If you want proof that nobody knows anything in the world of Recruitment, look no further than the Cover Letter.
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There is not a single document in Recruitment with more question marks surrounding it than the Cover Letter.
And every dime store philosopher has a spin they think your Cover Letter needs to land you the interview.
I’ll admit, my approach to Cover Letter’s is kind of like Boarder Security. I’ll check randomly or when suspicions arise.
But by and large they go unchecked.
Here’s the thing though. Whether they read it or not, statistics show that the vast majority of Recruiters will not even bother to open a resume unless it is accompanied by a Cover Letter.
When I get a resume that doesn’t come with a Cover Letter, I start making assumptions:
Does this person think they are too good for Cover Letters?
Did they forget to attach it? That was dumb.
Maybe they were too lazy to write one?
Whatever the case, there is only one reason to write a Cover Letter and it’s the only one you need:
Because It Looks Better
There are other reasons. It provides a more detailed explanation of why you’re the best person for the job. It lets you personalize your resume. It shows that you know how to effectively communicate in sentences and paragraphs. We could go on all day.
But at the very least, if there are two resumes that are about the same and an offer needs to be made to one of them, it doesn’t matter what the Cover Letter says, the one who wrote it is getting the job.
Period.
Because they did a little bit more. Because it looks better.
Now that you know you have to write a Cover Letter, next we’ll talk about how to.
So Notes From The Recruitment Desk turned 1 year old last week.
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What a year it has been.
As I sat and watched the congrats come in surrounding LinkedIn’s announcement that this blog was turning 1, I thought it would be a great time to say a couple of words.
First of all, thank you to everyone who has continued to read and support this blog. It was started on a whim, one cold afternoon last February after being laid off from my last Recruitment agency.
I had no concept of what I wanted to do, what I wanted to say or how it should be said. All I knew is that, at that moment, I wanted to write. So I shut up and wrote.
The initial idea was to write about the world of Recruitment Agencies from an insider perspective. I wanted to help people when dealing with Recruiters so that they didn’t get caught up in the shenanigans and behaviour that some Recruiters tend to exhibit.
It worked. Waves were sent out through the Recruitment world. Some people thought it was funny, charming and insightful. Others thought it was an embarrassment to the industry. How could he say that no one knows anything? Said one industry insider. Your post on Walk-ins is disgusting, said another.
“If they’re doing a good job,” I said to a former colleague about the backlash, “then they shouldn’t have anything to worry about.”
You know you’ve done something right, when it starts to push people’s buttons.
But the people who mattered most, the job seekers, loved it.
When I put the word out for volunteers for a new feature I was planning, The Recruiter’s Red Pen, only one brave soul stepped forward. Weeks later I was filled with joy and delight when the subject informed me she had just landed an interview with one of Toronto’s premiere companies. Two weeks after that she had a start date.
Throughout the year I have tried my best to keep the blog up to date with quality content and practical career advice that anyone can relate to. What continues to surprise and keep me going is how loyal and consistent a readership Notes has achieved despite the infrequent nature of the posts. No matter what anyone says, I have the best fans in the market.
As I continue to push forward into year two of my look into the strange and fascinating world of Recruitment, there are some big things in store that I want to hint at:
1) This site needs some serious TLC. In the coming weeks I will be updating the template the blog was designed on to make it more aesthetically pleasing and user friendly.
2) When a friend came to me, desperately in search of a job so that she could retain her Canadian work visa, I had her send me a copy of her resume. I was horrified to hear that she had paid someone to help her construct this monstrosity. I realized that too many people are paying too much for career advice that isn’t going to get them anywhere.
In the coming weeks I will debut an exclusive career consultation service. It will be a simple, affordable solution that will provide resume writing and interview coaching services tailored specifically for you and designed, like all the content on this blog, to be practical, relatable and better prepare you for landing a great job.
3) More Purple Squirrels. The Recruitment-based TV comedy series I have been concurrently working on will continue with Ep 2. Check out and continue to support the pilot at www.purplesquirrels.ca
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Dear Recruiter,
I applied for a senior comms role with a not-for-profit. I sent my application late on a Sunday and got a call from the recruiter first thing on the Monday morning – the day of the application deadline.
We had a good conversation, she told me I was a great applicant and that the client would definitely want to meet with me. She hadn’t received my cover letter and asked me to re-send, which I did. She replied thanking me and said she’d be in touch.
