Welcome to your ‘Ultimate Client Brief’ Execution Plan. This execution plan gives you all the tools you need to control your client when taking a

Client Brief, which is the important first step in your relationship with them.

So how should you go about using it?

This Execution Plan has 4x parts to it: 1. The ’13 Steps to Taking the Ultimate Client Brief’ Execution Plan (this doc) 2. The ‘Ultimate Client Brief’ template (UCB form) (separate) 3. The ‘Ultimate Client Brief’ checklist (separate) 4. The 39 Steps to Placement checklist (separate)

The ’13 Steps to Taking the Ultimate Client Brief’ Execution Plan (1) is similar to a training workbook that you need to work through to give you a total understanding of this important first step in your recruitment process.

The ‘Ultimate Client Brief’ template (2) is a ready-to-use Client Brief form you can

start using immediately, or you may want to tailor parts of it to suit your business personally. It has thirteen sections that correspond to the thirteen steps of this execution plan.

The ‘Ultimate Client Brief’ checklist (3) covers the essential elements that should be included on every client brief you take, so keep a copy of this on your desk to ensure you check off every element after taking a client brief from a client.

The 39 Steps to Placement checklist (4) is for you to print up and to keep on your desk. It takes you through the entire recruitment process, and if you do #1 correctly then the rest should fall into place very easily.

Firstly it covers some background learning such as objectives, understanding and essential elements. It then takes you through the 13 steps of the Client Brief itself. You should work through each step of the EP (1) looking at it in conjunction with each step on the Client Brief template (2). Finally it covers some further learning such as questioning techniques and then gives you some exercises and actions to complete.

The client brief is the foundation upon which placements are built. The success or failure of any assignment you work on is largely dependent upon the quality of your client brief. With an incomplete brief, you‘ll find yourself returning over and over to the hiring manager for information that you could have taken at the outset.

A proper client brief should take between 30 and 90 minutes to complete. See it as the most valuable investment of time you and your client can make in the whole process.

The more accurate and precise the client brief, the more accurately you can present the position to your candidate and therefore the more accurate your candidate‘s expectations of the position will be. The more accurate your candidate‘s expectation of the job, the more likely they will be satisfied and stay.

The client brief is the first step in the recruitment process, hence it is essential that you take the time and make the effort to not only take a comprehensive brief but to sell yourself to the client too. Emphasise the urgency of filling in the position and in the process, show the client the important role you‘ll play in finding the best person for it.

It is vitally important for you to learn how to take a

complete Client Brief assignment in order to provide the professional recruitment services that client companies expect.

A complete Client Brief allow you to:

•  Objectively determine if the job falls into the "Can't Help," "Present an existing Candidate” or "Search Assignment" category.

•  Identify, recruit, sell and prepare qualified candidates for the position.

•  Negotiate and close properly to bring the placement together. An incomplete assignment will limit your ability to successfully serve your client.

•  Add the assignment to your CRM/database.

(NB - a Client Brief is also called a Job Brief, Job Order, Job Form, Requirement, Vacancy Form etc.)

A complete client brief serves as:

1.  A qualifying tool

It provides information on the title, responsibilities, accountabilities, expected results, how the candidate will be measured, remuneration and benefits, interviewing information, competencies required for the position, the background of your candidate, required experience and educational experience.

2. A qualifying tool

It tests the level of urgency and commitment of the client: Are they cooperative? Do they answer all of the questions the client brief form? Will they commit to interviewing times?

3. The basis for the interview

It provides information that will form the basis for a patterned and structured interview.

4. A timetable for completion

You and the client can agree on the time frame within which the position should be filled, including the exact start date.

5. A road map for recruiting

It should guide you toward the candidate who best fits the needs of the client. It will provide details on the qualifications, skills, experience, education and specific core competencies a candidate should have to perform the job. It should also indicate where candidates that fit these requirements are—which industries, which companies within those industries and even specific candidates your client may be interested in, or have knowledge of. The targeting questions will help screen these candidates.

6. A tool for client retention/repeat business

Your success as a recruiter is predicated on the quality of placements you make. You need to show clients that you have great value for money and your service is essential to their business.

