Outside to Inside: Making the Switch

A newfound acquaintance asked me for my thoughts on making the switch from agency recruiting to corporate recruiting. I refer to this as inside recruiting vs. outside recruiting. While responding to her I thought, this ought to be a post!

I would first like to state my pseudo-biased opinion that recruiters who have worked on the outside first, make better inside recruiters. This statement is slightly biased, because that was my own career path. However, over the years I have recognized that I share some very common characteristics of the people who also started in agency. I call these foundational skills: Working with a sense of urgency and consultative style.

The world of agency is customer focused, fast paced and often feast or famine. Some work on straight commission, others earn 75% of their income through commissions. The outside recruiter also has fierce competition. Not only are recruitment firms a dime a dozen, but they compete with the employer's recruiter in an already saturated war on talent. I give big props to the outside recruiter. It's a tough gig, a lot of hours, super competitive and sometimes..... endless spinning in mud.

When a professional completes a degree in HR and ends up in corporate recruiting, they never had a chance to develop some of these foundational skills. They never had to work so hard to make sure bills were going to get paid or that they can eat. Therefore, the sense of urgency and the focus on the customer tend to be less developed.

I want to clarify that I am NOT saying that all insiders are without these foundational skills and all outsiders have them. I think we all know the world is not so cut and dry that we can stereotype like that. I am simply saying there are different competences that are developed specifically from environmental factors in agency and it's typical to see these in a person who has come from agency. It is the commission and competition that make it a hustle for the outside recruiter. That hustle though, is highly transferable if you chose to take your career to the inside. In fact, if you ask me, it's transferable to several different corporate positions. If I were an outside recruiter looking to make the move to the inside, I would be focused on these differentiators.

As far as tips for transitioning from the outside to the inside, I personally made the jump through a customer relationship. Maybe it was a stroke of luck that I was hired by a man who is married to a recruiter. He saw my hustle, knew there was a ton of hiring forecasted and had limited resources to make it happen. I had to prove myself. It wasn't easy, and it was a ton of work. I was able to save them money and in turn learned the motivations of the internal staffing function and how goals are vastly different. Eventually it helps to have some education around the HR function as a whole (like a PHR), but you also learn that over time on the job. Although, I have no regrets about my agency beginnings, I prefer my current corporate recruiting career. This is mainly due to the improved benefit plans and the stability of knowing exactly what my paycheck will look like on payday.

So... you want to make the switch?

1.)   Try before you by! How many times has an outside recruiter said that exact phrase?!!! There is merit in that phrase. I personally think that if you can take the risk; find a true temp-to-hire recruiter position. It's your foot in the door!

2.)   If you can't take the risk then... Start getting networked! Yeah-yeah I know you are a recruiter, who is already networked. I am not talking about candidates; I am talking about prospects. Make this about sales. Sell yourself as a safe bet to make the switch. This means:

• Go to local networking events and target the HR colored tags. Introduce yourself, tell them you're not looking to sell services, but rather get networked due to your desire to make the switch. www.networkafterwork.com is in most major cities and frequented by recruiters.
• Leverage LinkedIn. Connect and join recruiting and HR groups! Use the group membership to connect with high level corporate talent acquisition professionals who are also in the group. Let them know you are interested in making the switch. 
• Attend a conference and network there. ERE holds two a year, but you can also attend LinkedIn's or HCI's The key is in networking the right people and focusing your communications around your desire to make the switch. You are on the hunt for yourself and you will need to remember that first and foremost. Anything else is just an added bonus from the process!

3.)   Apply and provide well-written cover letters and follow up emails. Connect your expertise on the outside as an advantage, if given an opportunity to join their team.

Now I ask my recruiter friends, on both the inside and the outside, what did I miss? Any other suggested ways (examples or stories) on making the switch? Please help me and share!!!

Unlocking Motivations

Earlier this week someone quoted this common saying, "People don't leave because of the company; they leave because of their boss". In some cases that is true, but what about the people that liked their boss and moved on anyway? There are other motivations for moving on and frankly they don't always have to be negative!

I could go on for hours about motivations as they relate to corporate politics and life decisions, but in this case... moving on to a new job. Some people are motivated by money and some are motivated by recognition. I personally get motivated by the opportunity to learn something new and my own career progression. You may have a great boss and great relationships with your colleagues. The day-to-day environment can be stable and comfortable. The work can be interesting too, but at some point you may feel stagnant. As if you are on a hamster wheel...content, bored and moving in place.

