Articles / Media

After the Interview, How to Earn an Offer      
     Nonverbal Communications, Escape the Pitfalls      
          5 Secrets to Working With a Recruiter      
               Why Employers Use Executive Recruiters      
                    3 Lessons I Learned from Executive Recruiters      
                         Working with a Recruiter in a Buyer's Market      
                              Why Should a Company Use a Recruiter?      

After the Interview, How to Earn an Offer

By Hal Lancaster

You’ve just finished your first interview for that dream job you’ve been stalking, and you’re confident you did well. But now comes the tough part: closing the deal.

In these parlous economic times, companies are increasingly cautious in making hiring decisions on top managerial positions, knowing full well how expensive hiring mistakes at that level can be. They’re running top candidates through a gauntlet of interviews and deliberating for weeks, even months, before pulling the trigger on a critical hire. "We’re hearing of people having six or seven interviews," says Ron Krannich, a career-management consultant in Manassas Park, Va., and author of "No One Will Hire Me" (Impact Publications, 2002). "It’s hard to be perky after the first interview."

So what can you do to enhance your chances during this long and frustrating period? And, just as important, what actions should you avoid?

The first rule, says a recently hired marketing executive for a new-media company in Washington, D.C., who requested anonymity, is to be patient. "Companies are being asked to do more with less, and the hiring process isn’t necessarily top of mind at all times," he says. "No news is not bad news."

Here are some other tips:

  • Conduct a thorough interview postmortem and ready yourself for the next round.

  • "Once you’ve left the interview room, write it up," says Mr. Krannich. "How do you sense things went, what things should you re-emphasize and get back to the employer on."

When Gary Rubin interviewed earlier this year for the job of vice president of university advancement at Towson University, Towson, Md., he was grilled by the university search committee, the university president, various deans and representatives of the alumni association. After a session -- never during -- Mr. Rubin would jot down key points from the interview, concerns raised that needed to be answered, issues he must follow up on and any impressions he was getting, not only from the interview, but from the surroundings. "Try to pick up on all those clues that tell you about the environment," he says. What’s on the walls of the offices, what periodicals are in reception rooms, how are offices laid out? Listen to how colleagues talk to one another.

He would also note any intelligence he had gotten from the interviewers about subsequent interviewers. Information about work and accomplishments can be used as icebreakers in casual conversation. "If you’re smart, you use that information," he says. "It helps create rapport."

In one instance, he learned of a mutual acquaintance he had with one interviewer. He mentioned it in passing and told the man to feel free to talk to the acquaintance about him, thus creating an instant reference.

As he passed from interview to interview, Mr. Rubin made note of frequently asked questions. Most prominent, he determined, were inquiries about why he was seeking to transfer from the nonprofit world -- he had been executive director of a large Jewish community organization -- to academia. Thus, he said, he could use the time between interviews to frame fuller responses.

In the compressed, day-and-a-half schedule of interviews at Towson, Mr. Rubin had only hours to do his postmortem. More often, the interviews are spread out, giving you more time to prepare. During that time, you should be thinking about the issues that seemed most important to the hiring team, says Kate Wendleton, president of The Five O’Clock Club, a job-search networking group based in New York. What business issues were they most concerned about? "Do some probing," she says. "Meet with other people in the field, so you can come back and say, I’ve been thinking about these things."

Likewise, what key issues have you learned about that weren’t raised in the meeting? "Act like a consultant," she says. "You’re rolling up your sleeves and doing some work instead of just saying, ’trust me, I can do this job.’"

Learn the lost art of letter writing.

Career advisers strongly recommend writing detailed follow-up letters after an interview. "It’s something a lot of job seekers don’t do, even though we keep telling them," Mr. Krannich says. "Or they do a canned thank-you letter."

And these letters should go to everyone at the company you’ve come in contact with, not just the hiring manager, says Ms. Wendleton. "You’re trying to build a critical mass of advocates, all of whom want you." Moreover, she adds, "you really don’t know who will be the most important influencer; it may be a secretary who’s a trusted adviser to the boss."

These personalized letters serve as a thank-you for the interview, a summation of the meeting and a way to address any critical issues that emerged from it, Ms. Wendleton advises. The structure of the follow-up letter is critical. In it, you should list the key issues raised during the interview and rank them in the order of their importance to the hiring team. Then, write a paragraph summarizing the issue and, if it’s a business problem, how you would handle it. This is also a good time to introduce new ideas you’ve formulated since the meeting, or remind the hiring team of the suggestions you made during the session.