7. An opportunity to add value

It is critical to understand that a client brief is not something that you take in a hurry. The more thoroughly you explore the position with the client, the more likely it is that you will cause the client to view the position differently. Remember that you are judged by the quality of the questions you ask, not the products and services you sell!

Before you look at each of the 13 steps of taking a client brief you‘ll need to consider

what you‘re aiming to accomplish with your brief:

1. Gain control

The way you take the information from the client can set the tone for your future relationship. If you sound like an order taker, you will be treated like one. Get the client to work your way.

2. Sell yourself

Taking the brief is a chance to really sell yourself to the client, who will most likely judge you not by the information you provide but by the quality of questions you ask.

3. Close for the business

You must ask for the go--ahead, otherwise you may have just teed it up for your competitor to steal it away from you.

4. Understand the need The more you understand the client‘s need or problem, the better you can match it

to the right candidates. 5. Identify the priority level You should have a system for prioritising your job orders. Every time you take a

client brief, mark it as any one of the following: (a) urgent, (b) difficult to place or (c) cannot work. Make the urgent ones your top priority.

6. Widen the specification Always look to widen your job specification. The bigger your search universe, the

better your chance of locating the right candidate. Don‘t hesitate to ask parameter- widening questions such as “Would you consider someone from a different background?” or “Would you consider someone living outside your catchment area?”

Client briefs vary but all the great ones contain these nine elements:

1.  Complete job details

Look at soft and hard skills and how to quantify them. Ask the client which skills are essential and which are desirable. Always get the client to be as specific as possible, e.g., ask questions like “What do you mean when you say good communication skills?”

2. Complete person profile

Which personality type would fit perfectly with the team? Ask the client to describe the previous person who held the role and what made them perfect for the job.

3. Complete salary and package information

Qualify the salary range for the role and get the exact amount the client will pay. Obtain full package details including holidays, hours of working, subsidised travel, parking and lunches, healthcare and pension programmes, commission and bonuses. You also need to find out when the next salary review will take place for the role and how much it would normally be worth. This vital but often overlooked information can bring your placement over the line when necessary.

4. Complete company information

Apart from asking the standard questions, you should also ask the client about their future plans for growth and how these might affect the role. You could conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis based on this information.

5. Candidate opportunity/client need

People don‘t move for a job title or for a salary increase—they move for opportunity. Opportunity could be one of a number of things: an opportunity to grow, to learn or to work for a highly reputable business. Ask the client this crucial question:

“Why should somebody come and work for you?”

Their answers will give you valuable information that you can use to sell the opportunity to the candidate. The client need is the problem(s) the client is experiencing due to the position being vacant. Asking questions such as “What‘s not getting done?” and “How is this affecting you?” will stress the client‘s pain factor and reinforce their desire for you to fix the situation.

6. Status/Urgency

Ask your client what they have done, are doing, and are planning to do to fill the position. What internal candidates are they considering? How urgent is the position? Test the urgency and the client‘s commitment to you by asking,

“Is it urgent enough for me to drop everything for the next three days and nights to focus exclusively on your role?”

If it is urgent enough, they may agree to give you pre-booked interview slots. Ask, “If it‘s that urgent I know you‘ll be happy to set aside times and dates to interview the candidates I find for you. When would be good for you? This week? Next week?”

7. Recruiting information

Ask the client questions that will determine where their ideal candidate could be found: Who would they ideally want? Who have they already interviewed? Who is their best person internally and what makes them successful? What is the background of that successful person?

8. Interview and offer process

What is the client‘s selection process? How many interviews will they conduct and who is involved in each one? What tests, if any, do they set? Who else is involved in the decision making process? How soon after the final interview is the offer made? The client‘s answers will give you a fairly accurate gauge for measuring your candidate‘s progress. Find out who is responsible for preparing offer letters and employee contracts. Ask for the letters/contracts to be sent to you for pre-approval and a final check before they are released to your candidate.

9. Closing

Summarise your understanding of the brief and agree on your next action.

Don‘t forget to always close.

