Objective, Job-Type-Specific Recruiter Performance Ratings Matter

In my last post, I discussed how traditional, “gut-feel” ratings of recruiters are no longer adequate in today’s job market. To ensure your companies are delivering the best talent to your clients, you need to be able to accurately assess your recruiters.

The best way to truly ensure you have great recruiters working on all your jobs is to mandate that all recruiters have individual, objective, job-type-specific recruiter performance ratings. On Scout’s AI driven Recruitment Marketplace all candidates are submitted and tracked via the system for accurate data on who submitted which candidates, how far each candidate got in the process, which candidates got offers, etc. In addition, Scout uses AI to categorize all the jobs in a job type hierarchy, so it doesn’t matter what different companies call different jobs. The AI also determines which jobs are easier and harder to fill based not only on the job type but also location, recruiter relationships and other factors. So, each recruiter’s performance can be compared to benchmark “like-job” performance for truly objective job-specific performance ratings.

The technology for objective, job-specific performance ratings is sophisticated, but the result is simple and powerful. When you have an objective, job-specific rating, the rating is all you need to know to ensure great recruiters are working all your jobs. Just as the Efficient Market Hypothesis asserts that stock prices reflect all available information for a particular stock, an objective recruiter rating incorporates the recruiter’s ability on all the important dimensions of recruiting because it is based on actual historical results.

Clearly, a recruiter with a great job-specific rating (a) knows and is trusted by the best candidates, (b) creates great candidate experiences (c) understands highly specific and nuanced job specifications, (d) can quickly learn subtle company culture and operating norms, and (e) is highly effective at advocating for the candidate, selling the company and closing the deal.

As discussed in more detail below, if a recruiter isn’t great at all these critical elements of recruiting, they aren’t going to get a great rating based on their objective performance.

Great recruiters know the candidate pool and are trusted by candidates: Tight labor markets demand that recruiters have access to the right pools of candidates, especially passive ones, at the right times. Great recruiters consistently win by providing both a higher quantity and higher quality of candidate for jobs in their specialty.

Great recruiters know how to create a great candidate experience: Most companies say improving the candidate experience is a high priority. Recruiter ratings are a proxy for candidate experience because the best candidates will not stick around if the recruiter can’t figure out how to provide a great experience. This is true even when the company isn’t perfect. Great recruiters are good at setting expectations, getting important missing information (to fill in the blanks on incomplete job postings) and obtaining useful feedback and timely decisions.

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Great recruiters know the job specifications: The rapid pace of technological and business change means the skills needed are changing faster than ever before. The great recruiter understands the skills needed currently, not a year or two ago, for jobs in their specialty, even if all such skills are not explicitly listed on the job specification. The best recruiters understand how industries and jobs are evolving and what skills successful candidates must have in today’s marketplace.

Great recruiters know how to advocate for the candidate and the company. Recruiters need to provide the right information and tools for the candidate to succeed and to make sure they are prepared. And to do so, they must be adept at getting the right information from and about the employer. They also need to understand the company culture and what candidates should expect during the screening and interviewing process.

Great recruiters know how to close the deal with both candidates and companies. Great recruiters know how to partner with all stakeholders – the candidate, employer and the hiring manager. They enable all stakeholders to make good decisions and ensure the fit, pay and intangibles all make sense. Without this critical skill set, the recruiters would not be able to achieve a long-term track record of success and a great rating.

In my next post, I will demonstrate how this process delivers results.

Ken Lazarus

Ken Lazarus
Ken Lazarus is CEO of Scout Exchange

Ken Lazarus

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