I didn’t hear from her for about a week so I followed up with an e-mail to say I was still very interested in the role, hoped I was still in consideration and asked whether she needed any more information from me. She replied right away asking me to call her before 4 pm that day. When I called her, she proceeded to lecture me – as though I were an inexperienced job seeker – about how I had a good thing going where I was and shouldn’t be looking to leave, especially since I have a couple of short contract stints on my resume. I was baffled by the tone of the conversation and her message, and when I said I was only following up based on our earlier interactions she had no recollection of them! Truly bizarre.
Dear Reader,
Thank you for your tale of Recruitment woe.
This story is bizarre indeed and I’m sorry you had to go through it. I’d like to say it was probably a rare case of you getting a bad agent
In reality, it’s all too common.
I hope that you have decided to end contact with this agency and have told anyone in your personal network not to use them either. There’s a certain point where agents need to be responsible for their actions and it’s the job seeker’s responsibility to see it happen.
The sad reality is that there are a lot of bad agents out there. This is primarily because the bar to enter the profession is so low and the turnover so high that most agencies will hire more agents than they need, expecting a percentage of them to drop off within the first three to eight months.
By the time I left one of my agencies the entire office received an e mail from a division manager outlining a lunch encounter he had with one of the Green Peace people who solicit donations on the sidewalk during the day. Upon discussing, he found that most of these people are paid only in commission as a full-time job and some of them are pretty persuasive salespeople. Therefore, if you’re out and about and happen to meet one, give them a card and tell them they should consider a career in Recruitment.
I wish I was kidding.
The bar is low.
The first sign that you were not dealing with a professional was this:
The Agent Should Never Speak on Behalf of the Client
If ever you encounter this, it’s time to get inquisitive. Ask them what about your background they think will guarantee you an interview with the client? How long have they been working with the client? Are they working with the client on an exclusive basis?
Unless the agent has an exclusive relationship with the client, there is no way for them to guarantee how a client will react to an applicant and should not be offering false hope over the phone.
The second sign that you were not dealing with a professional was the lecture.
Granted, a good Recruiter should know their client, should know their candidate, should know the market and should know what makes a good resume. However, they should not be in the business of lecturing candidates.
This comes back to the old William Goldman saying I pulled for my first post:
Your reasons for wanting to find a new job are not an Agent’s concern. Sure, we have probing questions to make sure you’re not the type who hops ship every six months or can’t hold down a job on your own accord, but by and large, the agent’s job is listening to what they can do to help you get the job you are looking for.
If this happens to you, again, get inquisitive. Ask them what it is that is prompting this line of thinking and see what they come back with. Probably what happened was that this is what the client came back with and they were unloading it onto you.
The third indicator that you were not dealing with a professional is that the Agent didn’t remember you.
Recruitment agents meet with a lot of people. As part of their KPIs (Key Performance Indicators) they need to meet with anywhere from five to ten new candidates each week. That’s a lot of people to keep track of.
That being said, every agent should know who they have applied to their jobs. My educated guess is that this person was either tasked with meeting their weekly interview KPI’s or to find a pool of candidates to submit to their open job order. They fed you a line about you looking great on paper to appease you and hoped you’d forget about them the same way they forgot about you.
There are two things going on here. One is that just because an agent says they are putting you forward for a job, it doesn’t guarantee they actually will. Agents generally aim to submit three candidates to every open job. Hopefully you’re one of them. If a better candidate comes in after they say they’ll submit you, guess what?
The second is that, as a general rule, if an agent submits you to a job, you’ll never hear back from them unless the client agrees to interview you. Agents live for Yes. Yes is where the money is. If a client says No, there is no incentive to get back in touch with you. In order to combat this, make sure to set follow-up dates with your agent. Ask them when you should follow-up with them, take note and make sure you do. Unless you give them a reason to remember you, most won’t.
Keep these simple things in mind and hopefully your experience with Recruitment Agents going forward can be a positive and rewarding one.
A walk-in is how we refer to someone who, without an appointment, walks in off the street with a resume and demands to speak with someone.
Why don’t we like them?
Because it’s Thursday afternoon, I have a day and a half before the weekend to hit my weekly targets, the guy I had scheduled to start this morning didn’t show, and my 20K placement for this month just e mailed to let me know he’s going to move forward with an offer from someone else. Unlikely I’ll hit my monthly sales target now. And what’s this? There’s a guy in the lobby that no one has heard of who wants someone to interview him?
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Are these really the conditions you want to be interviewed under?