Use questions such as this:

“If I found you two great candidates this afternoon how soon could you see them?”

Memorise your UCB form! You must understand the UCB form to become proficient at writing in-depth, complete assignments. The UCB form has a built in natural flow that will help obtain the information in a methodical way - without missing vital questions and information.

You should always aim to be conversational when moving from one topic to another in

order not to sound like a robot. If possible, try to memorise the sections (and questions) contained in the UCB form because your client will often stray from the topic. If you know where to write the information you receive, you can keep drawing the conversation back when your client does inevitably wander off.

The UCB form is divided into thirteen sections that will guide you step by step

through client conversations. The divisions ensure the logical progression of questions and the taking of a complete assignment. Work your way through each of the thirteen sections looking at the UCB template at the same time.

- POSITION

The first section begins with blanks for basic information:

•  Job Title

•  Salary

•  Product/Service

•  Source (of the vacancy)

•  Taken by (name of consultant)

•  Date

These spaces should contain the exact title of the position to be filled, the date

the assignment is written and the recruiter's initials. Write your CRM generated

number in the Job No. # area when the assignment is entered into your database.

– CLIENT CONTACT The second section provides all of the relevant client contact information including:

•  Contact’s Name

•  Position/Title

•  Company Name

•  Postal Address

•  Telephone contact numbers

•  E-Mail

•  Web URL

•  Social Media profile links

There may be several people involved in the decision-making processes; therefore, there are title and contact information blanks for ‘Position Authorised by’ and ‘Reports to’.

– COMPANY INFORMATION

As a professional recruiter, your ability to attract highly qualified candidates depends on your ability to sell them on the merits of the company. Therefore, it is necessary to know everything about the company so that these facts can be turned into benefits to the candidate. Start with company's current standing in the industry and the number of years the company has been in business.

Ask about the current sales volume and how much of an increase it represents over the past two years, which can lead you to a conversation about the company's anticipated growth for the next two years.

It is sometimes difficult to get actual turnover and profit figures from a privately held company; however, percentage increase over the past two years and the projected percentage increase over the next two years provides the figures needed to calculate an approximate monetary value.

Two great questions covering the career potential of the position are the total number of staff in the company and the total number of people in the group.

– COMPANY INFORMATION These answers influence the decision whether to present the position based on

multiple opportunities larger companies are able to offer or the high recognition and advancement possibilities offered by a smaller operation.

Asking about the Company’s Reputation gives your client an opportunity to air any negative perception they may have in the market. If the client doesn’t volunteer this info, it will be up to you to face this. The most important thing is to establish what should be your response if you encounter any potential negative feedback from candidates when you approach them.

Rumours circulate about people and companies in all industries and disciplines. Determining your clients knowledge of these rumours, both good and bad, about their company and their competition aids in exploring the areas of dissatisfaction that candidates may have with their companies.

Gaining a copy of your clients organisational structure or family tree will help you better visualise where this current role fits in to the overall company picture but more importantly will give you a better understanding of where your next vacancies will present themselves.

- COMPANY PRODUCT / SERVICE

It is incredible how many companies (including some recruitment agencies sadly) have websites that DO NOT clearly describe what they do and who they serve. There is no room for ambiguity here. Your clients comprehensive answers to your questions in this section will give you valuable information to use in your search for suitable candidates.

Once you source great candidates you will be able to speak confidently and precisely about what it is that your client does, what they make or provide and who they best serve. The extra bonus here is your question about average order value. It is vital you seek and gain this knowledge.

When it comes to discussion about your fee their answer here will help leverage and juxtaposition your fee against the value the candidate will bring to them.

– POSITION DESCRIPTION

Time to get SPECIFIC! The questions in this section are designed to go ‘deep dive’ with your

client and get information about the actual job that your competitors can only dream about. The answers to these questions will provide the candidates you choose to brief and send down an unfair advantage over anyone your competitor may send.

Most recruiters will ask the client to list duties and responsibilities. You will take those as standard and then REALLY turn up the heat with questions about the problems this candidate will solve in the business, the things are not getting done currently and the impact on the business of this failure. You will use their answers here to very carefully brief your candidate/s to go in and answer during interview. They will present themselves as your clients ‘problem solvers’.

