Tapped on the shoulder by a recruiter? Not sure what to say or do?

5 easy tips on what to say next time a recruiter taps you on the shoulder.

Some people react negatively when tapped on the shoulder by a recruiter, for various reasons: unfamiliarity, you're busy, you're not interested in another job, you don't like recruiters and so on.

Others see it as an opportunity to verify their market value or market positioning or an opportunity to further their career. And between these extremes there is a whole group of intermediate reactions.

Thinking about it at the most fundamental level, being tapped on the shoulder means that a recruiter has been researching people in your industry and come across your name, most usually as a result of a recommendation by one of your industry peers. This is a good thing as it marks you out as a probable superior performer–and it means that you are recognised.

Tip 1 –Take the call with an open mind and take down the recruiter's details for future reference. You might not be interested today, but who knows what anyone's future employment prospects can be. You may want to contact that recruiter sometime in the future.

Tip 2 –Before you answer any questions, try and get as much information about the recruiter as you can, so that you can verify their credentials. You want to make sure that the person you are talking to is legitimate and an industry specialist.

Tip 3 –Once you are comfortable with the recruiter find out as much as possible about the role before you answer any questions yourself. Don't be afraid to ask questions, a good recruiter will not be troubled by your questions, besides it confirms your interest.

Tip 4 – If you consider the described role is suitable / interesting, let the recruiter ask questions, answering them as openly and honestly as you can. Just as there is no place for exaggeration in a written resume, there is no sense in not being honest and straightforward with a recruiter.  An honest initial discussion with your recruiter can develop into a long term career management relationship.

Tip 5 – Finish your conversation with relevant questions, such as timing of future appointments. If you are interested in the role, make sure that you indicate this to the recruiter. Studied indifference for example will most likely put the recruiter off.

Like most things in life, an opportunity is only any good if you seize it. So the next time a recruiter comes knocking, seize it as an opportunity to learn and, perhaps, progress your career.

International Recruitment

One of the most interesting trends to occur in the recruitment industry over the last few years has been the steady rise in overseas or international recruitment. i.e. where a customer based overseas is looking to source talent to work in overseas locations. This trend has accelerated in the last twelve months and is particularly evident amongst emergent Asian based companies. The leading countries for this market include: China, Vietnam, Singapore, Malaysia and Thailand.

 

Companies from these countries are seeking talent with skills and experience for which there is an evident shortage in these overseas markets. This trend is different to the old ex-pat market which was strongly evident until the late 90's. This particular trend subsided because of the Asian Economic Crisis and has not re-emerged to the same extent. In those days it was most often the Asian outposts of American and European multinationals that drove this now quiet ex-pat market. This is not to say that ex-pats no longer exist, they do, but are increasingly being replaced by personnel on local packages. This trend has being helped along, by the increasing salary and benefits packages available in these markets and thus local packages are more attractive.

The market is now driven by cash rich locally based businesses that often have purchased the best in class technology for their operations and are looking to source skilled personnel to manage/operate the plant/operation. They are looking particularly for people with good English skills as English is often the only common language between equipment/technology supplier and customer.

We have recently placed both senior technical and managerial personnel from Australia and New Zealand into operations based in Turkey, Malaysia, Singapore, Vietnam and China. In each case there was a strong need for technically and managerial adept candidates that were not available in their home market and so had to be sourced from Australia or New Zealand. Industries ranged across the board from Agriculture, Wine, Food, Packaging and the Life Sciences.

If you are looking for an opportunity overseas or looking to fill an opportunity overseas, please feel free to give us a call on 1300 887 460.

Has internet blind-sided candidates when it comes to searching for new roles?

With the rise of job boards such as Seek, My Career, CareerOne and social media sites such as Facebook and LinkedIn, there has a been a fall off in candidates using traditional means of finding a new role. In this situation we are largely talking about people with professional qualifications or who work in areas where there is accumulated specialist knowledge.

There was a time when people made extensive use of their networks; for example membership of professional associations or who maintained a relationship with a recruitment firm or key members of their industry, to find their next role. But this type of activity has declined as it has become easier to search and apply for roles on the internet.

This change has created opportunities for the switched on candidate who would like to take a more personal approach to the task of finding a new role. Using the personal approach sure beats the process of listing yourself onto impersonal media such as Job Boards or LinkedIn who are increasingly vacuuming up candidates in an attempt to become giant candidate databases. Additionally, not all of us want our careers and qualifications up and available for perusal by who knows who - 24/7.

