the Contract and Permanent ways of life so that you’re prepared to be more than generic next time a Recruiter asks you what you are looking for.

Permanent

The appeal of a Permanent position is that of stability. People feel that if they have a yearly salary, a benefits package and are on a company’s payroll that they are more stable than someone who gets paid on an hourly basis for a set term.

There is some truth in this. The Permanent employee does enjoy much greater room to grow and evolve within a company than a contractor would. Not many contractors start in the mail room and work their way to the VP position.

And getting invited to the office Christmas party has it’s perks.

But the idea of stability in Permanent work is more of an illusion in 2014 than ever. Every day companies decide to outsource departments, pay off high wage employees, or any other general type of “Restructuring.”

Say you were offered a Permanent job at $70,000 a year plus benefits. After a year and a bit you’re called into the boss’ office where he regrets to inform you that your position has been made obsolete.

You could have been doing the same thing on a year long contract for $50/hr. Do I need to do the math for you?

The cost to you would be an accountant to do your taxes (which, you’ll be able to use to your advantage if you are a Sole Proprietor or Incorporation; but that’s for another post) and an insurance company if you want benefits. If you have a spouse with a benefit plan you can get on, even better.

Which brings us to:

Contract

The Major Upsides to being a Contract employee are:

1) More money.
2) More flexibility and freedom to set your own schedule.

The Major Downsides:

1) You are pretty much stuck in a niche with no room to grow into new positions.
2) You have to know how to and be willing to constantly sell yourself.

Now imagine a world where you set your own price. A world where you are so in demand that you get calls of job offers every day. A world where you could decide to take the summer off and there’s nothing anyone could do or say about it.

Those are the benefits contractors get once they make a name for themselves. But they’ve got to be willing to put themselves out there and do what it takes to build a reputation in the industry. Contracts live in a world without a safety net. They don’t always know where the next contract is coming from. And if they don’t put their name out there, they’ll never make it.

This is why agencies separate Permanent and Contract Recruiters. They are two totally different mindsets.

A Permanent Recruiter is a Corporate Matchmaker

A Contract Recruiter is Jerry Maguire

If you have questions on the subject of Contract, Permanent and what would be best suited for you, ask your Recruiter. You have their time and attention, use it.

It is not a decision to be made lightly.

April 24, 2014

Why Do I Have A New Recruiter Every Eight Months?

Good question.

This is an IT Recruitment Agency

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This Agency is set up under the Account Manager Model:

Meet Kyle, Kelly and Kofi:

Kyle works tirelessly cold calling up to 70 people a week trying to generate new business which he will pass to Kelly to manage. Kofi Recruits for the jobs that come from Kelly’s clients. They are a tight knit unit. There isn’t much a good Account Manager and Recruiter, when paired to each other’s strengths, can’t achieve.

Kelly’s clients love her and keep coming back. She knows how to get the information from them that Kyle needs to make a good match and Kyle knows where to find the talent and how to quickly narrow down a large pool into the few that will be presented. Kyle and Kelly generate a steady stream of revenue.

But while the Agency has a steady stream of revenue coming from them, they aren’t seeing enough growth. They want to take the company to the next level. They opt to implement the 360 Model:

In this model each member of the team is a 360 Agent and is given a specific “vertical” under which they will build their business.

A 360 Agent is someone who does both Account Management and Recruitment. They own the entire process from developing the business to finding the talent. They’re that good.

The idea is that, if the only thing Kofi recruits for are Developers he can sell himself to clients as an expert in that space. Any time a Developer job comes in, it will be owned by Kofi, who should also have the talent at hand. He interviews five new developers a week after all.

But uh oh, there’s a problem.

Kelly loves working with clients but wouldn’t know the first thing about where to find talent and Kofi, although loving to dig through the job boards has, no desire to make business development calls. They both quit. Poor Kyle, now redundant, goes with them.

That’s fine. Management thinks. We would have had to retrain them anyway.

So this is Joey.

Joey Recruiters on the Development desk. That means he Recruiters Java Developers, .Net Developers, PHP Developers, you name it. Whether it’s a permanent position or a contract, Joey will have the person you’re looking for.