– POSITION DESCRIPTION

The section marked ‘Key Responsibilities/Duties’ is where you record the in-depth information regarding actual job performance expectations for the position. An employer's description of a typical day or week in the life of someone in the position usually brings out the necessary information. If the description is too general, probing questions may help determine specific responsibilities such as hiring and firing authority, budget responsibilities, supervisory duties and profit and loss accountability. It is appropriate to discuss during this section the methods and standards used to measure and evaluate performance. Find out what is the problem/project that needs immediate attention.

It is important to be very specific when covering the location the person will be based in and the territory to be covered. This essential information is used not only to locate qualified candidates but also to sell the benefits of the position to them.

Travel time is also an important consideration for candidates. The number of nights out per week must be a realistic average. Employers should neither minimize nor maximize this figure. Most industries are cyclical and require heavier travel during certain seasons or times of the year and lighter travel in other times.

– PACKAGE INFORMATION

Realistic first year earnings - use the Basic Salary range spaces to record the employer's initial estimate of the low and high £ amounts to be paid to the person taken on.

Ask questions to determine what employers believe they will probably have to pay to attract the person they have in mind once the basic range has been established. Record this amount in the ideal starting Salary space.

Next, challenge the highest figure mentioned. Find out how high the |employer would go for a higher paid or exceptionally highly qualified candidate and record this amount in the maximum starting space.

Many employers offer bonuses and or commission as part of the total compensation offered. Determine the average £ amount and the percentage of the yearly compensation bonuses and commissions represent. Also find out on what basis and when they are paid.

– PACKAGE INFORMATION

The average yearly bonus and/or commissions paid must be known in order to attract highly qualified candidates. Calculate the total £ amount of bonus and commission and record this figure in the realistic 1st year comm/bonus space. Remember that the commission and bonuses paid during the first year of employment are figured into the fee that must be cleared with the employer.

1st salary review date and the Typical Value of Review are only figured into the fee if they are given during the first year. It is not unusual for employers to hire at a relatively low compensation amount and then provide substantial increases three to six months later. The frequency of performance evaluations/reviews and the percentage of increase in compensation that can be expected should also be discussed. The raise should be added to the yearly compensation figures if it occurs during the first year.

– PACKAGE INFORMATION

The next two questions are not included in your UCB because they are not usually considered part of the standard recruitment fee calculation. You can of course add them into your personalised Client Brief template.

“What did the previous person in this position earn?”

“How much do the top ten percent of people in the position average each year?”

Answers to these questions often reveal the compensation the employer is prepared to offer a new hire. These figures can be used with prospective candidates as incentives to pursue the position.

– PACKAGE INFORMATION Benefits have become almost as important as salary. Candidates have been known to

change jobs with little increase in their salary just to take advantage of a better benefits program.

It is important to know if the employer will pay actual expenses or per diem if travel is involved in the position. Find out if a company car is furnished and, if so, what kind of car it will be. The amount the company will pay as a car allowance must be discussed if a car is not furnished. Although these may seem like minor points, these are OFTEN VERY important issues to prospective candidates.

If the company pays for benefits or if the employee pays a portion, the employee's costs and the value of the covered benefits as a percentage of projected salary need to be recorded.

– PACKAGE INFORMATION Holiday entitlement is often a concern of candidates and the company's Entitlement to

Holiday policy should be discussed and recorded in this section. Client Decision Makers often try to side-step salary questions by saying,

"It depends on the person." If this type of answer is received, review their description of the position and follow with the question, "What would be the starting salary range for this type of person?" It may be helpful to suggest an exceptionally high range for the position and listen for a more definite response.

At this point it is also worthwhile to again stress the importance of

engaging your contacts in business conversation. Through meaningful business conversation, you will again experience an understanding for what realistic compensation packages are for your particular desk specialization or niche. When you begin to make professional and credible recommendations in regard to compensation packages it will go a long way in helping you to establish yourself as a true recruiting partner with your client.