So what is the alternative? It can be as simple as talking to people in your own social circle and explaining that you are looking for a new role. In a more structured way, it can involve networking in your professional organisation, going to industry meetings and seminars. Or calling up recruiters who work in your chosen field and asking them for a few moments to explain your situation, or contacting key people who work in your market sector and asking them for career advice. You will most likely be pleasantly surprised that the majority of people can be genuinely helpful when approached in a professional, polite and personal manner.

Moreover taking charge of your future by proactively contacting other people in your job search is more satisfying than passively seeking a role and expecting a piece of electronic software to do the job for you. Some may call this process as a Luddite one, but why abandon all your aspirations for the future, to what are at their core, are money making enterprises. Albeit providing a service for a great many people.

Done properly you can then regard job boards and the like as adjuncts to your search and not your sole means. The old adage about "eggs in one basket" is never truer.

How to enhance your chances of landing a job interview?

Most job advertisements list attributes that advertisers wish their applicants to possess. For example: 

·  Must possess a degree in Science with a major in Horticulture
·  At least six years experience as a supervisor in an orchard
·  At least two years experience in project management
·  Desirable to have experience in Rose floriculture and so on...

It is these attributes that can be the key to having your resume plucked out of the pile and shortlisted for an interview. 

Many candidates responding to a job advertisement will just send off a resume. Other slightly more conscientious applicants will send a cover letter announcing their candidature. Still others will write some information explaining why they should be selected. However these type of responses force the employer or recruitment agent to go hunting through the candidate's resume in a search of the expected attributes. 

Why not make it easy for the advertiser by addressing these attributes in your cover letter, thus focussing the attention of the reader immediately. This works well when you meet the criteria/attributes and even when you don't exactly meet the attributes, it at least lets you put forward your case. 

For example in the case of the above attributes, you might respond in your cover letter: 

Dear Sir, 

I would like to apply for your vacant role as Manager – Horticulture. I believe I am well qualified for the role because I meet the following criteria as per your advertisement. 

·  Must possess a degree in Science with a major in Horticulture
I have a degree in Horticultural Science and an MSc in Plant Pathology. 

·  At least six years experience as a supervisor in an orchard
I worked for JW Orchards Pty Ltd for the past 7 years as their shift supervisor. During this time, I had 5 direct reports. 

·  At least two years experience in project management
Whilst at JW Orchards I gained extensive experience in project management as a result of my membership of the Orchard rejuvenation team. 

·  Desirable to have experience in Rose floriculture
Although I do not have experience in Roses, I do have some two years working on Tulips which like roses have a similar market in the cut flower industry.
 
Thus in 20-30 seconds your cover letter has clearly established you as a viable candidate and increased the chance that your resume will go to the shortlisting pile. 

It is likely that this approach will make the reader look more objectively at your application, because it proves you have interest in the role and that you have taken the time to have properly read the advertisement. 

Don't Be Over-Confident

This newsletter is about the flipside of a subject that gets a lot of attention when the subject of recruitment interviews is raised. i.e. how to overcome nerves, lack of confidence, presentation skills and so on. The flip-side is being over-confident.

It is our observation that a good many position opportunities are lost by candidates coming across as over-confident, even arrogant in their assumption that they are the best person for the role and that the application/interview process is somehow a mere formality.

This over-confidence comes across in many ways. Starting with lack of preparation – "I can wing it" – and continuing on to making assumptions about the role, the interviewer(s) and the company.
The trouble with over-confidence is that the impression taken from it can vary enormously. For example, not taking the trouble to do your homework on a company can be interpreted by the interviewer in a number of ways. 


For example:
• Lazy. This candidate is just plain lazy because he/she hasn’t shown the courtesy of learning anything about the company.
• Stupidity. For overlooking the need to research.
• Arrogance. "I am so good that they will employ me regardless of the state of my ignorance".

Over-confidence can also extend into your perceived attitude about the role – being over-confident may lead you down the route of appearing uninterested or diffident about the role. It can send all the wrong signals to the interviewer. 

Employers are always on the look-out for people who are really keen to take on a role. Being keen, even anxious gives an edge to an interview that conveys this attitude. Whereas being over-confident or too relaxed robs you of this edge and can give the impression that you are not really interested.
 
Signs of over-confidence that are apparent to an interviewer include:
• Not asking any questions about the role.
• An aggressive or shambolic posture.
• Dressing inappropriately for the role sought.
• A demeanour that is too casual for the role sought
• Talking over the interviewer, not listening
• Self importance/overselling
• Not bothering to prepare a cover letter or getting by on an inadequate resume.

