Recruitment consultants might be more vital than you realise, says Robyn Webb
KEY POINTS:
In these times of reduced budgets and curtailing expenditure, business costs being evaluated include that of recruitment fees to external consultants.
While one response might be a directive to cease the engagement of consultants, this is not necessarily the best long-term strategy, as there are many situations where an effective partnership with a professional consultant adds value to the business.
A valid question for consideration is whether the contribution of the consultant is recognised as an investment, directly benefiting the business, or a cost, with little perceived value.
With key performance indicators, performance targets and measurements in place for most employees, how do you assess the value of the external consultant?
Relevant measurements could include the following questions.
Does your consultant demonstrate a thorough understanding of your company culture and the relevant aspects of your business?
An effective consultant/client relationship should be founded in open communication.
To deliver the best service to both employer and candidate, the consultant needs to understand the company culture, the opportunities and challenges within the business, the objectives of the specific role and where the role sits in the organisation. Today's candidates look for more than "just a job". At interview, they seek detailed information, rather than merely a breakdown of tasks.
An effective consultant will need more than an emailed job specification.
Is this reflected in their representation of your brand within the employment market?
Any business which has invested in the Careers Expo and similar initiatives recognises recruitment as a marketing exercise - an opportunity to promote the business to potential employees and to a wider audience through the job market.
Your recruitment consultant must share your commitment to optimising this opportunity, through all online or print advertising and during every candidate interaction.
The consultant you have engaged is your representative in the market - consider the potential negative impact of disappointing candidate experiences.
Are you kept updated as to progress and challenges?
If you have to contact your consultant for a progress update, then there is room for better service.
Are you provided with comprehensive information about the candidates before your interview?
Although many potential employers are satisfied with just the candidate's CV before the interview, your expectation should be more. Get a report highlighting the areas where each candidate meets your requirements, their motivators, specific strengths they offer the business and, where relevant, test results. The report can highlight specific areas for discussion during the meeting. The document, with the CV, also provides a basis for post-interview discussion with your consultant.
Are referred candidates well-briefed and excited by your opportunity before your meeting?
The difference between a well-briefed candidate and one who has been given an overview of tasks will be apparent when you meet them. Your time should only be invested with suitably qualified, motivated and serious contenders.
Have relevant, thorough reference checks been completed by your consultant before the referral?
There are many reasons why the responsibility for checking references should lie with your consultant before the referral It will help during your interview. Also consider the potential impact of negative information coming to light only late in the process.
Is your consultant available when you need to talk, and are they adaptable to changing assignment parameters?
Things change, often with little or no warning. An effective consultant will be responsive to changed circumstances, alert to opportunities and quick to offer creative, practical alternatives.
Do you value the open and honest communication and feedback you share with your consultant?
Having an external resource whose recommendations you value and with whom you can bounce ideas is a key benefit of an effective client/consultant relationship.
Are you satisfied that you are getting value for your consultancy investment?
This is the biggie. Whatever the agreed fee structure, these performance expectations should help evaluate the return on your consultancy investment.
Robyn Webb has recently joined Pohlen Kean Ltd, delivering career transition and development consultancy services.