I get the logic behind why people walk-in. Somewhere out there, someone is telling people that one way to get a job is walk in to offices with a resume and demand to be seen.
It could work.
But here’s a secret. The ratio between the number of people who walk off the street with a resume that actually get a job to those who don’t is very, very low. In most cases, you’re probably killing your chances before anyone has met you. You’d better have some serious talent if you decide that this is the approach for you. Unless you’re anything less than this:
You’re probably not getting a job.
In most cases, you’re going to potentially create a bad first impression by interrupting someone’s day without warning. Our thinking is, if you’re any good, you wouldn’t need to be walking in off the street. We would have heard of you by now. The expectation that the interview will be a waste of time is raised considerably when you’ve walked in.
Here’s another secret: if you walk in, someone will probably sit down with you. However, rarely will it be with a seasoned Recruiter. In the past, whenever we’d to get a call from reception asking who’d be free to take a walk-in, the general response would go something like this:
Who usually got assigned the walk-in? The junior Recruiter who just started and needs to ramp up their talent pool by doing practice interviews. We don’t expect much from walk-ins, may as well let the juniors hit their targets and make their mistakes with them.
Of course, we’ll assign someone to make sure that you don’t actually have the cure for cancer or any other such superpowers that may be of value to our clients. More realistically though we expect that you’re there to waste our time. You’ll need to put in double the effort to convince us otherwise. If we wanted to meet with you, we would have returned your call or responded to your e mail. Walking in isn’t really going to change that.
But trying to find them makes Recruiters feel like this:
At the end of the day, all any good Recruiter is looking for are Purple Squirrels.
Purple Squirrel is a term used in the Recruitment Industry to describe the hardest kind of candidate to find: The perfect one.
If a client calls and says they need a CFO with eight years of experience who is also fully skilled in Java Development, must be Trilingual and needs to start next Monday, that’s a Purple Squirrel. Why? Because good f@#%ing luck finding that. This is the kind of candidate that Recruiters could spend their entire career searching for and still come up empty handed.
And for a lot of Recruiters who don’t have the skills to hunt Purple Squirrels, a very short career it will be.
The reason is that Purple Squirrel jobs are generally the ones clients are most willing to shop out to Recruitment Agencies. They are the jobs by which most young Recruiters will be judged. In short, Recruiters live and die on the backs of Purple Squirrels.
Cute, aren’t they?
Purple Squirrels often act as the gateway into establishing a relationship with a client. Clients get an endless number of calls from Recruiters every week, all promising the same things: the best talent pool, the best guarantees, the best candidate screening tools, etc. They’re all the same. What really differentiates one agency from the next, is how skilled their Recruiters are at catching Purple Squirrels. So, to test the waters, the client with throw them one and see what happens.
Most clients, especially in Toronto, are not going to throw out jobs to Recruiters that they could easily fill themselves. They’re going to send out the job that every other Recruiter in the city has worked and that all have come up blank on. If you want to party at the top, you need to prove yourself at the bottom first.
The general mentality is that, if you can find a candidate to match an unrealistic job description, you can probably find just about anything and it’s worth a client’s time to know you. Catching a Purple Squirrel is almost an automatic invitation onto a client’s vendor list and into their good books. That is, if you don’t get on their nerves first.
These are the positions that separate the great Recruiters from the ones just passing through.
Ed – I am pleased to announce to all the fans and followers of this blog, that this post acts as a direct tie-in with a new Canadian television series, co-written and directed by yours truly, set in a Recruitment Agency, entitled Purple Squirrels. If you like Notes From the Recruitment Desk, you’re going to love Purple Squirrels.
In my life as a Recruitment Agent, I’ve worked for a British company, an American company and a local company. The local company was by far the best because they understood the mentality behind providing service in Canada.
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What our British and American counterparts don’t understand is that we Canadians are a fickle bunch and need to be handled with care and caution.
The British way of doing things is to bully their way into the marketplace. If you don’t want to work with us, that’s fine, we’ll work with the competition across the street, steal all your best talent and put them to work there. That’ll show you.
The American’s believe that if they deliver all their pitches like infomercials, clientele will be lining up around the corner to buy their product. This is, after all, a nation of people who buy Miracle Spring Water off of their television for one guaranteed low price.
But Canadians don’t respond well to either of these techniques. They respond well to good, convenient customer service that is available to them WHEN THEY NEED IT. This last point is key. Their attitude is, we’ll let you know when we need you, otherwise go away. We’ve got better things to do.
