Colin Christie, managing director at Christie's
Recruitment, believes that many IT professionals have been
disappointed by recruitment agents. All the more reason to develop
the relationship, he argues
It is a confusing recruitment market out there. Some jobs are
being offshored, some aren't; some companies have active
recruitment campaigns, some don't; some appear ageist, some look
for years of experience.
The three-way relationship between clients, applicants and
agents looks complex, but really it isn't. Are recruitment agents
driven by the desire to do a good job? Do they wish to represent
their company or themselves in the best light? Are they motivated
by money?
In the main it is money. Once you understand this, really
understand this, you will see that agents are not and never will be
ageist, sexist or any other "ist". They are simply trying to take
the path of least resistance from A to B: their bank accounts.
Think of recruitment agents as catalysts, CPU cooling fans and
automotive fuel injection systems. Processes still work without
them, they are pretty useless in isolation, but as part of a
thriving culture they can benefit all parties immensely.
The client is always king, no matter what skillset shortages
there may be. Clients pay agents; applicants don't. Agents have
nasty bosses who monitor all sorts of key performance indicators
all day long. Larger agencies will account for virtually every
second of an agent's working day. Micro-management is not accurate:
nano-management would be more suitable.
Ask the right questions
So if your CV is disappearing into black holes here are some
tips.
First, always be pleasant. Agents get it in the neck all day
long from above; they don't need you having a go at them too. Yes,
yes, we know they are all stupid, don't know their C# from their D
minor, etc. Just smile to yourself and be polite.
Use them. Ask what skills you should be emphasising. Get them to
rip your CV apart. I am always amazed at the inability of some
senior IT professionals to present their CVs correctly.
Ask them what would make you more marketable. Are you pricing
yourself too high? Do you need sector-specific skills? Find out
what they want and you will be amazed at how often you have what
they are looking for.
Lastly, effort is required. Always tailor your CV to specific
roles. Yes, laborious, but worth it. Remember, agents have square
holes: provide them with square pegs.
Clients: the agent's main driver (money) is also relevant to you.
As successful business leaders, clients will be aware that money
has two parameters: size and distance. To motivate agents, increase
size and decrease the distance from the agent's bank accounts.
Simple. If you can't do both, try to do one.
Skillset availability
Of course, distance too has many parameters (speed, effort,
availability and terms) so there is plenty for you to consider. Ask
agents about skillset availability, ask them about costing, ask
them about alternatives before finalising those specifications.
Clients are often guilty of turning wish lists into essentials.
This reduces availability and increases cost.
Always develop a working relationship with your agent. You don't
have to meet them. I also have an aversion for wide ties and hair
gel, but they need to understand your business, your business needs
and your recruitment drivers. If you are happy that they do
understand you, then take shortlists seriously and be open-minded
to candidate motivations. Agents only submit candidates they
believe can do the job.
Finally relate. Develop relationships over time. Clients should
reward their recruitment agents with repeat business and knowledge,
and applicants should reward them with knowledge. Tell them what
you have been up to, tell them what the company is up to, and keep
in touch. How many permanently employed people out there can
remember the name of the agent who placed them?
I have not covered any of the reasons agencies exist or any of the
many business drivers that make them useful. I have taken that as
fact. If you find any agent unsatisfactory, don't use them. Good
agents, after all, will only deal with good clients and good
candidates.
Colin Christie is managing director at Christie's
Recruitment