Guerrilla Marking for Job Hunters 2.0 Part 27

Just like any other employer, these firms can offer the employee a full menu of benefits, a highly compet.i.tive hourly rate, and sometimes employment for many years at one location. You'll find contract employees in almost every conceivable profession. A contract employee may be anything from an information technology professional to a human resource manager, to an engineer or a nurse, an interim CEO or teacher, and just about everything in between where specialized specialized skills are required. Due to the critical shortage of some skill-challenged organizations, some contract placement firms may even handle visa and immigration sponsorship matters to help ease these employee shortages. skills are required. Due to the critical shortage of some skill-challenged organizations, some contract placement firms may even handle visa and immigration sponsorship matters to help ease these employee shortages.

Although many younger workers are contract employees, expect to see many baby boomers who "thought" they would be able to retire end up at the same company working in the same department and at the same desk that they did prior to retirement. This time around, however, they will be contract employees.

* Tools they use: Tools they use: In-house database, In-house database, bizjournals.com, LinkedIn for specialized skills, referrals, networking, regional and/or niche job boards, newspaper cla.s.sifieds.

Behind the Scenes of the Recruiting Process

Recruiters are matchmakers. Their role in the hiring process is to bring together strangers in an economic marriage that is good for both parties. If you understand the mechanics of the process, you will be in a better position to work the outcome to your advantage.

