Forties People

How well do you know your recruitment consultant?

Do you think that it’s their job – rather than yours – to nurture the relationship?

After all, what’s in it for you?

Is your recruitment consultant a partner, or just another supplier? Increasingly, both sides are recognising the value to a closer working relationship.

Historically, clients have complained that the quality of applicants is poor, and that the quantity ranges from disappointingly low to ‘overwhelming and unmanageable’. Conversely, consultants are frustrated that they are often given poor briefs, no job descriptions, and no involvement in the ‘bigger picture’ which would allow them to understand how a particular role can fit into an organisation’s business strategy, or indeed understand the unique culture of the organisation.

The terms and conditions relating to fees and post-appointment terminations are also a minefield for many clients, with the consultants countering their claims of unclear communications by suggesting that the terms are ‘conveniently ignored’ until a placement has almost been concluded.

Sounds familiar?

The answer, as is so often the case, is to ensure that both sides understand each other more fully BEFORE the process is entered into.

The early initiative rests with the consultant, who must set out their proposed fees and any conditions from the outset. Too often, however, consultants avoid doing so, through fear of ‘losing the sale’. And when clients are responding to a sudden resignation and the need to recruit an executive quickly, it’s easy to see how the process can be steamrollered through, at the expense of a clear understanding of the consequences.

But such situations invariably end in some kind of dispute or compromise which leaves one (or both) sides feeling disappointed, and this is bound to lead to a breakdown in the relationship, with both sides vowing not to deal with the other in future.

Ultimately, both sides want the same result – the best person for the job, in the shortest possible time – but there ends the similarity in many cases. The client expects the consultant to understand them, their market, and be able to deliver a shortlist of appropriate candidates almost immediately. And in order to cover the market effectively, the client sees no problem in appointing several agents to work on the same brief.

The consultant too often responds to a poor brief by throwing every available candidate at the client, in the hope that someone will be right for the role. And the more consultants who are involved in the process, the less inclined they will be to invest time and effort into finding the right candidate, simply because they perceive that there is less chance of them achieving any return on that investment.

So here’s a practical checklist to help both sides get the most from the process:

• Consultants should set out their proposed fees and conditions in plain English at the start, but not simply send them in an e-mail; they should talk to the client about them, and explain why it’s important to have approval at that stage
• Consultants need to be flexible in their fees, and should offer greater incentives for exclusivity, at least for an agreed period, on the basis that it makes their job much easier, and they can invest more time in finding the right candidate(s)
• Fee flexibility should also reflect loyalty from clients, in the sense that the knowledge about the organisation during one recruitment project will help shorten the next one
• Consultants must clarify job specifications, cultural requirements and timescales from the outset, preferably through a face-to-face meeting.
  Clients, on the other hand, must play their part too.
• Clients need to recognise that long-term partnerships are likely to yield better relationships and better recruits
• Clients must also appreciate that the candidates are only as good as the brief, and that they can significantly reduce the process time by providing specific feedback on candidates, highlighting exactly why they may not be appropriate. And this feedback should be given to the candidates – not only because it’s the courteous thing to do, but also because those candidates can end up being clients themselves, and they will much more readily use (or recommend) a consultant that they perceive to be good.

As the squeeze on expenses bites into most businesses, it is important that short-termism and cost-cutting doesn’t lead to poor quality recruitment. There is another way. By being efficient, and working together, both sides can benefit.