- RECRUITING INFORMATION / CANDIDATE PROFILE

The quality of your client’s answers during this section will determine the quality of your roadmap to sourcing the perfect candidate for them. Spend good time here.

Ask you client to ‘Please describe your ideal profile for this candidate’. You may get a wishlist and that is good. Let your client speak without interruption other than encouraging them to keep expanding.

Once they have finished ask them for their MIT (Most Important Thing/s) in order of priority. So you can refer them back to their wishlist and say “You mentioned 3 years+ experience of java, would you say that is your #1 MIT?” Remember to challenge EVERY priority they give you by asking after each one, “AND why is that important to you?”

- RECRUITING INFORMATION / CANDIDATE PROFILE

Asking your client to give you the background of their most successful

team member (past or present) reveals great clues to companies where you can start your candidate searches.

Your client's description of previous successful hires will provide insight into whom they actually want to hire. It is not unusual to find that previous successful hires did not have all of the skill requirements your client had previously mentioned.

Your client will often know a specific person they would like to hire and where that person works. It may be possible to attract other candidates from the same industry with similar backgrounds even if that person cannot be attracted.

- RECRUITING INFORMATION / CANDIDATE PROFILE

Next, gather information about the personality traits that your client prefers. When all is said and done, an employer will not extend an offer to someone whose personality is not compatible with the employer as well as the company as a whole. Remember that chemistry makes the placement.

Many qualified candidates are passed over because they did not project the right image during the interview. There are also candidates who will turn down excellent opportunities because they do not feel right about the people with whom they would be required to work.

It is beneficial for you to ask about job-related "knock out" factors, which are deficiencies that put the candidate out of the running. This is not to be confused with discrimination issues. Knock out factors only apply to limitations concerning capabilities and job preferences.

- RECRUITING INFORMATION / CANDIDATE PROFILE

Assignments should never be taken from employers who give discriminatory job requirements or refuse to see any person because of race, religion, sex, national origin, age, or marital status. Instead, employers should be informed that, by law, recruiters must screen based on candidates' abilities alone. Employers need to know that a select group of candidates will be provided to interview based on these skill requirements.

Once candidates are interviewed, the employer will then be responsible for any hiring decisions. If the employer refuses to interview qualified candidates on a discriminatory basis, the account executive must |stop taking the assignment and refuse to do business with that individual.

Your recruitment business will not /should not participate in any discriminatory practices. Immediately discuss this type of conversation with your line manager/director. Issues such as this can cause problems down the road and the management of your recruitment business will want to be on top of the situation.

– OPPORTUNITY INFORMATION If there had to be a MOST IMPORTANT SECTION in the whole template

this would very definitely be it! Remember that the number one reason why people change jobs is opportunity. Ironically, this is the biggest reason why most client companies fail to

recruit for themselves and why many recruiters struggle to source great candidates.

You see, all of your clients and most of your competitors when they write a new job brief focus in on job title, duties and money. Look at their job adverts, that’s all it contains.

Opportunity is EVERYTHING. Opportunity is the thing that will sell most to the best most suitable candidate

in the world. Opportunity is the thing that will give you confidence on a phone when sourcing candidates. Opportunity is the thing that will make your job adverts POP off the page to anyone reading them.

The early questions in this section give your client a reasonable chance to give you valuable selling info for a candidate. Be sure to ask where this candidate COULD be in one, three and five years from taking the position.

– OPPORTUNITY INFORMATION

The killer opportunity question that you MUST ask on every job you intend to work on is:

“Why should someone who is doing the same job successfully right now (and being paid well) at your biggest competitor leave their current job to take this role?”

DO NOT be satisfied with the classic retort, “Well we’re the biggest/best/loudest/…”. Go after your client for this essential information. Remember this is a question no other recruiter is asking them and not a question your client is asking themselves so be patient (but relentless).

– OPPORTUNITY INFORMATION

If you find your client struggling to answer this question, go ahead and ask instead

“Why did YOU choose to join this company?” and

“Why do you CONTINUE to remain at XYZ company?”

More often your clients will find it easier when you give them this self-centric context and some have even been known to use their answer here to signal to you that they may in fact be ‘open to the right job offer’ themselves if one happened to come along!

