IT RECRUITERS ( US IT STAFFING )

Recruiter: This Is a Staffing Blog Dedicated to all the recruiters. A recruiter is someone engaging in recruitment which is the solicitation of individuals to fill jobs or positions within any group such as a sports team or corporation. Recruiters can be divided into 2 groups: those working internally for one organization, and those working for multiple clients in a 3rd-party broker relationship, sometimes called headhunters. Internal recruiter: An internal recruiter is member of a company or organization, and is typically works in HR (human resources), which in the past was known as the Personnel Office, or just Personnel. These individuals can be multi-functional in that they work in an HR generalist role (hiring, firing, exit interviews, employee disputes, contracts, benefits, recruiting, etc.) or they can work in a specific role focusing all their time in the area of recruiting. They can be permanent employees, or hired as contractors for this purpose. Contract recruiters ten

Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their windows. Posts can also be advertised at a job centre if they are targeting the unemployed. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individuals' off hand knowledge of software packages or their typing skills. At a more

TIPS Say who you are and what you want. Start saying… 1. Hi. My name is XXXXX. I'm an executive/technical recruiter calling from XXXX Company. Is this a good time to talk? Describe the client's requirement. Review your questions to make sure that the questions are job-related. Come up with your questions to verify the tech. caliber of the consultant with the requirement you have on your hand and make sure you clarify all the points always good to have a list of things to be done before making a call. On a paper. Listen to the voice. Lack of confidence in the tone of the voice may be a sign of lack of self-confidence. Don't mistake quantity for quality. Just because a candidate has 5 years of experience doesn't mean that they're necessarily qualified for the job you're trying to fill. Explore the depth and breadth of that experience. Don't accept everything that a candidate says at face value. For example, if the candidate says they would use progres

Reference Checking: It a process of checking the Employment History of an individual against the reference He/She has furnished. The type of checking will be as per the requirement from the Hiring manager/ HR Manager. 1. Explore methods of communicating with referees to encourage open and frank discussion. 2. Utilise Competency Based / Behavioural Description questioning to gain deeper insight into competencies and avoid personal bias. 3. Turning the reference check into a marketing opportunity. 4. Consider a structured, systematic short-listing method. Presenting to the Client: 1. Develop the ability to confidently present the short-list to the client, including coaching the client on interview etiquette, where necessary. 2. Investigate how to prepare the candidate for success in the client interview, including constructive counselling on areas for improvement. 3. Follow a guide for post-interview debriefs with candidate and client to uncover and address issues, and manage t

1. Identify options for sourcing/locating candidates - search etc. 2. Expand existing thinking about options for 'where' to advertise. 3. Learn the techniques of writing job advertisements to attract the 'right' applicants, and inspire them to apply. 4. Consider what motivates candidates, and present your message in terms of benefits to excite the reader. 5. Understand the power of particular words, bringing the ad to life.

When screening and evaluating resumes, recruiter must consider the following information: · Previous job responsibilities and past related work experience that may suggest future performance. · Special skills and qualifications. · Dates of employment. Staff will look for unaccounted gaps of time or conflicting dates, which may suggest instability or unsuccessful work experiences · Salary information. · Verifiable facts. Positions held, responsibilities, dates of employment, salary, etc. After the close date of the recruitment, the Job Expert for the hiring department and Human Resources will screen the application forms or resumes for minimum education and qualification requirements. A recruitment date may be extended if there are no qualified candidates. Recruitments can also be open until the position is filled; in this situation, applicants are reviewed and interviewed on a regular basis until an eligible candidate can be selected and appointed to the available position.

Don't Ask-- Only with the individual's consent: --School, college records Yes: --Social Security number --Performance at prior workplace --Credit report (but with notice to the applicant in California, Minnesota, Rhode Island, Vermont). (Under federal regulations, credit inquiries that tend to have a disparate impact on minority applicants, disabled persons or women may be closely scrutinized.) Generally Yes: --Smoke at home (The question could lead to a lawsuit; 31 states ban policies prohibiting off-duty smoking.) --Political affiliation (Some states ban discrimination on this basis and political affiliation may not be used for discriminatory purposes in federal-government employment.) Yes: --Ability to perform certain functions **The Americans with Disabilities Act governs these inquiries. Only after a job offer and only if all are treated the same: --Medical examination --Medical conditions --Urine test for drug use (13 states have further restrict

1. Say who you are and what you want. Hi. My name is Tom Jerry. I'm an executive recruiter. And I’m hoping you can help me with a recommendation. Is this a good time to talk? [Recommendation: nice ambiguous word.] 2. Describe the client's requirement. The person will want to help you solve it. Our client is a large national firm in USA. They're trying to build the best darn audit department in the Jersey City. And it's quite large already but they need two more audit managers, one operational and one financial. 3. Describe the hoped-for outcome.

