Cole Sperry’s Post

What are the big billers doing, that you aren't? 📢 Telling yourself you must match your competitor’s fees, when in fact this is not always the case. What is your value? Have you thought about your value compared to your competition? I have 20 years’ experience, I certainly don’t offer the same fees as someone with 3 years’ experience. What do you do? 📢 Not consulting back to the hiring managers. If you don’t agree with them, challenge them. You are the expert, so be the expert. 📢 The brief given won’t always be the solution to the problem your client has. You know it, but you don’t challenge it……why? Don’t assume your client has the same level of knowledge as you, challenge the brief if needed. 📢 Lots of touch points (including the ones where you use your voice) throughout the process. 📢 Those recruiters that do most of their work verbally, generally always fall into the category of great….. The big billers are not behaving like transactional recruiters. That is the difference. Andrea - 0408560393. #rectorec #rec2rec

Just spoke with an 800K Biller Here's a simple trick to increase responses  when sending spec CVs: 1. Make sure the candidates are specific and relevant. - The more value your candidate can add to their business and their specific problems, the more valuable you look as a recruiter. 2. Use software to track who opens the email and where they click. - An indicator like this shows some intent. It's also a great reference point for stage 3. 3. Pick up the phone and follow up. - People who have opened the email are warmer calls because: They've shown interest. They remember you. They've received value.

📌 Update your resume Metrics speak volumes. Quantify your impact and showcase your expertise. You need to make sure you stand out from the hundreds of other applications. Why should an employer hire you? Make it clear to them on paper. For example: 🎯 Call Center Customer Service: What’s your average call quality score? How many calls do you handle annually? Don’t forget to include what type of calls you handle: Are you managing white-glove concierge services, healthcare queries, or supporting banking/financial customers? Explain the clientele you support. 🎯 Recruitment/TA: What’s your average time-to-fill? How many roles do you personally handle each year? What’s your average offer acceptance rate? Don’t forget to specify if you hire for specialized roles or high-volume positions, and which industry you recruit for. 🎯 Sales: What’s your average percentage of new business sign-ons? How many clients are in your portfolio? What’s your annual revenue contribution? Don’t forget to include what industry you sell for and whether your clientele is B2B, B2C, or C2C. 🎯 Retail Stores: What is your total inventory value? What’s your average shrink rate? Are you consistently beating sales targets? How many team members do you lead/manage? How many customers do you support annually (estimate)? Don’t forget to include what your store(s) sell. 🎯 Medical Roles (Paramedics/EMTs): How many emergency calls do you respond to annually? What’s your average response time? Don’t forget to highlight any specialized certifications or trauma care experience, and any medical equipment you’re proficient in using. 🎯 Accounts Receivable/Payable: What’s the average size of the accounts you manage? How much have you reduced outstanding receivables or improved payment cycles? Have you automated any processes to increase efficiency? Don’t forget to mention how many invoices you process monthly and any improvements in cash flow or DSO (days sales outstanding). 🎯 Financial Analyst: What’s the value of the portfolios you manage? How much cost savings or revenue growth have you identified through your analysis? How many financial reports or forecasts do you create per quarter? Don’t forget to include the industries or departments you support, and any key business decisions driven by your insights. 🎯 Billing SMEs: How many invoices do you manage annually? What’s your accuracy rate or error reduction percentage? Have you streamlined any billing processes or increased revenue capture? Don’t forget to highlight your role in resolving billing discrepancies or implementing new systems to optimize billing cycles. Make sure your resume stands out by showcasing what you’ve achieved and the measurable value you bring.

*** Don’t let clients crush your fees *** It’s a fact of recruiting life that clients will push you to negotiate your fees. Right now, with a rocky market, that is happening more than ever. Sadly, many recruiters are struggling to hit targets and are quick to drop fee percentages to secure briefs. I learned a lot over 45 years negotiating fees with clients in good times and bad (Yes, 45 years. Stop that sniggering at the back! ) There are several tactics or mantras I learned, and over time, that saved me uncountable dollars – but also a lot of stress and self-esteem degradation. It all starts with your belief in your value. You must firmly believe that you do good work and provide excellent value. That is the platform from which a successful negotiation will start. Not arrogant, but with genuine pride in what you do. It is fantastic to start that conversation with complete trust in what you are selling. It’s based on ‘Recruiter Equity.’ Strangely enough, the next step for successful fee negotiations is to move the conversation off the fee percentage and on to the question of what your fee is actually for. Bundled up in that conversation is your ability to sell your differentiators. That is the secret sauce to a successful fee negotiation. What do you have, and what do you do that gives your client unique value? This is the big secret of successful fee negotiations. You don’t talk about the fee. You talk about what the fee is for! Most recruiters cannot answer that question, and it bemuses me why leaders are not training people on this daily. If you can’t articulate why your fee is justified, why would your clients be convinced? Please understand that this strategy only works if you DO HAVE meaningful differentiators. So, here is the bad news: if you do not have parts of your process or abilities that offer unique (or at least advantageous) value, you won’t be able to hold your fees when things heat up at the negotiating table. However, if you have worked hard to create differentiators – and you must – that is where you want to focus. At Aquent and Firebrand Talent Search, for example, we emphasised our deep sector focus; our unmatched access to creative, marketing, and digital talent; our multiple branches in the Asia-Pacific, the USA and Europe; our specialist knowledge and understanding of client needs; and our proprietary testing software, which meant we knew candidates had the design skills they claimed to have. This was all wrapped up in a 110% money-back guarantee. That was (and still is) a compelling argument. (I am sold just reading the previous paragraph!) It’s also vital that the differentiators you nominate are relevant to the client and centred on your advantage regarding access to talent. So, when a client does ask you to drop your fee, don’t talk about your fee! Do what it suggests in the article! And connect with me on LinkedIn if you wish https://lnkd.in/g8UeHH-Q

