From
Consultative Recruitment
Go ahead, admit it. When you're trying to impress candidates
who are auditioning companies for new careers, you try
to sell, sell, sell. You want them to like you -- even
to love you -- more than your competition. Yet, thecmistake
in selling so hard is that we often tell too much and
ask very little.
In order to conduct a true interview, you need to ask
a lot of questions in order to learn important things
about the candidate. You are going to be guiding them
through a decision
process that might even guide them to your competition,
which
may turn out to be the best result.
Asking lots of questions can feel unnatural and peculiar,
but this style of consultation is conducive to creating
a strong beginning to a beneficial relationship. Your
role in the consultative process is that of an assessor.
You should be attempting to find out whether this candidate
is someone who would enrich the office.
The idea of assessing might be better understood if
you think of the candidate as a potential listing. When
deciding whether a listing is viable as an association
for marketing, there is a discriminating sense of decision
making involved. We eliminate those listings that will
never create income. The same must be done with candidates.
You must assess their compatibility with the goals of
your organization and make your choices from an informed
position.
Consulting needs to begin on the phone, before your
first meeting. By first talking on the phone, you may
save yourself some time. You can use your probing skills
to find out if the candidate is worth the effort of an
interview
As questions that will, perhaps give you insight
into the person's feelings concerning commissions,
management, and other areas of the business. A simple
phone conversation
is a great way to see exactly what it is the candidate
expects from a career in real estate, as well as
tell you if there is a chance the person will really
make
a commitment.
Once you have assessed that the candidate has potential,
it is time to set up an appointment. Before the date
of the appointment, it is desirable to hand deliver an
envelope to a candidate, sharing with them all the issues
that make company great. Keep in mind that the next meeting
is about listening, not telling.
Now, there are some essential things that should be
included in your packet. Make sure it contains information
about you and your company, ads that you have run, press
releases about your office, and even letters from people
who have written about your agents. Include anything
that will make your company come across as different
from your competitors.
If at all possible, deliver the envelope yourself. This
will impress the candidate. You might also take a recruiting
video to supplement the literature you are bringing.
Do not use this time to have a conversation. Simply
drop off the information, and then allow the candidate
to review it ay his or her leisure. The next meeting
will be in your office with someone who has been educated
about you and your company.
When the time of the meeting comes, you set the stage.
As the person arrives, the most important question that
can be asked of the candidate is,"What are your
expectations of today's meeting ?" The answer to
your question will show you what aspect of their new
knowledge needs to new appealed to, Again, remember that
this meeting is for asking and listening, not telling.
The more you learn of a person's expectations and desires,
the more effectively you will ask questions. You might
use the following:
- What kind of management style do you prefer?
- Why
are you seeking a new career?
- What are you looking for
in an office ?
- What kind of training is most important
for you?
- Is this office being compared to others?
- What seems
to be the most positives of this organization so far?
- What will define success for you?
- How soon do you
want to make money?
- How soon will you make a decision?
- If we discuss
commission schedules, are we in agreement about the
philosophies of the office?
Many of these questions may hint at information that
needs to be known, but cannot be asked. Some questions,
if directly asked are illegal, yet many of the questions
get at information needed without creating a problem.
Watch your comments, too. Offending a candidate never
helps.
Being consultative in the recruiting process reflects
caring on your part, showing that the person's opinion
is of value. By asking questions, a person can be guided
into making a sound decision. During this process, nothing,
nothing has to be sold. The decision is self-discovered
and made with conviction by the candidate.
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