The greater your ability to tell the client’s story in an engaging manner, the more you’ll increase your chance to “hook” the candidate--which is the first step in creating a dialogue, building a relationship and earning the right to ask for referrals. Storyboarding is easy, if you follow these four simple steps: 1. Set up your presentation. Explain who you are, why you’re calling, and what you hope to accomplish. 2. Describe the dilemma. By its nature, a job opening creates a degree of tension that demands resolution. The more you engage the candidate in your client’s employment puzzle, the more the person will want to help you solve it. 3. Suggest a happy ending. Ride into the sunset with the candidate by describing the hoped-for outcome that would solve the puzzle and benefit the client. 4. Ask for the candidate’s help. This is the proverbial call to action, in which you hope your efforts will be rewarded—in the form of a direct referral, a suggestion of where to look, or a dec

A good message will get you a return call. And here's how you leave a good message: 1. Write a script 2. Identify your hook. The things that you think will pull her in.3. Speak clearly 4. Use your tone of voice to help you express ideas. Pretend you are reading a story to children and vary your speed and intensity to stress your key points. 5. Listen to your message. It sounds bad, do it again. I would add that: 6. You should speak slower than usual when you leave your name and phone number. 7. If you are leaving a series of messages about the same position, first, call your own voicemail and leave your message ten to twenty times. It takes some experimenting with a written script to get it right and you're better off not doing that on live calls. (Although, I must admit that I often practice on someone else's voice mail after being unsatisfied with my first message). I find, however, that the number of call-backs you get depends more on the market you are calling

Phone Screening: 1. Learn questioning techniques to minimise the time spent screening calls to eliminate unsuitable candidates, and identify and attract marketable ones. 2. Develop approaches for dealing effectively and diplomatically with unsuitable applicants. 3. Effectively prepare quality candidates for their interview with you, helping ensure their attendance. Interviewing Techniques: 1. Understand that the interview aims to balance efficient information exchange and effective relationship building. 2. Consider the importance of sound preparation for the interview, and what you can to do to maximise your professional credibility with the candidate. 3. Explore the utilisation of skill and psychometric testing, and understand the types of testing appropriate to specific candidates and situations. 4. Become aware of the importance of creating a positive first impression, and how to achieve this though the verbal, vocal and visual aspects of communication. 5. Follow a useful

For a general understanding of the Project SDLC and we would also like to add that there can be changes to the user or roles and responsibility of the different participants mentioned in the SDLC. Most of the times recruiters are confused as to what is SDLC and wonder about the different roles and responsibilities carried out by the participants mentioned below. Explanation provided below will actually help you understand different user with in the different phases of SDLC and where they come into picture to actually be in a better position to question a consultant against the requirement on hand. It is important to understand the needs, goals, and challenges of the project .The Customer objectives can be defined by the business requirements which are used to determine the scope of the system. When start by defining the business requirements, it is important that the team look at all type

You make a proposition. The other guy rejects it. If you press him to change his mind, he'll have to admit an error. And that's hard to do. So, here's an alternative. Add a bit of new info every time you try to change his mind. This changes the issue so that he doesn't have to contradict himself to agree. You might deliberately hold back negotiating points to use for this purpose.

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Description of SAS SAS is driven by SAS programs that define a sequence of operations to be performed on data stored as tables . Although non-programmer graphical user interfaces to SAS exist (such as the SAS Enterprise Guide), most of the time these GUIs are just a front-end to automate or facilitate generation of SAS programs. SAS components expose their functionalities via application programming interfaces , in the form of statements and procedures . A SAS program is composed of three major parts, the DATA step, procedure steps (effectively, everything that is not enclosed in a DATA step), and a macro language. SAS Library Engines and Remote Library Services allow access to data stored in external data structures and on remote computer platforms. ------------------------------------------------- SAS consists of a number of components, which organizations separately license and install as required. SAS Add-In for Microsoft Office A component of the SAS Enterprise Busines