Last month, I helped two of my candidates get signing bonuses. Here's my process: A signing bonus comes from leverage. I work to get my candidates leverage by getting them multiple interviews and offers. That puts them in the best position to make an ask. I identify the right firms for candidates to consider and have the right relationships to advance their consideration. I was a biglaw associate, so I know what a signing bonus means to a candidate. I know how to ask for a signing bonus - what's reasonable and market-based. And I know how to frame the benefit of the bonus for the firm - how it wins them the candidate and clarifies the choice for the candidate. I'm also a repeat player in this game with firms. The firms and I know how to win this deal and keep on playing. Here's a subtle point: I'm interested in a candidate's success, but I'm not too interested that it becomes personal. That makes me an ideal negotiator. Recruiters don't get comped on signing bonuses, so this work is purely for the benefit of the candidate. Signing bonuses aren't the only form of negotiation. Some candidates value other benefits - maybe they'd like to practice out of a different office than the role called for (which I also negotiated recently). Getting my candidates signing bonuses is a way to take care of a candidate and up my recruiting game. 

One of our recruiters billed $72,500 in the last 30 days with 3 clients.. Here's the activity: Outbound Activity: 932 Connects (Conversations): 233 Submissions: 13 Interviews: 12 Offers Out: 4 Placements: 3 Average Placement Fee: $24,166 Here's how I break down the data to find areas of improvement: 1. For every 4 outbound activities, we get in touch with 1 candidate (933 outbound/ 233 connect) 2. Submission-to-Interview ratio is .92 which is great (Always want to be above .80) 3. For every 3 interviews, we get 1 offer out. (This is good, but always want to be at .50) 4. We are seeing .75 offer acceptance. (This is good, means we are asking the hard questions in the beginning and not pushing people forward). Is there anything you would add? ------ Want a full breakdown and more tips for FREE? Join our newsletter. (Link Below) If you want to become a $500K biller, schedule a call with us. (Link Below) Follow: Dante N. Follow: TopBillers Follow: Tiello

*** Don’t let clients crush your fees *** It’s a fact of recruiting life that clients will push you to negotiate your fees. Right now, with a rocky market, that is happening more than ever. Sadly, many recruiters are struggling to hit targets and are quick to drop fee percentages to secure briefs. I learned a lot over 45 years of negotiating fees with clients in good times and bad. There are several tactics or mantras I learned, and over time, that saved me uncountable dollars – but also a lot of stress and self-esteem degradation. It all starts with your belief in your value. You must firmly believe that you do good work and provide excellent value. That is the platform from which a successful negotiation will start. Not arrogant, but with genuine pride in what you do. It is fantastic to start that conversation with complete trust in what you are selling. It’s based on ‘Recruiter Equity.’ Strangely enough, the next step for successful fee negotiations is to move the conversation off the fee percentage and on to the question of what your fee is actually for. Bundled up in that conversation is your ability to sell your differentiators. That is the secret sauce to a successful fee negotiation. What do you have, and what do you do that gives your client unique value? This is the big secret of successful fee negotiations. * You don’t talk about the fee. You talk about what the fee is for! * Most recruiters cannot answer that question, and it bemuses me why leaders are not training people on this daily. If you can’t articulate why your fee is justified, why would your clients be convinced? Now, please understand that this strategy only works if you DO have meaningful differentiators. So, here is the bad news: if you do not have parts of your process or abilities that offer unique (or at least advantageous) value, you won’t be able to hold your fees when things hot up at the negotiating table. However, if you have worked hard to create differentiators – and you must – that is where you want to focus. Read the 5 key tactics to hold your fees in the face of client pressure. https://lnkd.in/g8UeHH-Q And connect to me on Linkedin if you wish Savage Recruitment Academy

The secret of attracting high-paying clients. ♻ Repost if found valuable. P.S. Comment "OFFER" to get a High-Converting Irresistible  Offer Checklist. #offer #checklist

I interviewed a recruiter Billing $2.4 Million Here’s the 4 step email sequence he uses  To land new clients: Email 1 - Monday: “Hey John, I know you hired Bob Smith a year ago, and he’s killing it at X company. Well, I’ve got his clone; I think he’ll be a great fit. Whether you’re hiring or not, you’re going to want to take a look at his resume.” Email 2 - Tuesday: {Simple Follow-up message making sure decision maker saw the last email} Email 3 - Thursday: {Send the Resume. NOT a fake one. This resume is approved by the candidate and he/she knows you’re doing BD on their behalf} Email 4 - Sunday: “Doesn’t sound like this is the right time, but when you’re ready, I’m here. This is the candidate I had in mind {Attach resume again) I think he would be great fit for you. Let me know if you’re ever interested. This will be my LAST email, so don’t put me on your block list.” Few Golden Tips: - Notice how he starts off the conversation with a VALUE proposition (Not a company sales pitch) - Notice how he sends the final email on a SUNDAY (not a weekday) with an “I’m going to stop now” Message. - For every 25 employees, he would send this email sequence to 1 decision maker {typically, four decision-makers would have this email sequence with the resume attached- increasing his chances of someone coming back to him when hiring} - Most of his emails are VERY Short, snappy, conversational and gets to the point very quickly. {People are busy and don't want to read long emails}