The letter may end up being a page or two long, Ms. Wendleton says, but it will be meaty and solidify your image as a deep thinker and problem solver. "Instead of just saying, ’I don’t know anything about the rug industry (or whatever), but trust me, I’ll learn,’ you’ll be able to say, ’I have done extensive research on the rug industry and am familiar with the major players and issues,’" Ms. Wendleton says.

The marketing executive blanketed company decision makers with thank-you notes, expressing gratitude for the interview and enthusiasm for the job and the company. He also recapped what he had heard during the interview about how the company’s business worked -- "to show I was a good listener," he says -- and reminded the interviewer of some of the ideas he had presented. He also reviewed his qualifications for the job. "I said that I heard what he said about needing experience on the shop floor, and that my years of being a shop manager, I think, would serve the company well," he recalls. "I stressed the points where I felt the match was strong."

To keep his name fresh in people’s minds, and to show his enthusiasm for the company’s mission, the marketing executive periodically sent key decision makers at the company articles or Web site addresses where he found information relevant to issues raised during the interview. Relevant is the key word. Don’t overdo it, and don’t send everything you see. "If it’s irrelevant, it’s a negative," he says. The idea, he says, is to "act as if you’re a member of the team before you’ve been asked to be part of the team."

Mr. Rubin chose to keep the notes he penned for every person he met during the interview process relatively brief, expressing his thanks, his enthusiasm for the job and his promise to provide follow-up information requested by a certain time. This, he says, gives him an additional reason to make contact.

Don’t be a pest.

At the end of your first interview, Mr. Rubin says, you should ask what the time frame is for making a decision. "So if the person says three weeks, and it’s past three weeks, you have a legitimate reason to make another inquiry."

During that call, you can ask how things are proceeding and when a decision might be expected. After that, be patient and wait for a company response. "The worst thing you can do is to seem overly desperate or harass the interviewer," he says.

Mine your contacts.

If you have contacts at the company, you can ask them how the process is going. What are they hearing about, who is in contention, or about any concerns the company might have about you that you could address.

Ms. Wendleton tells of a job candidate she worked with who learned, through a company contact, that a hiring decision was being held up by one manager who had previously worked with her and found her intimidating. So she sent that person a letter, saying that she wanted to let her know how much she respected her and that her presence at the company was one of the primary reasons she wanted to work there. "That went a long way in helping her get the job," Ms. Wendleton says.

Keep looking.

When you’re in that period, the Washington, D.C., marketing executive says, you should continue to pursue other job opportunities. "Obviously, you don’t want to put all your eggs in that one basket. And you don’t want to spend your time obsessing about that job," he says. "Don’t worry about the one you think you might like," he says. "Treat it as a nonevent and keep working."

You should be able to say to that employer that you’re talking with other firms, but that his is tops for you. "It makes you more marketable," Ms. Wendleton says. "If you’ve got nothing else going, it lessens your chance of getting the job."


Nonverbal Communications, Escape the Pitfalls

By Carole Martin

It begins even before you say your first word in an interview. By the time the interviewer walks toward you, an opinion is already being formed. There you sit waiting to spew out your answers to questions you’ve prepared for, while you are already being judged by your appearance, posture, smile or nervous look.

A study done at UCLA a few years ago revealed that the impact of a performance was based on 7 percent of the words used, 38 percent on voice quality and 55 percent on nonverbal communication.

Look back at speakers or teachers you’ve listened to. Which ones stand out as memorable? The ones who were more animated and entertaining or the ones who just gave out information? This is not to say you have to entertain the interviewer (no jokes, please), but it does mean the conversation should be more interactive. If you say you are excited about the prospect of working for this company but don’t show any enthusiasm, your message will probably fall flat. So smile, gesture once in a while, show some energy and make the experience more pleasurable for both sides.

Nonverbal Pitfalls to Watch For:

The handshake: It’s your first encounter with the interviewer. He holds out his or her hand and receives a limp, damp hand in return -- not a very good beginning. Your handshake should be firm -- not bone-crushing -- and your hand should be dry and warm. Try running cold water on your hands when you first arrive at the interview site. Run warm water if your hands tend to be cold. The insides of your wrists are especially sensitive to temperature control.

Your posture: Stand and sit erect. We’re not talking "ramrod" posture, but show some energy and enthusiasm. A slouching posture looks tired and uncaring. Check yourself out in a mirror or on videotape.