Most recruiters have created a logical process for finding and attracting top candidates that looks something like the following: 1. Needs a.n.a.lysis: Needs a.n.a.lysis: Every search begins with understanding what is required by the client in the role to be filled. The depth of understanding at this stage will determine the search's success. Every search begins with understanding what is required by the client in the role to be filled. The depth of understanding at this stage will determine the search's success.* What you need to know: What you need to know: This is where most searches die. Understanding why will save you a load of grief during your job search. It often happens that clients This is where most searches die. Understanding why will save you a load of grief during your job search. It often happens that clients do not do not have a clear understanding of exactly what they expect from the person they are hiring, so they don't give precise direction to the recruiter. You may have experienced this yourself if you have ever been on an interview where it was clear the interviewer wasn't certain of what he or she was looking for. All too often hiring managers will give recruiters only the vaguest of ideas about what they want, saying to the recruiter "I'll know them when I see them." That's a fact and often it's enough for most recruiters to begin. This happens less frequently when a recruiter is on retainer but it still happens. You need to be able to ask enough intelligent questions to gather the information yourself about the opportunity before the interview have a clear understanding of exactly what they expect from the person they are hiring, so they don't give precise direction to the recruiter. You may have experienced this yourself if you have ever been on an interview where it was clear the interviewer wasn't certain of what he or she was looking for. All too often hiring managers will give recruiters only the vaguest of ideas about what they want, saying to the recruiter "I'll know them when I see them." That's a fact and often it's enough for most recruiters to begin. This happens less frequently when a recruiter is on retainer but it still happens. You need to be able to ask enough intelligent questions to gather the information yourself about the opportunity before the interview without without alienating the recruiter. alienating the recruiter.2. Research: Research: Here the firm will make a long list comprised of the names of individuals they want to contact from companies and organizations that directly relate to this search. In the "old days" (5 years ago), this was a 3- to 4-week process for a researcher /project manager whose sole purpose was to gather names and up-to-date contact data of potential candidates. Research is an ancillary function of the recruiting process. Tools like ZoomInfo, LinkedIn, and Google have streamlined the process considerably. Here the firm will make a long list comprised of the names of individuals they want to contact from companies and organizations that directly relate to this search. In the "old days" (5 years ago), this was a 3- to 4-week process for a researcher /project manager whose sole purpose was to gather names and up-to-date contact data of potential candidates. Research is an ancillary function of the recruiting process. Tools like ZoomInfo, LinkedIn, and Google have streamlined the process considerably.* What you need to know: What you need to know: Today if you're not on the long list, you won't get the call. In the old days, recruiters had to ask, "Who do you know?"-now they already know. The search will be over before they know you even exist. Take me, for example. I have a paid subscription to ZoomInfo and I consult it before I start any search. I'll take the top 100 people from ZoomInfo and cross-reference it with my search of LinkedIn. If you're in both databases, I know you want to be found. At the very least, I know you're managing your career smartly. If you have uploaded your picture to ZoomInfo, I know you want to talk to me. I'll also check ZoomInfo to see when you last updated or changed your profile. If you did that in the past 60 days, you move to the top of my list. (Do you really need any more reason to claim your ZoomInfo profile or create one at LinkedIn?) Today if you're not on the long list, you won't get the call. In the old days, recruiters had to ask, "Who do you know?"-now they already know. The search will be over before they know you even exist. Take me, for example. I have a paid subscription to ZoomInfo and I consult it before I start any search. I'll take the top 100 people from ZoomInfo and cross-reference it with my search of LinkedIn. If you're in both databases, I know you want to be found. At the very least, I know you're managing your career smartly. If you have uploaded your picture to ZoomInfo, I know you want to talk to me. I'll also check ZoomInfo to see when you last updated or changed your profile. If you did that in the past 60 days, you move to the top of my list. (Do you really need any more reason to claim your ZoomInfo profile or create one at LinkedIn?)3. Short list, recruit, and interview: Short list, recruit, and interview: The recruiter's goal is to ensure his or her time and that of the clients is spent interviewing only exceptional candidates. The key interviewing determinants are personal chemistry and fit. The recruiter will condense the long list of 100 to 200 or more profiles down to a manageable 2 dozen suspects. They then reach out to that group and try to cull it down to 10 prospects. Often this is done with an initial phone call. Their a.s.sessment of each potential candidate begins with that call. From the first conversation, they begin a.n.a.lyzing the candidate's knowledge base, experience, and att.i.tude. In-depth interviews provide an opportunity to conduct a thorough a.s.sessment of each viable candidate. From here, one or more candidates will be selected for interviews with the client. As you can see, a lot of work goes on behind the scenes and the a.s.sessment continues throughout the process. The recruiter's goal is to ensure his or her time and that of the clients is spent interviewing only exceptional candidates. The key interviewing determinants are personal chemistry and fit. The recruiter will condense the long list of 100 to 200 or more profiles down to a manageable 2 dozen suspects. They then reach out to that group and try to cull it down to 10 prospects. Often this is done with an initial phone call. Their a.s.sessment of each potential candidate begins with that call. From the first conversation, they begin a.n.a.lyzing the candidate's knowledge base, experience, and att.i.tude. In-depth interviews provide an opportunity to conduct a thorough a.s.sessment of each viable candidate. From here, one or more candidates will be selected for interviews with the client. As you can see, a lot of work goes on behind the scenes and the a.s.sessment continues throughout the process.* What you need to know: What you need to know: If you get a call from a recruiter, you have been prequalified for an opportunity 60 percent of the time-even more if they have found you on ZoomInfo or LinkedIn. ( If you get a call from a recruiter, you have been prequalified for an opportunity 60 percent of the time-even more if they have found you on ZoomInfo or LinkedIn. (Too subtle again?) Be on your best behavior when you interview with a recruiter. Be yourself but better. Be together. Know what you want out of life and how the recruiter's opportunity fits into your career path. The recruiter will make the first a.s.sessment of your suitability for the employer's role. You will pa.s.s or fail at this stage. If you treat them like a confidant or marriage counselor you are DOA (dead on arrival). Respect their time and ask questions that are appropriate to the level of the position you are being considered for-be that an executive position or entry-level.4. Reference checks: Reference checks: Most recruiters informally reference candidates before they are presented to their client. (LinkedIn is an ideal way to do this, by the way.) Recruiters often discover things employers can't, and many times they are things the candidate wished they hadn't. They will tell the client, because most professionals would rather admit they were pursuing the wrong candidate than make a costly mistake. (More on this in a moment.) Most recruiters informally reference candidates before they are presented to their client. (LinkedIn is an ideal way to do this, by the way.) Recruiters often discover things employers can't, and many times they are things the candidate wished they hadn't. They will tell the client, because most professionals would rather admit they were pursuing the wrong candidate than make a costly mistake. (More on this in a moment.)* What you need to know: What you need to know: If there is something you do not want the recruiter to know that will affect your candidacy for the position, rest a.s.sured they will find it. Tell the recruiter ahead of time if you are expecting a bad reference from a former employer and explain the circ.u.mstances. No one's perfect-as I'm constantly reminded by my children. If the recruiter finds out on his own, you may never have an opportunity to discuss or dispute the reference. You will be deselected and you will never know why. Instead, call your references and tell them who to expect a call from. At the same time, tell them why you are interested in the position, why you are ideally qualified, and why the employer is interested in you. Send the reference a copy of your resume. Highlight the achievements that the employer will be looking to confirm. Take a moment to remind them about the role you played in those projects. Take credit for your accomplishments without prompting the reference. If there is something you do not want the recruiter to know that will affect your candidacy for the position, rest a.s.sured they will find it. Tell the recruiter ahead of time if you are expecting a bad reference from a former employer and explain the circ.u.mstances. No one's perfect-as I'm constantly reminded by my children. If the recruiter finds out on his own, you may never have an opportunity to discuss or dispute the reference. You will be deselected and you will never know why. Instead, call your references and tell them who to expect a call from. At the same time, tell them why you are interested in the position, why you are ideally qualified, and why the employer is interested in you. Send the reference a copy of your resume. Highlight the achievements that the employer will be looking to confirm. Take a moment to remind them about the role you played in those projects. Take credit for your accomplishments without prompting the reference.Reference checks are not not a license for the employer or recruiter to invade your privacy. Under no circ.u.mstances should you reveal your social security number or any banking or credit information. a license for the employer or recruiter to invade your privacy. Under no circ.u.mstances should you reveal your social security number or any banking or credit information.