Joey is so loved by so many clients that he’s swamped. So the Agency hires Janet

Janet is going to be taking over the contract business. and Joey is now going to manage the permanent business on the Development desk.

Joey and Janet get along great. They help each other out with tips on who’s available for each other’s jobs and they have no problem handing off the business based on who’s vertical it falls under. They’re a tight knit team.

One day Joey and Janet hear rumblings from management. With Joey and Janet averaging $20,000 per month in client revenue off their current targets, if we add four other people to the Development team, with the same targets, we’ll quadruple our revenue. We do this under every vertical and soon we’ll have:

Joey and Janet now work with Jorge, Jill, Jacob and Jackson.

Joey runs the Perm .Net Desk, Janet runs the Contract Java Desk, Jorge runs the Perm Java Desk, Jill runs the Contract .Net Desk, Jacob runs the PHP Desk and we’re still thinking about what we’re going to have Jackson run. Maybe we could split the Perm .Net Desk again somehow?

One day Joey thinks, Hey, although the company’s numbers are going up, the number of jobs I can own own on my desk is going down. I gave the last three I got in to Jill. If I can’t own the job, I can’t get 100% of the placement fee, which is making it hard for me to hit my numbers every month. This makes Joey sad.

So Joey quits and sets up shop across the street where he is wooed by better commission, better salary, better benefits and the chance to once again own all his own business.

Others follow.

By this time next year the entire team has turned over due to resignation or dismissal on grounds of inadequate performance. Management thinks: The clients don’t seem happy that they need to talk to a different agent for every job and turnover is at an all time high. What if we implemented a model where we separate Recruitment and Business Development?

They do.

Meet Sarah, Sam and Scott.

April 17, 2014

Help Me Help You: Talking Through The Offer

Your Recruiter wants you to accept their job offer. In some cases, their career may depend on it. We’ve all had nights like this:

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It’s because you hold the keys to our fate. You decide should we sink or swim.

Should you accept the offer, we’ll be guaranteed at least another month on the job.

Should you decline, and, well, hopefully the Client is feeling nurturing that day.

Thus, we are trained to do our best to help you work through the offer process. Here’s where it is important that you have decided to work with a Recruiter that you trust.

A great Recruiter is going to be someone you are going to be able to talk through the offer process with and who you trust is going to be impartial enough to give you the one important piece of advice that you need: You’ve got to do Whatever is Best FOR YOU.

Yes, I really hope you and your wife enjoyed the fruit basket.

And you’ll have to tell me what your kids think of Leviathan when you use those Canada’s Wonderland weekend passes.

But I know that, deep down, you need to do whatever is best for you, and I need to sit back and accept my fate.

Which is why, I hope, that you’ll at least talk to me about where your mind is at with regards to the offer so we can decided together if mine really is the best for you or not. Help me help you by giving me some information so we can talk through it.

Do you have three job offers and don’t know which one to pick?

Is it a salary issue? If the client wants you bad enough they could be willing to cough up an extra five thousand. You never know unless you ask.

Is it a location issue? Maybe there’s room for the flexibility to work remotely a few days a week. You never know unless you ask.

And don’t forget, this one starts you with four weeks vacation, plus full benefits, 15% bonus, educational reimbursement up for $5,000 and RRSP matching.

And all of a sudden, just from having talked through it, you see the full value of this offer and decide that, indeed, it is the best one for you.

If you don’t trust your Recruiter, they could end up taking advantage. They could be trained to say or do anything that it takes to make sure you accept their offer. You want to avoid those Recruiters. You need to work with someone who you believe truly has your best interests in mind and is there to help right up until the very end.

April 14, 2014

So You’ve Got A Job Offer…

Congratulations.

Out of a stack of people, the true size of which you will never know, against competition you may never physically encounter in your life, you’ve been handed the gold medal.

This is you.

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And this is everyone else.

Take a minute to pat yourself on the back. Whatever you did in that interview room worked. And remember, It Was All You.