Eye contact: Look the interviewer in the eye. You don’t want to stare, as this shows aggression. Occasionally, and nonchalantly, glance at the interviewer’s hand as he is speaking. By constantly looking around the room while you are talking, you convey a lack of confidence or discomfort with what is being discussed.

Your hands: Gesturing or talking with your hands is very natural. Getting carried away with hand gestures can be distracting. Also, avoid touching your mouth while talking. Watch yourself in a mirror while talking on the phone. Chances are you are probably using some of the same gestures in an interview. Don’t fidget: There is nothing worse than someone playing with his or her hair, clicking a pen top, tapping a foot or unconsciously touching parts of the body. Preparing what you have to say is important, but practicing how you will say it is imperative. The nonverbal message can speak louder than the verbal message you are sending.


5 Secrets to Working With a Recruiter

Robert Half International Inc.

As any professional who has ever been out of work knows, finding a job is no small feat. Locating positions of interest and convincing employers you are the one to hire appears simple. In reality, it can be unnerving and frustrating, particularly if the search has been a lengthy one. Enlisting the assistance of a specialized recruiter can ease some of the pressure and help you target your efforts to only the most promising opportunities.

1. Sometimes it is about who you know
Professional recruiters have deep networks of business contacts within a wide range of companies and industries. While you are diligently scouring newspaper and Internet ads, they can uncover leads and vacancies that have not been advertised or even announced, thus giving you an advantage over job seekers who rely solely on information that is posted in the public domain. Recruiters also can serve as career advisers.

For example, in Louisville, Ky., a recruiter with Robert Half International recently partnered with an information technology professional who, despite years of relevant industry experience, had been unable to generate any employment interviews of note. The recruiter helped the individual rewrite his resume to better highlight the candidate’s experience with servers and the .NET platform, leading to immediate interest from employers. In addition to working with you to refine your application materials, a skilled recruiting professional can offer guidance on everything from answering tough interview questions to negotiating the best compensation package to how to dress for your first day of work. They also can help you navigate career crossroads and explore new fields.

2. Not all recruiters are created equal
When selecting a recruiter, it’s important that the individual is an expert in his or her field. For example, if you are hoping to find work as an accountant, someone who has experience in the accounting and finance field will be better able to understand your needs and the expectations of potential employers. Ask friends and colleagues for referrals. Also consider contacting a few recruiting professionals in your area to gauge the level of rapport you have with each. Above all, you must be comfortable with the person with whom you have partnered and confident that he or she has your best interests at heart. In addition, remember that you should receive a recruiter’s assistance free of charge. These individuals are paid a fee by companies to locate qualified candidates, so view with suspicion any recruiter who asks you to pay for job-search services.

3. The more information, the better
When meeting with a recruiter for the first time, be open and honest about your background, experience and career aspirations. He or she needs to know as much about your professional life as possible to find the right position for you. Are you looking for a tax accountant role in a corporate or public setting? What are your salary requirements? Do you prefer working for a large or small firm? Are you willing to travel? The information you provide may prompt the recruiting professional to suggest promising positions or career paths that you had not previously considered. You also should disclose to your recruiter any aspects of your work history that may generate concern from prospective employers, such as a long period of unemployment or termination. The more upfront you are, the easier it will be for a recruiter to assist you.

4. Follow up, follow up, follow up
After each employment interview your recruiter arranges, call to let him or her know how the meeting went. Your feedback can provide information that can be leveraged in follow-up communication with the employer. This could pave the way to a second or final interview. By following up, you also may receive valuable insight into your interview skills and learn about any concerns expressed by the hiring manager. Throughout the relationship, be forthright in communicating any changes in your career needs or availability. If you’re interviewing for other jobs that you’ve set up on your own, let your recruiting manager know. He or she may have contacts at the company and be able to help you secure the position.

5. Patience
Although using the services of a skilled recruiter can significantly improve your odds of locating employment, even the most successful recruiting professionals need time to find the perfect position for the job seekers they represent. So, don’t get discouraged. Recruiters continually mine their sources for job leads and may suddenly discover an opportunity that is right for you. If you’d like a status update, don’t be afraid to call your recruiter with questions. Checking in with him or her on a regular basis ensures both of you remain focused on the best opportunities for you. A skilled recruiting professional can help you find the right job faster and open doors to new opportunities. By researching firms and maintaining communication, you’ll be in the best position to locate and secure your next position.