The reverse of the above points is the answer to the problem of over-confidence. You should always seek to:
• At the appropriate time politely ask questions about the role and the company.
• Sit upright with a posture that displays alert keenness.
• Dress to the standard of the interviewer.
• Never talk over the interviewer.
• Be humble rather than proud and don’t over sell yourself.
• Always send a cover letter that addresses the criteria of the role and make sure your resume is an up-to-date one. 

Note: If there is a consultants name in the advertisement for the role, then make sure you use it in addressing the cover letter. Small courtesies can yield good results.

Expatriate futures

Up until 10 years ago, the popular image of an expatriate role, was one of a high salary and a package of tax free or low taxed benefits, such as: accommodation, company car, driver, schooling for children, maids etc. A thrifty "expat", could do quite well on a good package, with few outlays and the consequent ability to save most of their salary component and at the same time enjoy a very comfortable lifestyle.

However the number of such lucrative posts, particularly in the Asian region, has declined somewhat. This decline has been a result of: 

• The ongoing effect of the GFC and companies tightening expenditure and reducing     benefits.
• Increasing use of locals in lieu of expats.
• Worries over pay discrepancies between expats and local, as local standards rise.
• Improving economic conditions in many Asian countries mean that cities once considered hardship postings are no longer seen as such.

Today if you are looking for an expat posting in Asia with seriously good benefits, you need to look at roles that are located in areas which are relatively undeveloped economically and in countries classified as emerging economies. Such roles would be seen as genuine hardship postings and accordingly would receive benefits to ease the difficulties encountered. Such roles are not at all common and certainly are few compared to the past, although well rewarded expat roles do still exist in the Middle East.

Whilst many of the lucrative expat roles in Asia have disappeared there are still plenty of good career growing roles to be had in Asia. Benefits and/or perks should not be the primary reason to seek a role in the growing economies of Asia, compared to the career benefit of international exposure and learning. 

A stint in Singapore, Hong Kong, Shanghai or similar city can add a degree of lustre to your resume and is especially beneficial if you want to carve a career in any of the major multinational companies. Once you have become an expat, a wide world of opportunities can arise, including not just Asia, but South America and Africa, in addition to Europe and North America.

A drawback of an expat career is that once you are on the expat merry-go-round it can be hard to get off, especially if you are an Australian, as returning to Australia will often mean coming back to a diminished role in a somewhat static environment.

All things considered a stint overseas as an expat can do a good deal for you in advancing your career and when applying for such a role, the career development opportunities should be your first focus. With any "fringe benefits" seen as secondary items and certainly should not be the primary arbiters of your decision making process. We have seen circumstances where greed has diminished candidate’s opportunities and shrouded their true interests.

Any expat role must be viewed within the context of your plans for your career and private/family life.

The Critical Importance of Induction

Research in the UK, has demonstrated that a large proportion of newly employed candidates are looking to leave within the first three months of employment and over a third of new employees were looking to leave within a year or sooner and were already actively seeking new employment. 

A significant contributor to this situation was that many candidates felt that they were misled by employers about the roles that they had accepted and that the reality of the role was significantly different to the picture painted during the recruitment process. Additionally only a quarter of candidates felt that their induction experience was useful. Compounding this poor experience was their lack of confidence in being able to talk to superiors about sensitive matters concerning their employment. 

This is despite that the fact that most SME’s and large employers alike have position descriptions for the roles in their organisations and that many organisations take serious care in establishing induction programs. 

Of course it is perfectly true that many of these people do not carry through with their desire to find a new role. None-the-less it is a significant barrier to good performance to have so many new employees with a chip on their shoulders, so early in their employment. 

There are a number of factors to take into account when considering this problem of employee dissatisfaction and not all of it lies with employers. For example, candidates may be victims of unrealistic expectations when taking on a new role, expecting a change of employment to solve problems that are more personal than employment-related. Plus many candidates only listen to the good points of a new role, whilst burying the not-so-good. 

It is a matter of common sense from an employer’s point of view to ensure that position descriptions and other elements that contribute to the total picture of a role are up to date and accurately reflect the true nature of the role. Similarly, recruitment personnel and employers should endeavour not to over-sell a role, lest they sow the seeds of future dissatisfaction.

Just as important is the need to keep track of employee satisfaction in the initial weeks and months of employment. For example, managers should take the time to sit down with new employees and invite them to raise issues about expectations and the like. It is a good idea to schedule these discussions at critical points, say for the example at the end of the first week, first month and then at 3 months and on as required. 

In summary, there are three essential components to the successful commencement of a new employee. 

Ensure that:
1.   The new employee has an accurate/truthful understanding of the role and the organisation they are joining.
2.   A well thought out and comprehensive induction program is implemented.
3.   That time is taken to review with the new employee their progress in the early weeks and months of their employment.