If you'd like a better understanding of the reference process from the employer's viewpoint, download a copy of the guide, "Don't Hire a Liar," from our web site at www.perrymartel.com. (On a personal note, I have replaced just 2 people since 1985. Perry-Martel's standard reference check covers the 10 need-to-know areas of a candidate's background, including leadership attributes, managerial skill, character, and more.) 5. Psychological a.s.sessments: Psychological a.s.sessments: Personality a.s.sessments and evaluations have become commonplace in the interview process both at the senior executive level and below. Many firms including Perry-Martel have gone beyond the simple Myers-Briggs to include more sophisticated measures like the BAROn-EQ, which measures Emotion Intelligence. For many organizations, a personality profile will be administered in addition to thorough reference checks. It is designed to give the employer an extra bit of rea.s.surance by a.s.sessing your "fit" with the rest of the team. Personality a.s.sessments and evaluations have become commonplace in the interview process both at the senior executive level and below. Many firms including Perry-Martel have gone beyond the simple Myers-Briggs to include more sophisticated measures like the BAROn-EQ, which measures Emotion Intelligence. For many organizations, a personality profile will be administered in addition to thorough reference checks. It is designed to give the employer an extra bit of rea.s.surance by a.s.sessing your "fit" with the rest of the team.* What you need to know: What you need to know: Answer the questions truthfully. Do not try to outsmart the test. You will lose. The tests are set up to flush out cheaters. You will fail and destroy your chances to go further in the process. Fortunately, most employers only administer these tests when they are very interested in your candidacy. That is a good thing. Ask what the test is being used to measure and then answer the questions in that context. Read carefully any permission form you are asked to sign. Understand what they have the right to do with the information. Ask to have the original returned to you or destroyed. Answer the questions truthfully. Do not try to outsmart the test. You will lose. The tests are set up to flush out cheaters. You will fail and destroy your chances to go further in the process. Fortunately, most employers only administer these tests when they are very interested in your candidacy. That is a good thing. Ask what the test is being used to measure and then answer the questions in that context. Read carefully any permission form you are asked to sign. Understand what they have the right to do with the information. Ask to have the original returned to you or destroyed.6. Offer negotiation: Offer negotiation: Most recruiters will help negotiate the terms of an offer. Their job is to come to an agreement that is satisfactory to both you and the employer. Most recruiters will help negotiate the terms of an offer. Their job is to come to an agreement that is satisfactory to both you and the employer.* What you need to know: What you need to know: Let the recruiter negotiate your package. It's a whole lot easier for both sides to deal with the money issues through an intermediary. It's easier for a third party to take their ego out of the equation. Let the recruiter negotiate your package. It's a whole lot easier for both sides to deal with the money issues through an intermediary. It's easier for a third party to take their ego out of the equation.7. On-boarding and guarantee: On-boarding and guarantee: Most recruiters will provide a guarantee in the form of an insurance policy for the candidate's performance. Guarantees run the spectrum from none to 6 months, or more. The norm is 30 to 45 days. This period acts as a buffer for the employer to determine your competency on the job and decide if you are indeed qualified. The recruiter may be required to replace you during that period or in some cases even refund their well-earned fee. Most recruiters will provide a guarantee in the form of an insurance policy for the candidate's performance. Guarantees run the spectrum from none to 6 months, or more. The norm is 30 to 45 days. This period acts as a buffer for the employer to determine your competency on the job and decide if you are indeed qualified. The recruiter may be required to replace you during that period or in some cases even refund their well-earned fee.* What you need to know: What you need to know: The way recruiters are paid is often reflected in how much upfront work they do to understand the project, which is directly related to how long they will "guarantee" a candidate. In short, a firm that provides a The way recruiters are paid is often reflected in how much upfront work they do to understand the project, which is directly related to how long they will "guarantee" a candidate. In short, a firm that provides a yearlong yearlong guarantee, for example, is more likely to go to great pains to understand an employer's needs and to make an exact match. Anything less is shortsighted. Understanding this will tell you how much "due diligence" you must do personally to ensure the opportunity is a good one for you versus a quick buck for the recruiter. guarantee, for example, is more likely to go to great pains to understand an employer's needs and to make an exact match. Anything less is shortsighted. Understanding this will tell you how much "due diligence" you must do personally to ensure the opportunity is a good one for you versus a quick buck for the recruiter.Note: Obviously, the longer the guarantee, the more risk the recruiter a.s.sumes for your performance and thus the greater their incentive to thoroughly appreciate the need for an exact fit. That means you can expect the process to take several months to conclude. Obviously, the longer the guarantee, the more risk the recruiter a.s.sumes for your performance and thus the greater their incentive to thoroughly appreciate the need for an exact fit. That means you can expect the process to take several months to conclude.