Why Employers Use Executive Recruiters
One employer explains why he retains recruiters to find job candidates.

By Elizabeth Bennett

"Recruiters are the first line of attack – almost a gatekeeper," said Arthur Mandell, who has worked with executive recruiters to fill hundreds of positions during his 25-plus years in the commercial lending and equipment-leasing industry.

Mandell said he tends to play a very active role in the recruiting process. He also leans on recruiters when evaluating job candidates. "I would ask them to find out more about certain points [in their job history], how they would benefit the business, or about things in their background I don’t understand," explained Mandell, whose most recent post was as executive vice president and managing director of Equilease, a privately held equipment leasing and financing company.

Like many employers, Mandell’s main concern when hiring is that the candidate be able to execute ideas and bring results. To that end, he has frequently called on his recruiting partners to plumb the depths of a candidate’s work history. "I would say, Do you know this guy? Were they successful or not at their last position? You try to get as much information as you can."

Having also spent time as a job seeker, Mandell is sympathetic to candidates who resent recruiters who seem unwilling to espouse their application when their background isn’t an obvious fit. "Most recruiters are advocates for employers, so if an employer has said they want someone with 15 years of experience and someone comes along with the right experience over a different number of years, they’re not necessarily going to fight that battle." And these days, he observed, with so many people in the applicant pool, companies are in the position to be even more choosy than in the past.

Mandell is currently working with recruiters on his own employment search, and his years of experience on the other end of the process have provided some useful insights. "Job seekers can blame recruiters for not being able to communicate the position requirements, but the burden is with the employer’s senior hiring manager and the degree to which he has shared his vision with the recruiter," Mandell told TheLadders. "Sometimes the recruiter is just the messenger."


3 Lessons I Learned from Executive Recruiters
The reality behind how they work and what they do.

By John O’Connor

I suppose you may remember one particular scene from the 1946 debut of "It’s a Wonderful Life." Cast me as George Bailey, and cast Mr. Potter as the executive recruiter. This is how I felt when I met with executive recruiters early in my career.

(Potter’s – office daytime) CLOSE SHOT: Potter is lighting a big cigar which he has just given George. The goon is beside Potter’s chair, as usual.

GEORGE: Thank you, sir. Quite a cigar, Mr. Potter.

POTTER: You like it? I’ll send you a box.

GEORGE:(nervously)Well, I... I suppose I’ll find out sooner or later, but just what exactly did you want to see me about?

POTTER:(laughs) George, now that’s just what I like so much about you.(pleasantly and smoothly) George, I’m an old man, and most people hate me. But I don’t like them either, so that makes it all even. You know just as well as I do that I run practically everything in this town but the Bailey Building and Loan. You know, also, that for a number of years I’ve been trying to get control of it... or kill it. But I haven’t been able to do it. You have been stopping me. In fact, you have beaten me, George, and as anyone in this county can tell you, that takes some doing. Take during the Depression, for instance. You and I were the only ones that kept our heads. You saved the Building and Loan, and I saved all the rest.

The lesson of the story? In a tough economy, keep your head, and keep your senses about you. Go back to the basics of how to work with executive recruiters. Executive recruiters are good coaches – not careless and callous like Mr. Potter – but they taught me tough lessons.
In my early days I would sit in front of executive recruiters, in their really small chairs, and advocate for my clients. When they would pull out the stacks of resumes and show me that not one person made their business, it made me very uncomfortable. Most job seekers feel powerless when dealing with executive recruiters. Perhaps several of my early worklife lessons will help you understand the reality behind how they work and what they do.

Know your terms.If you’re working with a recruiter, you need to know if they are in-house or third-party. Are you familiar with the terms "recruiter," "executive recruiter" and the slang term, "headhunter"?

Recruiter is a general term that can refer to either an in-house recruiter or a third-party retained or contingency recruiter (headhunter). Executive recruiters are often on staff and in house at the company you want to work for next. Then there are cases where an executive recruiter may not be in house, but has a contingency relationship with that company to provide qualified candidates for potential hiring. You may also be working with retained recruiters. Retained recruiters generally get paid their fee regardless of whether or not the company makes the hire. Contingency recruiters, however, are paid based upon performance.

Retained recruiters often have been partially compensated and have already been paid to do part of the search. These retained searches have been given to the retained firm so that the recruiter can have an exclusive, with no competition from other recruiting firms. Retained searches allow third-party recruiters to "retain" exclusive rights to find the right person.