One of the things that always catches outsiders off guard about working in Toronto is how passive aggressive we all are.
No one likes to pick up their phones, few like to return voice mails and if you earn the distinct privilege of working with your desired client, the moment you step outside of their comfort zone (IE start to become an inconvenience), there will be no warning. They’ll simply stop taking your calls and stop responding to your e mails. Don’t like it? Too bad. You blew it.
If clients are like that to us, then guess what?
We’re going to be like that to you, the candidate.
Why? Because similar to how our clients get frustrated when we hassle them too much, we get equally frustrated when hassled by you too much.
Last week I left a voicemail for a candidate who was one in a stack of twenty. I made the call, left the message then got up from my desk to tend to some other business. When I returned half an hour later I had three voicemails from this candidate waiting for me. That’s an average of one call every ten minutes. I will never call this person back.
When your follow-up is that aggressive, you don’t look like a keen performer who is interested in the opportunity. You look desperate and in need of any job. You generally will not find Desperate and in need of any job listed as a required skill on a job description, so why give that impression before we have met?
You must instead trust that one message will do, that it is safe in my voicemail and that I will follow-up at my next available convenience. End of story. If you haven’t heard from me within 24 to 48 hours, then sure, give me another call. Anything more is excess.
A similar rule applies to following-up post interview. If you e mail me once before week’s end, I’m going to think that you’re organized and on top of things. If you follow-up every day for two weeks I’m going to think you’re sitting at home, desperate for any job that comes your way. I don’t want to hire that person.
Remember, if you are being recruited, chances are that you are but one candidate on a pile of twenty to thirty. Every Recruiter is looking for an excuse to exclude you from that pile. If the initial impression of you is If this guy is this big a pain in the ass before I’ve even met him, I don’t want to think about what he’d be like to work with, that’s a good enough excuse for me.
You met with a Recruitment Agent who promised you the sun, the moon and the sky.
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The week after the initial meeting your phone rings. It’s the Recruiter. They’ve got a gig for you. It’s only for a couple weeks. Could potentially extend to a month or two. Fairly standard work, but for a reputable company and decent money in your pocket. You’ll take it. You sign on the dotted line and kick back, relaxed that your unemployment blues look to be coming to an end.
You do the gig, love the people, love the company, but they don’t have anything more for you to do outside that initial two week engagement. You thank them, they thank you and you go about your merry way. Your Recruiter says they are working diligently on finding you your next gig. You don’t hear from them in six months.
The unemployment blues are starting to get you down again, when a sliver of light peaks through the cracks. The company you temped at six months ago gives you a call. They currently have a full-time opening and loved your work so much they want you to come in and meet with them about it.
You ace the interview and they’re ready to move forward until they get a call from your Recruiter. They’ve caught wind that the client is preparing to send you an offer, the agency has you under contract and they’re looking for a finder’s fee on your head.
The client refuses to pay. The agency says “tough shit” and you, once again, are out of a job. The company that swore they would do everything in their power to help you secure a job, has just screwed you out of one.
This Actually Happens
Provisions are sewn into every agency contract that will prevent you from doing work with any one of their clients without them collecting a fee on your head. It doesn’t matter that you only worked for them for two weeks. It doesn’t matter that they haven’t called you in six months. If that client wants to consider bringing you back, the agency isn’t going to let you go without collecting a fee, which, in most cases, and with good reason, the company will refuse to pay.
This is the Catch 22 that you must confront every time you decide to deal with an agency, especially on a temp or contract basis. Without the agency you may never have gotten the gig. Because you got the gig you won’t be able to work full-time for that company unless they pay your agency the standard fee. Bummer.
The Moral of the Story: Before signing any agency agreements, make sure to read all of the fine print and decide if it is really worth agreeing to not work directly with a client without the agency managing the relationship. This is why it is especially imperative to trust your Recruiter and ensure that they have your best interest in mind. If they don’t, the only loser will be you.
One of the worst kinds of candidates for a Recruiter to deal with are those that are hung up on job titles.
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Let me get this out in the open:
Job Titles Are Irrelevant
In most cases anyway.
The job title is the first thing any applicant sees when looking at a job, and sometimes, for candidates caught up on chasing titles, it’s also the last.
I understand. Everyone wants to feel as though, when they are moving positions, they are moving up and becoming more senior. I’ve had Technical Support Team Leads who have said they didn’t want to talk to me about anything less than a Management position.