GUERRILLA INTELLIGENCE.

Recruiters and Research Donato Diorio

Most recruiters do what is called the full life-cycle recruitment. Finding a client is the sales portion of the process. With "job order" in hand, they do the initial name sourcing and then they recruit the best prospects. Next, they screen the prospects and present the best candidates to their clients. On top of all this, they must prepare both candidate and employer for the interview, debrief them afterward, and eventually negotiate a job offer.

Recruiters Who Are Successful Are Extremely Busy People Recruitment and all its complexities tends to foster a level of impatience that is required to succeed. Whether recruiters came into the field impatient (and thus succeeded) or became that way due to the demands of the job is debatable. So prevalent is this trait among top recruiters, recruiting managers have put a positive spin on this trait, calling it a "sense of urgency."

Help for the Recruiters In the past few years, there has been a growing trend in the recruiting world. Emerging are the new a.s.sistants to the recruiters, armed with the latest technology and killer research skills. They are known as the "sourcers." So new is the term, that as of this writing, Microsoft Word spell checker did not recognize the term. It will.

Sourcers Are Polar Opposites of Recruiters The term sourcer sourcer in the recruiting world describes the person who is doing pure research and name generation. Sourcers use the Internet, job boards, internal databases, and corporate phone directories to gather names and then turn them over to a recruiter. They almost never talk to anyone, and if they do, it is very brief. Usually, they are more introverted and prefer to work behind the scenes. If you are working with a recruiter, you may never talk with this person, nor know that he or she even exists. in the recruiting world describes the person who is doing pure research and name generation. Sourcers use the Internet, job boards, internal databases, and corporate phone directories to gather names and then turn them over to a recruiter. They almost never talk to anyone, and if they do, it is very brief. Usually, they are more introverted and prefer to work behind the scenes. If you are working with a recruiter, you may never talk with this person, nor know that he or she even exists.

Most Recruiters Don't Have Sourcers Working for Them Think. This impatient force of nature recruiter that you are dealing with . . . . . . do you think he has time to do thorough research? Usually not; do you think he has time to do thorough research? Usually not; . . . . . . most successful recruiters have good instincts, but they don't have the time to do thorough research. most successful recruiters have good instincts, but they don't have the time to do thorough research.

If you can provide valuable information to a recruiter, he will go out of his way to help you and give you attention above and beyond that which the typical candidate receives.