Now, come back to reality.

Do not confuse getting a job offer with having a job.

I used to have a Manager who would ask me why I wouldn’t log an order as filled until the first day of the job. My answer was always that an order is never truly filled until the candidate is on site and at work. That is the moment I can let out a sigh of relief and know that everything is as it was meant to be. That is the moment that you have a job.

But remember, we’re not there yet and it’s not too late for this to fall apart.

What a job offer does mean is that for the first time, the ball is now in your court. The client has made their play and await your response. Luckily, you’ve brought in a Recruiter who’s got your back in the game.

Here are the two mistakes people make when it comes to offers: They either Blindly Accept or try to Pull Funny Business

Recruiter’s love people who Blindly Accept. They’re a guaranteed fee should the job come to offer. They don’t care about the small print, just tell them when to show up. All the paperwork is squared away within 48 hours max and drinks are on me tonight.

Of course, when they quit four weeks in because they didn’t bother to read the offer and are unhappy with things they didn’t know they were agreeing to, that’s a different story. Unfortunately, there’s no great party in this industry that isn’t followed by a hangover.

Here’s a note to all people who try to Pull Funny Business. You are playing with fire. And when you play with fire, you could get burned.

True Story

I once had a woman who told me that if she got a job offer of $70,000 and a Sr. title she would accept. She was the only candidate the client had loved in months. They’d give her the money. They’d give her the title. When could she start?

But when I called her with the news, she wasn’t prepared to accept. What gave?

She said she needed to discuss it with her husband.

Fine.

Next day, still no Yes.

She had questions for the client about opting in and out of benefits.

Fine. We got her the answer.

Next day, still no Yes. Another problem with the husband. She hadn’t had time to fully discuss it.

The client is wondering when they can confirm a start date for her. They say, “We’re excited to work with her. Is she not excited to work with us?”

She held the process up for four days. On the fifth, the client said “Nevermind.” They’d rather go with a second choice that wanted to work with them than a first choice that was trying to Pull Funny Business.

What probably happened was that the woman was expecting another job offer and was pushing a Yes back until she knew if they were going to make a move on her. Maybe she was even using my job offer as leverage to speed up the other one. A false sense of self-certainty had set in with knowing that she had my offer on the table and she took advantage.

That’s a common mistake people make. Getting a job offer feels good, but it does not guarantee immunity. It certainly does not mean that you are invincible. An offer could be lost any time between the moment it is given and the moment before you step up to reception on your first day. Do not treat offers lightly.

What you want to do when you get an offer is take it home and think about it. Read it over and then read it over again. If you have questions, call your Recruiter and ask them for clarity. Even better, schedule to come in to the office and read it over with them. If they’re good, they’re there to help.

April 9, 2014

The First Commandment: Thou Shalt Not Attempt Contact With The Client

Here’s a reality that’s best to just get out in the open. If the Client wanted to be in touch with you, they wouldn’t have come to me.

They’re busy, they have priorities, they can sometimes barely be bothered to return my calls, let alone need to be bothered by yours. Even if they say they’re open to hearing from you, they’re not. Remember when your girlfriend told you she didn’t want anything for Valentine’s Day? And remember her reaction when she found out that’s exactly what you got her?

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Do NOT Try To Contact The Client. It will only lead to heartbreak.

All client contact filter’s through me. Maybe they gave you a business card, smiled at you and told you that if anything comes up to let them know. I didn’t put all this time into prepping you for you to blow it after the interview. If you reach out to them, and I don’t know about it, we both look bad. I know that the temptation can be strong. Don’t give in.

If you have a question for the client, send it to me. If you want to write a thank you e mail, send it to me. I want to read it first. If it’s good, I’ll gladly forward any relevant correspondence their way. If it’s bad, filled with typos or inappropriate in any way, you’re going to be rewriting if you want them to see it. This is the make or break stage for you. Don’t get to the finish line and blow it just because they gave you their e mail address.

