Any fool knows how to recruit.

If you’re a recruiter, you probably beg to differ. But before your blood pressure skyrockets, let me explain what I mean.

When it comes to recruiting, the head knowledge is the simple part of the equation. Approaching the candidate, forming a relationship, selling the position, and acting as a liaison makes sense to the random, inexperienced civilian. Implementing these tasks, however, is another story.

Perhaps that is why recruiters tend to store head knowledge. Performance is the more difficult aspect of the recruiting equation.

Unfortunately, there is a thin line between those who know how to recruit and those who actually recruit. Knowledge without action is not a competitive advantage. Recruiters, it is time to stop learning and start doing.



Of course, the successful recruiter is constantly learning. What I’m actually telling you is to put down the recruiting magazines and practice what you’ve learned so far. Theories can’t compete with concrete results.

Recruiters are constantly inundated with information from recruiter websites, LinkedIn blogs, social media connections, and numerous other forums. The professional tips are readily available at every turn. Why is it that most candidates still complain about their experience with recruiters?

There’s a simple answer to this question: recruiters don’t practice what they know.



My theory is this: recruiters love to learn about new tools, but they never master what they already have. In essence, they get distracted by the “shiny new object,” whether it is a new technology, tool, or method presented by recruiting experts.

If recruiters applied their information before moving on to the next best thing, perhaps they could transform the way candidates viewed them. In other words, they need to act on what they learn before they learn more.



However, implementing changes based on previous knowledge can be a daunting task. Where does one begin?

First, recruiters must remember that recruiter-candidate associations are of primary importance. Tips related to candidate experience, phone methodologies, and relationship building would be the ultimate starting point.

Furthermore, recruiter-client relations keep business on its feet. Information regarding client wants and needs, how to balance their needs against candidate needs, and how to communicate efficiently would be another great place to start.

All other information is secondary in nature.

Most importantly, recruiters view information as a means to an end. Candidate and client satisfaction is the end goal; recruiter education is only a tool to meet that goal.

Again, I say: Any fool knows how to recruit. Few truly live what they know.


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