Here are several tips for working with a recruiter as a source of information:* Find out if the recruiter works full life-cycle or if they work with sourcers and researchers. If he or she has a team, get to know the players on the team.* Ask what he needs. Don't make a.s.sumptions. It may be insight on additional job openings (new business for him) or candidates for positions he is trying to fill. Learn about all the positions he is working on; keep notes during your job search.* Always call to give something. Every time you ever pick up the phone to talk to him, have something of value in hand: insight on a new position, candidate referral, news of a layoff at a compet.i.tor of his client. Train that recruiter. Teach him that your name is synonymous with valuable information.* Keep him in the loop. If you are sending information to one of the recruiters' team members, sourcers, or a.s.sistants, copy the recruiter on the communication. Don't a.s.sume that if you are sending leads to the sourcer, that you will get attributed as the source.* Maintain the relationship even after you get a job. If you've spent the time to understand and work with a recruiter, you will continue to have great value to each other. Many recruiters pay referral fees; don't be shy to ask. A trusted referral source is well worth a $500, $1000, or greater referral fee.

Some of the best client-recruiter relationships are developed with a person that is first placed by the recruiter and then uses that recruiter to fill positions at his new company. Whether he places you at the position or not, you will use his services in the future. Remind the recruiter of this.

Bringing information to your recruiter will separate you from the ma.s.s number of connections that are simply reaching out to the recruiter to get something. Taking this approach of being a purveyor of insight and information will open the doors to creating a strong professional relationship that will endure throughout your career.

Donato Diorio is the founder and CEO of www.broadlook.com. Broadlook Technologies develops research tools for executive and corporate recruiters. Donato is a former top billing recruiter and is now a speaker and thought leader in the field of Internet research. Donato's blog is www.iDonato.com.

Rules of Engagement

Here's what to do if a recruiter calls you at work: * Be flattered. If a recruiter calls you, in most cases the recruiter's team has prequalified you. Don't ask him where he got your name right away. There's time enough for that later.* Take the call only if you can speak without whispering. If you can't talk freely, ask for a phone number and a convenient time to call back. Better you say nothing than blow the call. This also gives you an opportunity to look up the recruiter's firm to make sure the call is legit. Take a minute to first read the firm's web site to see if they normally recruit people like you. Can't find their site? That's an early warning sign. Check if they are using a Yahoo, Hotmail, Gmail, or other generic account. Yes? Be careful. It may be a ruse from your employer trying to cull the ranks for deserters ahead of an upcoming layoff. If they send an unsolicited e-mail to your work address, respond that you're not interested because employers can legally monitor your e-mail. Then send a follow-up e-mail from your hotmail account.

Ask the recruiter the following 4 questions. Do not deviate from this exact sequence: 1. Are you on retainer or contingency?* What you should understand: What you should understand: You want to know how the recruiter is being compensated-retainer or contingency. Learning this can tell you if the project is real or if he's fishing. It may also tell you how quickly you have to decide whether you are interested in being considered. If the recruiter is on retainer, the project is real. Go forward. You have time to consider your options. You want to know how the recruiter is being compensated-retainer or contingency. Learning this can tell you if the project is real or if he's fishing. It may also tell you how quickly you have to decide whether you are interested in being considered. If the recruiter is on retainer, the project is real. Go forward. You have time to consider your options.If the firm is on contingency, the recruiter is likely under the gun to close the project before another firm does. Time is of the essence. You must move quickly if you are interested.

2. Do you have an exclusive?* What you should understand: What you should understand: If they have an exclusive, it means that they are the only firm working on the a.s.signment. Listen to the recruiter describe the opportunity and decide if you want to go forward. If they don't have an exclusive, they are competing with other firms and possibly even the employer's own internal human resource people. If they have an exclusive, it means that they are the only firm working on the a.s.signment. Listen to the recruiter describe the opportunity and decide if you want to go forward. If they don't have an exclusive, they are competing with other firms and possibly even the employer's own internal human resource people.3. Have you successfully placed people with this hiring manager before?* What you should understand: What you should understand: It pays to be cautious. You need to decide if the recruiter has the capacity to represent you and get you an interview. From the moment they forward your resume to the employer, the recruiter is ent.i.tled to be paid his full fee (for a period as long as a year or more) should that employer hire you, regardless. Understand, even if you were to land an interview on your own during that period, the employer would need to pay the recruiter's fee, even if the interview was for a different job in a different department or division. "Hold on," you say, "I don't even know who the employer is!" Too bad. That's the Catch-22. It's your responsibility to get as much information as you can and make an informed decision to forward your resume to the recruiter. It pays to be cautious. You need to decide if the recruiter has the capacity to represent you and get you an interview. From the moment they forward your resume to the employer, the recruiter is ent.i.tled to be paid his full fee (for a period as long as a year or more) should that employer hire you, regardless. Understand, even if you were to land an interview on your own during that period, the employer would need to pay the recruiter's fee, even if the interview was for a different job in a different department or division. "Hold on," you say, "I don't even know who the employer is!" Too bad. That's the Catch-22. It's your responsibility to get as much information as you can and make an informed decision to forward your resume to the recruiter.4. Have you vetted the job description with the client, and may I have a copy?* What you should understand: What you should understand: If they haven't met with the client or vetted the job description with the client, it's not ideal for you, but it's not necessarily the end either. Ask for a written copy of the job description. Read it carefully and ask the recruiter as many questions as he'll allow. And make an informed decision to proceed. Should the recruiter refuse (rare), I advise my closest friends to terminate the call. The recruiter is just looking to fill his database of candidates. He may be performing business development and wants some new resumes to introduce himself to prospective companies. If they haven't met with the client or vetted the job description with the client, it's not ideal for you, but it's not necessarily the end either. Ask for a written copy of the job description. Read it carefully and ask the recruiter as many questions as he'll allow. And make an informed decision to proceed. Should the recruiter refuse (rare), I advise my closest friends to terminate the call. The recruiter is just looking to fill his database of candidates. He may be performing business development and wants some new resumes to introduce himself to prospective companies.