I once had a candidate who would have gotten the job had he not told the female hiring manager in the thank you e mail he decided to forward himself that he “Looks forward to being able to work with your nice smile in the future.” He was trying to be nice. It didn’t help that English was not his first language and something may have gotten lost in translation. She didn’t take it that way. He didn’t get the job. I didn’t get the commission. We all wasted our time.

Do Not Try To Contact The Client.

I once had a candidate who was so frustrated that I didn’t have feedback for him a week after his interview that he decided to follow-up with the VP of Finance himself. Although I appreciate the courage of calling up a top executive in a bank and asking him why he can’t get his business together, the candidate lost the position, I got an angry phone call and the agency almost got kicked off the vendor list.

When you try to contact the client everyone loses. Don’t do it.

The Moral Of This Commandment: No matter how badly the temptation tugs at you, DO NOT TRY TO CONTACT THE CLIENT. If they need to know something, they’ll come to me. If you feel you need to tell them something, I’ll let you know if I’m willing to forward it to them. Reaching out directly risks killing both your chances at the job and my relationship with the client.

The Client Interview Ten Commandments

April 7, 2014

The Second Commandment: If Brought Up Thou Shalt Revert All Salary Negotiation Back to Thine Recruiter

Let’s Reiterate

The hiring manager shouldn’t ask.

What I send them upon submission is:

-Your name
-Your resume
-Your availability
-A blurb about your background
-Any additional documentation you want to provide
–Your rate/Salary expectation

They know this. If they ask you about salary during the interview, they either haven’t prepared to meet you or are playing Jedi Mind Tricks

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Good thing you’ve come prepared with a Jedi Master of your own.

Let The Recruiter Negotiate For You

Your job is to make The Client want you. Once you’ve done that, we’ll happily take care of the rest.

Everyone is trying to save a buck and Recruitment is expensive. One permanent agency hire could cost a company anywhere from $15,000 to $20,000 depending on the position. Contractors cost even more. Good managers like to keep their costs low and budgets on target. Some prey on the fact that people are gullible, easily intimidated and in most cases, more than anything, just want a job.

I’ve worked with employers in the past who have gone so far as to tell candidates they will hire them so long as they tell the Recruiter they weren’t interested and took another job. The company gets the talent and saves on the finder’s fee. The Recruiter get’s the shaft.

Companies play all kinds of games to try to get out of paying a Recruiter their finder’s fee. We want to keep them to a minimum.

A free word of advice: If the company is trying to pull funny business with you before you’re even hired, imagine what’s going on behind their closed doors. If they don’t want to pay my fee, you think they’re going to want to pay your raise next year? Remember, Past Behaviour Predicts Future Behaviour. If it happens, tell your Recruiter about it. We’ll take care of it.

Because jobs are scarce and people are scared that any wrong move they make will lose them the chance at that coveted position, you’re probably worried about how it’s going to look in an interview if the hiring manager asks you a question you don’t want to answer.

So here’s how you handle it if it arises.

Hiring Manager: So what are you looking for salary wise?
You: I’d prefer all contract negotiation to go through my Recruiter but am ready and willing to accept a fair offer.

Simple. You’ve let them know that you’ll accept if you both agree you’re worth about the same, and that they can have that discussion with your Recruiter.

The Moral Of This Commandment: If the topic of salary arises it could be because the employer is trying to get you to shoot yourself in the foot. Don’t let them put you in a situation where you’re willing to devalue yourself. At any point a negotiable term arises, revert that discussion back to your Recruiter. We’re happy to have it for you.

The Client Interview Ten Commandments

April 4, 2014

The Third Commandment: Thou Shalt Not Talk About Salary

Salary negotiation is one of the many free perks you get when you make the decision to work with a Recruiter.

If You So Choose To Use It.

When we have our initial meeting we’re going to talk about salary.

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What were you previously making? What do you ideally want to be making? How flexible are you for the right opportunity?

When I call you about a specific job we’re going to talk about salary again. This is what it’s paying, this is what we discussed, are you okay with that?

No matter what, I will never submit you to a job until we have discussed how much the client is looking to pay and how okay you are with that amount. Before that phone call ends, you will have agreed to an exact number that will be submitted to the client. Make sure you’re comfortable with that number. Once it’s locked in, it’s locked in for good.