Build your relationship before you need it. George Bailey ended up in Mr. Potter’s office at his hour of desperation. Hopefully, you don’t send unsolicited resumes or, worse, show up in an executive recruiter’s office in your greatest time of need - when you need a job. In my early experience I would send unsolicited resumes, and quickly learned a key lesson. Recruiters "place people" they don’t "find jobs."

A recruiter may dispense job search advice, but most of his or her time is spent finding the right fit for the client, the employer. Approaching an executive recruiter with the right expectations is a major factor in how successful your relationship will be. It’s wisest to step back and take the long-term view of your relationship with a recruiter.

You should make your first contact with a recruiter long before you are in desperate need of a new job. Think of it as a networking relationship in which you have a relaxed give-and-take rapport and information sharing. A good recruiter will always be interested in good leads and information. Depending on how comfortable they are with you, they may even be able to give you advice on ways to improve your chances for job placement in the future – such as what specific accomplishments in your current job will make you more attractive to potential employers.

In turn, you should be helpful to the recruiter by providing good job prospects for them. This doesn’t mean just throwing names at them, but offering up substantial information that will be helpful. Remember that the executive recruiter is essentially working for the client company – and they’re often working on multiple placements at any given time. If you’re not on their radar screen when the job you’d be qualified for comes up, then you’ll have missed your chance. The best way to stay on their radar screen is to offer assistance without expecting anything in return.

Don’t be a wandering generality. I remember telling an executive recruiter how great one of my clients was and how they could help his firm drive revenue and reduce costs. He let me rattle on for about 10 minutes before he cut in, "John I don’t recruit for medical sales positions. I recruit for physicians who want to go from private practice or related work to the CROs (Contract Research Organizations)." I only thought that his firm worked with sales people.

He went on to explain, "I don’t get paid until I find an exact match for one of these positions and I don’t work with, talk to or do much of anything else as it relates to recruiting." This lesson taught me that some recruiters must specialize in very restricted niches. When working with highly focused recruiters, it’s important to quickly identify what they’re looking for and convey specific achievements. Key questions to ask specialized recruiters are:

  • Do you or any of the recruiters at your firm specialize in placing people like me and my specific background?

  • Who at your firm knows if I would be a good candidate to be placed?

  • How can I study your most recent opportunities so that I know I am a good candidate for your firm to place?

Prepare resumes professionally and carefully, and go into any interview, including interviews with third-party recruiters, with intelligent, cogent questions.

Don’t be intimidated by executive recruiters. They don’t run the town and are not the only hiring authorities. They can, however, be an important part of your search process. Get help in identifying them, how they work, and how they can help you. Make sure you speak to them and find out their niche, and how you can help them. While they ultimately work for the client company, they also have a vested interest in helping you.

Working with a Recruiter in a Buyer’s Market

By Darrell Gurney

My book about how to best work with recruiters, Headhunters Revealed!, was actually written in the heights of a candidate-driven market (1999-2000), but only hit the shelves of Barnes & Noble at the beginning of a client (employer) driven market (2001). We’ve now made the cycle once again.

It’s nothing new. There are both hotter and slower times for employment. Like all cycles in life, this too shall pass. However, knowing how to best interact with recruiters in these more modest times can make the difference in you getting the support you need from that front door avenue of job search.

Usually people focus 80 percent of their efforts on front door methods (applying for open positions, recruiters, online postings) and only 20 percent of their time on back door avenues (unadvertised job market, non-traditional networking, personal branding campaign). I’m a HUGE proponent and teacher of more back door methods, which are applicable in all economic times and keep you out of the crowds. I recommend that people switch the percentages to 80 percent of their time on back door methods and only 20 percent on front door. But nonetheless, having that 20 percent front door working for you while you fish your own ponds is a smart move.

Here are 5 points to keep in mind to make the most out of recruiter relationships in a tighter employment market:

1. Practice humility.

In hot times, you can generally throw your weight around a bit more with recruiters because, if you’re really good at what you do, they will want to place you. However, employment market today is not hot. So, you want to be on your humble best behavior in working with recruiters. If you get a call on something, be glad rather than perturbed because it wasn’t a perfect fit. Establish a mutually beneficial relationship with the recruiter (e.g., who can you refer who might be right for that job?) so that you remain on that recruiter’s radar for other opportunities. Realize that getting a call from a recruiter in a slower market is a Godsend because many in the headhunting profession have already left the business.