Frequently Asked Questions (and Their Answers)

Q: The recruiter only had a limited job description. What should I do? The recruiter only had a limited job description. What should I do?

A: A lot of research. Quickly. Employers expect you to be well prepared to discuss their needs versus your fit, whether or not the recruiter has prepared you. So you must do it yourself. Focus on what their 5 top compet.i.tors are doing that keeps the employer up at night. Start by reviewing their compet.i.tors' latest products or service offerings, then reach out to your network. Consider using LinkedIn's "Ask a Question" feature to gather covert intelligence. It's a fast free way to poll 29 million people. A lot of research. Quickly. Employers expect you to be well prepared to discuss their needs versus your fit, whether or not the recruiter has prepared you. So you must do it yourself. Focus on what their 5 top compet.i.tors are doing that keeps the employer up at night. Start by reviewing their compet.i.tors' latest products or service offerings, then reach out to your network. Consider using LinkedIn's "Ask a Question" feature to gather covert intelligence. It's a fast free way to poll 29 million people.

Q: I did the interview and the recruiter hasn't called me. I did the interview and the recruiter hasn't called me.

A: First off, you should have agreed ahead of time with the recruiter to call them back right after you finished the interview. So did you? Or did you have a cigarette and go for lunch? Time is of the essence. Call and leave an upbeat message with your impressions. Save any concerns for when you connect. You don't want to leave them with the wrong impression. If you don't hear back immediately, it's likely the recruiter is busy. They may be with the client already reviewing the interviews. Normally, though, the recruiter will want to talk to you before talking with the client-but not always. Be brave. Wait five more days and then call back. DO NOT-under any circ.u.mstances-call the client directly. First off, you should have agreed ahead of time with the recruiter to call them back right after you finished the interview. So did you? Or did you have a cigarette and go for lunch? Time is of the essence. Call and leave an upbeat message with your impressions. Save any concerns for when you connect. You don't want to leave them with the wrong impression. If you don't hear back immediately, it's likely the recruiter is busy. They may be with the client already reviewing the interviews. Normally, though, the recruiter will want to talk to you before talking with the client-but not always. Be brave. Wait five more days and then call back. DO NOT-under any circ.u.mstances-call the client directly.

Q: Should I rewrite my resume for the recruiter's client? Should I rewrite my resume for the recruiter's client?

A: Yes! The resume you sent has done its job-the recruiter called you. Structural changes to the resume will likely help present you in your best light to his client. Ask if the recruiter has a specific template to follow and complete it promptly. Ask the recruiter what he saw in your background that you should emphasize for the client. Yes! The resume you sent has done its job-the recruiter called you. Structural changes to the resume will likely help present you in your best light to his client. Ask if the recruiter has a specific template to follow and complete it promptly. Ask the recruiter what he saw in your background that you should emphasize for the client.

Q: Is there anything I should do when I meet the recruiter's client for the first time? Is there anything I should do when I meet the recruiter's client for the first time?