Be wary of assuming this kind of attitude. Had this person stopped to talk to me or read the job description, they would have realized that the Team Lead position I was calling about was more senior, included greater responsibility, would have allowed them to put new technologies on their resume and would have been an increase in pay.
Because not all job titles are created equally. One company’s IT Manager is another company’s Senior Help Desk Support Technician. One company’s AVP is another company’s Team Lead and so on.
I once scheduled a meeting with a Director of IT at a Toronto law firm. I went into the meeting well groomed, well prepared and with the gleam of dollar signs in my eyes.
On site this man informed me that he was the company’s only internal IT resource. Here I was thinking I was meeting a senior decision maker. Turns out he was a Senior Support Analyst who knew how to look after the admin side of being a Manager. The meeting was a bust. Shouldn’t have listened to the job title.
Granted, some companies do take job titles very seriously for the purposes of internal administration. The job title is used to determine which pay band a position will fall into. A Manager is worth this, a Director is worth this, an AVP is worth this, etc.
But more often than not our society’s obsession with titles has reduced most of them to no more than irrelevant verbage. I’ve met Managers who don’t manage anyone, Directors who don’t direct anything and AVPs who don’t assist anyone. For some banks, a Manager title doesn’t indicate much more than that you’re one or two steps higher than the person who cleans the washrooms.
When I got my first job out of school in Toronto, my boss asked me what I wanted my title to be. I chose Sales Executive. No need for anyone to know that we were two guys working out of the back of a house and that I was an Administrative Assistant at best. I never sold anything. I never negotiated a contract. I never executed a single project. I had a nice title though.
And that’s what most job title’s amount to. They are instant psychological gratification to make employees feel better about their position. You can call your Receptionist a Manager of First Impressions or Director of First Contact but, at the end of the day, to quote Shakespeare, a rose by any other name…
So next time a Recruiter calls, don’t get caught up in the job title. Instead concern yourself with the scope of the duties and responsibilities, the size of the environment, the potential for growth; anything tangible. And at the very least, if the only thing standing between you accepting an offer is whether or not it has the word Senior in your title, ask if it can be changed. Most companies won’t lose good talent over one word. Don’t be so quick to lose a good job over the same thing.
The default answer that every Recruitment Agent in the city, if they’re any good, should give is:
Incorporated!
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Why? One reason.
Financially, it’s best for them if you are incorporated.
Alas, you are not in the business of doing what is best for someone else. You are in the business of doing What is Best for You, which is why you need to be informed on what your options are before going on contract with an agency.
In any contract scenario you have three choices.
1) Go on company payroll.
2) Work as a Sole Proprietor
OR
3) Work through your own Incorporation.
Agencies cringe at the thought of contractors going on their payroll because when they do, they lose money. If you’re working on contract as an employee of an agency, that means the agency needs to set you up on their payroll and perform all applicable deductions for you.
That costs them money. They don’t like that.
A Sole Proprietorship is like having your own business, but as far as the law is concerned, you are that business. That means your name and the name of your Sole Proprietorship are one in the same. You are the sole proprietor after all.
This means you can contract out as a company, and that all the money, all the assets and all the liability are yours. You’re still a burden because payroll needs to deduct CPP and EI, but not as much of one.
For you, this option is cheaper than becoming Incorporated (last time I checked it was in the $60 dollar range), you can do it online, and it comes with several tax incentives that regular working folks don’t get.
I recommend this option for people who want to take on contracts, but don’t intend on being a long term contractor. That way you don’t incur the risks associated with owning a Corporation but still get to reap some of the same benefits as owning a business.
If all you do is dream of contracts however, Incorporation is the best option.
It’s more expensive, but the tax benefits are plenty, you’ll command a higher hourly wage, you get to own their own business like this guy:
Or this guy:
And, most importantly from the agency’s viewpoint, you’re not a payroll burden. You do all of your own deductions. All we have to do is make sure that your invoices get paid and that the money is going into your company’s bank account.
I know what you’re thinking:
But Mike, if I’m less of a burden as a Sole Proprietor than an employee and I’m less of a burden as a Corporation than a Sole Proprietor, shouldn’t my hourly rate be different?
You Betcha!
One of the key mistakes new contractors make when working through an agency is that they don’t ask what the difference in pay is between an employee, a Sole Proprietor and an Incorporation.
Before you take on your next contract with an agent, ask them what the difference in rate is between the three. If they tell you that it’s the same for all, call bullshit and run for the hills. That agency is trying to play funny business, and funny business is not What is Best for You.
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?