Some people, rightly so, believe Recruiter’s are only out to screw them over. You think they want to keep as much of your wage as profit as they can. That can be true if you’re going on contract and that’s a topic for a post still about a week away.

However, if we’re discussing a permanent job, none of the agency’s profit is coming off of the employee’s wage. We have an agreed-upon mark-up (a percentage of your first year salary) that the client pays as a “finder’s fee.” Think of it like a mandatory tip for the delivery person.

Here’s the reality: We want you to make as much as possible. It’s in our best interest for you to make as much as possible. The higher your first year’s salary, the better your Recruiter’s weekend is going to be.

Which is why we want to do the negotiation with the client for you.

The client, in most cases, knows they shouldn’t be asking you about salary during the interview. Regardless, sometimes they will. If they do, it could be because they’re trying to play Jedi mind tricks.

And guess what young Skywalker? They work.

If I tell the hiring manager you’ll do it for $75,000 and you go to the interview and tell them you’d consider doing it at $70,000, the phone call I’m going to get will go something like this:

Hiring Manager: Mike buddy, listen, loved meeting with Eric. Want him on the team. Let’s make it happen.
Me: Great news. I had a feeling he’s what you were looking for. I’ll get the references going and get the paperwork ready to send over.
Hiring Manager. Great. Thanks Mike. Say, how much did you say his salary was?
Me: I believe, just let me check, ya, we had submitted him for $75,000.
Hiring Manager: Really? Interesting. Could you double check that for me buddy? He said something about doing it for $70,000 during the interview. I just want to confirm that.

You’re mouth just cost you $5,000 and my President’s Club Trip to Mexico next week. Thanks a lot.

The Moral of this Commandment: Recruiter’s handle salary negotiation every day of the week. The more you make, the more we make, so why not leave that conversation to the professionals?

The Ten Commandments of Client Recruitment

April 3, 2014

The Fourth Commandment: Thou Shalt Not Take Thy Former Employer’s Name in Vain

I get it and I relate.

It was a toxic work environment. You hated your boss. Your manager was having an affair with their director. There was no structure. No one knew what they were doing. You were never given any guidance.

What a terrible place to work.

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We’ve all made bad career decisions. In fact there’s always a 50% chance that any given career decision you make could be a bad one. Don’t let it bog you down.

You’re angry, confused, broken, hurt, confidence shaken, sad. You don’t know what to do. There’s now a blight on your resume that can’t be easily explained away. Did they promise you paradise only for you to show up to a slave ship? Did you one day wake up and decide whatever it is you’re doing just isn’t in your heart anymore? Did you get fired due to a difference of opinion in an environment where personal opinion is not considered an asset?

Guess what? Me too. You’re not alone. You just need to get over it.

I’m not the client. It’s my job to prepare you for the client. So if you need to vent to someone, I’ll happily listen. People are an unpredictable resource. They make mistakes. They don’t think clearly at all times. And even the best judgement is prone to error. Let’s talk about it in a calm, controlled and truthful way.

But remember this, I’m not your personal life coach. If I feel you’re being honest with me and genuinely had a bad work experience through no fault of your own, I’m going to help you find a way to best tailor your story so that the client doesn’t get any bad impressions or wrong ideas.

HOWEVER, let’s make this perfectly clear. If you come into the office and start bitching, complaining about, or hating on any former employer, I’m going to smile, nod, go back to my desk and file your resume in my special bin for people just like you.

Telling a prospective employer that you didn’t like a previous employer is like hooking up with a guy who’s cheating on his girlfriend. If he cheated on her, chances are he’ll cheat on you too. Past behaviour predicts future behaviour. It’s a dumb move.

If you couldn’t get along with people at your last place, you’re probably not going to get along with people at this place and in a year you’ll probably be looking to not get along with people at a different place.

Past Behaviour Predicts Future Behavior

Hiring managers want to see that you not only have the skills and knowledge to do the job, but that you’re going to fit in as part of the team, get along with others, have a good time, and contribute in a meaningful way.