I wouldn't classify this as disengaged, although some would argue you are in fact disengaged. The reality is that the person is engaged, but still unfulfilled. You can like your job, company, boss and work, but not be given development opportunities or a career path. There is no doubt in my mind that being your own advocate is critical to moving your career forward. You need to raise your hand for projects, ask for development, communicate the career path you are looking for and most importantly be open to feedback. However, if you advocate for yourself and still come up short, it should be no surprise when you leave for that very thing. I think the same can be said for relationships, but that is a whole different kind of blog and trust me I am better with career than love (insert self-deprecating laughter).

From a recruitment standpoint (I mean this blog is called Recruiting Diaries after all) it is critical for you to know your candidates motivations from the first call. If you get nothing else from your initial conversation... know their motivations!!!!

Why are you looking or open to a new opportunity?

Check the following:

• Location
• Work/Life Balance and Family
• Compensation
•  Benefits
• Challenge
• Development
• Recognition

Knowing motivations (in a very legal and non-discriminatory way) will help you determine if the position it right for the individual and the individual for the company. It also gives you an advantage in the negotiation and closing process. Knowing your candidates salary needs and motivations, help mitigate all of the unsuspecting road blocks. Knowing their career ambitions, development needs and past history, help you know how to sell the opportunity. Understanding their need for recognition, development needs, work history and past behaviors, help you determine if they will fit the culture and if the potential for engagement/retention is there.

Does it matter what they call you?

 



This question proved hard to answer and I found myself unable to articulate an opinion. So, I set out to get a better understanding of the mindset around the question at hand. I found some interesting blog posts and had several conversations on the topic.

Some organizations do not take giving a title lightly, while other companies give them freely. In the case of a sales organization, it is beneficial to have an elevated title. The customer feels they are working with someone of importance at the company and it is easier for the sales person to get the customers attention. That's why often times you will see Area Vice President, but really the person is more of a Director level. Sometimes Directors are more Managers, while Managers are more Specialists. In large companies, you see a Specialist doing Manager work, Manager doing Director work, and Director doing VP level work. So, that leads me to believe.... maybe, it doesn't matter (shrug).

In contrast, some argue that title is for the employee. The title allows them to feel important to the organization, gives them a sense of empowerment and respect from others around them. I don't disagree with this argument either! Naturally, this led me to ask my friends what they think about the subject. I have shared some of their quotes below (some anonymous).

Friend and old colleague who currently works for a global marketing company says: "Cash is King! If they are paying you what you are worth.... does it matter what they call you?"

Maameamba Arthur-Price from Komatsu America: "Title means respect and power to get things done. It gives you a seat at the table depending on the company size. I definitely consider the title important."

Jason R. from Big Wheel says: "Titles matter when you don't have them, but don't matter when you do."

Industry friend who currently works in the food industry says: "What is the quality of the work you are doing?  .... Who cares what your title is!"

Industry friend who owns a boutique executive search firm says: “I understand why people are sometimes concerned about titles.  But, they really don’t matter to me.  In today’s world, titles vary so greatly from company to company that I really don’t pay attention to them.  I focus much more on role, responsibility, results delivered and someone’s current as well as past compensation."

Industry friend who works for a fortune 500 distribution company says, “It's easier to go from Director to Director or Manager to Manager. It's harder to make a case for Director if your title is not already Director."

ChristopherDemers says: “I personally don’t think they’re helpful. Where it does make a difference is in these areas: sales, negotiations and HRIS.” I had not heard any thoughts prior on negotiations or HRIS, but his point makes sense. He said, “In negotiations, (b2b or with union) you have to have the right title to get the right response. In HRIS, a title super-structure helps keep job creation and with it, attendant salary inflation controls. So, I don’t have much use for them, but they serve a valid purpose.”

Although there are so many differing opinions on the matter, the process helped me find an articulate answer of my own. It depends on your individual motivations and what you personally value. There isn't a simple yes or no answer to this question. It's all perspective. 

What are your thoughts on title? Do you consider it important or just simply a title? I would love to hear your thoughts on this one!