2. Know your partner.

A large percentage of recruiters leave headhunting in down markets because there’s simply less jobs to fill. So know that you will be dealing with one of two types of recruiters today: skilled veterans or newbies. Here’s why: Veterans have ridden these down cycles before and generally have a strong enough client list to get them through. Newbies become headhunters now because there are a lot of empty desks at the recruiting firms (wasted overhead) the office managers recruit to fill those seats. What does this matter to you? Honestly, a newbie can support you just as well –and hey, they have to start somewhere, right? It just pays to check a bit and create an upfront relationship with the person who’ll be handling your case –again, if you’re blessed enough to get a call.

3. Submit and verify.

Don’t wait for the call. Though recruiters will often seek and find the best in an industry for their hottest requirements, know that there are a lot of good people already in their database in times like these. So proactively put your materials in their hands, or hard-drives. Email your resume, in both Word and text form, and then call or email a day or so later to verify receipt.

4. Wait.

One of the biggest issues people have with recruiters is that they don’t call back. This was exactly why I wrote my book, Headhunters Revealed!: to teach people how the game of recruiting works so that you don’t have unrealistic expectations. A recruiter is not a counselor or career guide. He or she is a salesperson, first and foremost in search of organizations who want to buy something (the client) and secondly in search of the right product to offer them (the candidate). Regardless of economic times, a recruiter WILL get in touch with you when they have a legitimate reason to do so –like your potential fit for a position. Don’t expect them to call until then. Sure, check in every few weeks to remind them of you but, if you’re smart, you aren’t putting all your hopes in being given a fish. Ideally, you’re learning how to fish better yourself through back door methods.

5. Pick three.

Recruiters can be a great source of surprise, out-of-the-blue opportunities that you may not have uncovered through your own back door means, so set yourself up with a few...but not too many. If you go too broad, getting your resume in the hands of everyone on the planet, you’ll look a bit like chopped liver when you are submitted by all to the same employer. Plus, that employer won’t want to get into a dog fight about who really represents you, so they may just exclude you from consideration.

In short, the time you spend actively locating and engaging a few talented recruiters on your behalf can pay off in big, unexpected dividends. But seek to know how they work and what their particular constraints are in these tighter employment times. Plant those seeds, water them every few weeks, and get on to controlling bigger gardens of your own design through effective back door techniques.

Why Should a Company Use a Recruiter?

By Melvin Richardson

A company or organization can use a recruiter for a number of reasons. Recruiters help organizations pre-screen employees in certain situations. They are able to pinpoint expectations as well as the goals and experience of a prospective candidate. Recruiters have the ability to weed out candidates that don’t meet the employer’s guidelines and expectations. Recruiters make sure they can match qualified employees with the correct position or job opening.

A recruiter is more skilled and organized when it comes to searching for a job candidate. They are experts and have more resources available than an employer will have. They perform this function on a full-time basis, which provides them with multiple contacts and databases of prospective clients. If a client does not meet the qualifications of a job, a recruiter may contact them later on for another possible job.

You can potentially have two types of recruiters. One recruiter is an employee and works within the company or organization and receives a salary just like all employees. Another recruiter can work for an independent company and receive a fee from a client based on a percentage of the salary and the positions filled. Some independent recruiters have specializations and will work only in the technical fields, retail industries or another area of expertise. Organizations will often contact them if they need a candidate from a specific discipline.

Independent recruiters will have candidates fill out applications and then interview them to see what their goals and objectives are. They will go over a candidate’s work history to see if it is consistent with the job position. Some candidates lack the experience and educational skills necessary for a particular job, or their previous experience is not strong enough to handle the client’s particular job.

Recruiters can rule out those candidates that are requesting a salary higher than what a company is willing to pay. If there is a dispute with the salary, there is no sense in referring the candidate on to the client. Most companies have a specific salary range they are willing to present or offer a candidate based on their specific skills and capabilities. Once in a while an employer will make an offer to an exceptional candidate who is outside the salary range.

Search Techniques
A recruiter has to check a number of avenues to make sure they can recruit talented individuals to work for a particular organization. Recruiters will periodically call other employers to see if the employees working there may know of someone looking for a job or opportunity. They will sometimes place advertisements in the local newspaper, which enables them to receive responses from a number of candidates. Every candidate responding will not meet the expectations and qualifications of the client. Recruiting becomes a numbers game.