A: If the recruiter is present [I always am], he will introduce you and frame your background with the employer before you start. If the recruiter is not there, then you need to take the initiative to frame the discussion by telling them what you understand the role to be. Ask if your understanding is correct If the recruiter is present [I always am], he will introduce you and frame your background with the employer before you start. If the recruiter is not there, then you need to take the initiative to frame the discussion by telling them what you understand the role to be. Ask if your understanding is correct and and ask if anything has changed since the employer last spoke with the recruiter. This provides both you and the employer a subtle opportunity to get on the same page. Fail to do this and you run the risk of answering the employer's questions out of context. Do it and the interview transforms into a conversation. This free flowing exchange of information relaxes both parties and is the first sign your interview is going well. ask if anything has changed since the employer last spoke with the recruiter. This provides both you and the employer a subtle opportunity to get on the same page. Fail to do this and you run the risk of answering the employer's questions out of context. Do it and the interview transforms into a conversation. This free flowing exchange of information relaxes both parties and is the first sign your interview is going well.

Q: The recruiter said I am the benchmark candidate. Is that good? The recruiter said I am the benchmark candidate. Is that good?

A: Depends. Naturally if you are first to be interviewed then you set the bar for the candidates who follow. You are the equivalent of the pace car at the Dayton a 500. If the recruiter has worked with the client before, he is putting his best foot forward-you. Now, if the recruiter has never worked with this client Depends. Naturally if you are first to be interviewed then you set the bar for the candidates who follow. You are the equivalent of the pace car at the Dayton a 500. If the recruiter has worked with the client before, he is putting his best foot forward-you. Now, if the recruiter has never worked with this client and and if he sits in on the interview-you're cannon fodder. After your interview, the recruiter and client will spend time discussing what you did or did not have which makes you a perfect fit-hence the term benchmark-and then the recruiter starts the real search. On the other hand, if the recruiter has 20 years' experience, you will likely be at least a 90 percent fit, which means you will still be considered as the rest of the slate of candidates are tabled. So always be on your A-game. if he sits in on the interview-you're cannon fodder. After your interview, the recruiter and client will spend time discussing what you did or did not have which makes you a perfect fit-hence the term benchmark-and then the recruiter starts the real search. On the other hand, if the recruiter has 20 years' experience, you will likely be at least a 90 percent fit, which means you will still be considered as the rest of the slate of candidates are tabled. So always be on your A-game.

THIRD LAW OF RECRUITERNOMICS.

If you want to be found, you need to be visible. If you want to be considered, you need to cooperate. If you want to be successful, you need to be proactive.

RESOURCES

Podcasts * * Totalpictureradio.com: The voice of Career Leadership, the podcasts you need to keep your career on track The voice of Career Leadership, the podcasts you need to keep your career on track* JobRadio.fm: Career advice and jobcasts founded by renegade podcast veterans Chris Russell and Peter Clayton. Career advice and jobcasts founded by renegade podcast veterans Chris Russell and Peter Clayton.

Mashups * * RecruitingAnimal.com: The King of Recruiting Media. Home to The King of Recruiting Media. Home to The Animal Show. The Animal Show. Intelligent irreverence for insiders (Michael Kelemen). Intelligent irreverence for insiders (Michael Kelemen).* RecruitingBlogs.com: The central nervous system for recruiters. Blogs, videos, events, chat, and cool people (Jason Davis). The central nervous system for recruiters. Blogs, videos, events, chat, and cool people (Jason Davis).* TheRecruitersLounge.com: Explores the wacky world of employment. Includes the latest Web search hacks (Jimmy Stroud). Explores the wacky world of employment. Includes the latest Web search hacks (Jimmy Stroud).

Forums * * Electronic Recruiters Exchange ( Electronic Recruiters Exchange (ERE.net): Featuring opinions and perspectives from leaders in the recruiting and human resources fields. Blogs from Shally Steckerl, Maureen Sharib, Glenn Gutmacher, Kevin Wheeler, John Sullivan, and the rest of the best. Featuring opinions and perspectives from leaders in the recruiting and human resources fields. Blogs from Shally Steckerl, Maureen Sharib, Glenn Gutmacher, Kevin Wheeler, John Sullivan, and the rest of the best.* OnRec.com: The magazine for online recruitment around the world. The magazine for online recruitment around the world.* FordyceLetter.com: The oracle for headhunters. The oracle for headhunters.* Xtremerecruiting.tv: Home of legendary recruiter Bill Vick. A Trojan Horse for you.

Part III

Tactics That Make You a Guerrilla

Chapter 8.

Guerrilla Networking

A Radical Approach