If your past employer pissed you off, treated you like dirt, made you feel worthless in every way imaginable, I’m sorry to hear that. Go home, cry about it, punch a wall, smash a vase, whatever it takes to get it out of your system.

AND THEN GET OVER IT

You don’t want to come off as bitter, jealous, unforgiving or grumpy. It’s no coincidence that I’ve never seen a job description that listed any of those traits as requirements. It’s because nobody wants them.

The Moral of This Commandment: No matter what you do, do not say anything negative about a former employer. If you’re feeling angry, betrayed or cast out, those are all perfectly fine human emotions. But not in an interview. As hard as it is to do sometimes, leave it in the past. Look to the future, see that the grass is greener and get over it. No one wants to hire the person who carries around resentment and anger. If you’ve felt it about employer in the past, there’s nothing stopping you from feeling it again, about them. They don’t want that and won’t take the risk.

The Client Interview Ten Commandments

April 2, 2014

The Fifth Commandment: Thou Shalt Carry Mints

What does Trident, TicTac and Mentos all have in common?

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They’ve all been around for over 45 years, are sold in over 100 countries and have gone virtually unchanged over the course of their lifespan.

That’s pretty impressive.

And it’s because they all serve one valuable purpose: Keeping the stink in your mouth at bay.

We live in Toronto. The city of Shawarma

All You Can Eat Sushi

And Coffee

All waiting to pollute your breathe and ruin the afternoon of anyone sitting in your general vicinity. And that’s not even taking smokers into account.

In short, around every corner is something waiting to turn our mouths into a living cesspool.

Bad breath can lead to an automatic bad first impression. It shows that you don’t take care of yourself, or worse, are totally unconscious of yourself And we know what bad first impressions lead to.

If a hiring manager needs to be hugging the wall in hopes of catching a fresh breath in a room polluted with the odour wafting out of your mouth, guess what? You’re probably not getting the job.

The Moral of this Commandment: It may sound like common sense, but please, save a hiring manager the trouble of needing to endure your bad breath. If you just ate a big meal, downed a Grande Americano or stopped for a smoke before an interview, always have something on you to freshen your mouth. Breath is a matter of hygiene. Bad hygiene is a sign of poor personal upkeep. If you can’t manage your breath, how can you be trusted to manage that big national account? You may be the best fit for the job, but if your mouth smells like a sewer, I’m not sending you to the client. End of story.

The Client Interview Ten Commandments

April 1, 2014

The Sixth Commandment: Thou Shalt Know Who They Are Meeting With

LinkedIn is my best friend.

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LinkedIn is my soul mate.

LinkedIn completes me.

For one reason.

It connects me to everyone I’m clever enough to search for.

To all those LinkedIn employees who are reading this because I sent them an InMail with the link to this page, look me up. Let’s talk opportunities.

See how easy it is?

So there is no reason for you to not know as much as you possibly can about the person you are interviewing with before sitting down with them.

When you’re on someone’s LinkedIn page, you’re on a hunt for clues that could give you an upper hand in the conversation.

Some of the things you should be looking to uncover:

Current job title
Length of position
Average length of former positions
Number of promotions within current company
Professional organizations joined
Awards or accolades
Education
Connections in common
Links to publications

Remember, you could be the sixth person this week who the hiring manager has had to go through these questions with. Anything that you can use to help break the ice in an interview will be to your advantage.

See the difference:

Hiring Manager: What makes you want to work for X company?
You: I need a job.

Vs.

Hiring Manager: What makes you want to work for X company?
You: It’s been a dream of mine since my Western days to work for X company.
Hiring Manager: I went to Western.
You: I saw that, you were in Psychology? Did you ever have Bryant?
Hiring Manager: Only failing grade I’ve ever gotten.

Who do you think got the job?

The Moral of This Commandment: In an age where a few clicks and clever search terms can get you connected with the highest levels of management within the largest organizations in the world, there’s no excuse to not know as much as possible about who you are meeting with before sitting down.

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