– INTERVIEWING & OFFER PROCESS

They say ‘knowledge is power’. Well here is PROOF that this is ALWAYS the case. The more knowledge

you possess about your clients interview and offer process the better prepared your candidates will be over any other candidates. However the biggest benefit to you for gaining this knowledge is that if you know what is supposed to happen then you can use it to measure whether your placement process is on track or not.

If your client tells you the normal interview process for ‘someone we like’ is that they “Meet Mike for 40 minutes and if Mike likes them he gives them a tour of the office and introduces them to the team”. If when you are debriefing your candidate, she says, “I met with Mike for 60 minutes. He then gave me a tour of the office and introduced me to the sales team”, you can take that as a positive sign your placement is on track.

– INTERVIEWING & OFFER PROCESS

If however, your candidate tells you “I was in there for just 30 minutes, who’s Mike?” and “They asked me to return my security pass before I left” it’s not looking too positive for this particular candidate!

While complete and thorough position information is needed to present qualified candidates to employers, understanding the employer's background and personality will help you to learn who they will hire. Personal chemistry between the employer and the candidate is the key to the hiring decision.

It is valuable to receive background descriptions of at least two of the hiring authorities.

Background information of hiring authorities:

“How long have you been with this company?” “What will your next step be?” “When do you foresee this move happening?” “What keeps you at this company?” “What attracted you there originally?”

“What do you enjoy doing in your free time?” “What is your educational background?”

– INTERVIEWING & OFFER PROCESS

These questions will probably be the easiest for employers to answer because everyone likes to talk about themselves. The objectives in this section should be to learn about how the company treats its employees, and to learn about the hiring authority's personality, interests, values and business background. This information will help match candidates to employers by chemistry as well as qualifications.

The final part of this section focuses on ‘the offer process’.

You need to know “How soon after the final interview would you NORMALLY make an offer to the successful candidate?” and “Who would normally make that offer?”

It’s also worth investigating who in what department (normally HR) is responsible for paperwork (offer letters/contracts/onboarding). This is the person you NEED to know and get on side.

– INTERVIEWING & OFFER PROCESS

– POSITION STATUS

Find out why this position is available, is it newly created or replacing someone just left or about to leave? Ask your client to describe in detail the last person who held the position, why they left and where did they go to?

Ask them how long the position has been open and who they have already interviewed for the position. Who did they like the best and why were they not offered the role.

Probe into what offers were made if any and why those offers were rejected/unsuccessful and details of any pending outstanding offers/candidates still in the frame and the date the final decision will be made. It may not make sense to send candidates to interview with this company until these offers are no longer pending.

– POSITION STATUS

Ask specifically ‘What internal candidates have you considered/are still being considered?’ and ‘What specifically could possibly happen in order that the position be put on hold?’ (i.e. company wide hiring freeze, loss of client contract, etc.)

‘What other recruitment companies have been briefed on the position?’ And ‘Why do you think they have not presented a highly desired candidate so far?’ It is safe here to assume they haven’t or the client would not be briefing you.

‘Has any advertising budget been agreed for this position?’ and if applicable ‘Where and when have you advertised?’

– POSITION STATUS

Find out what kinds of results each of the different methods have produced. Ask specifically how many, if any, resumes have been received, how many telephone interviews have been conducted, and how many face-to-face interviews have taken place. Ask why none of these interviews have led to a hiring decision.

The answers to these questions can help identify problems in the employer’s hiring process that the account executive can solve. It may not be desirable to take the assignment if the employer does not see that a professional recruiter can solve these problems. The professional recruiter's service is to solve problems - not to make the employer's ineffective methods their own.

Determine your client’s perceptions of their recruiting problems by asking, "Why DO YOU THINK your own efforts have not produced the desired result?" This will be invaluable information when you start telling your client how you operate and how a professional recruiting service like yours will solve this costly problem. One of the benefits of thoroughly covering this section's information is that it sets the stage to sell your recruiting service.

- URGENCY

The second MIT (most important thing) you should be questioning EVERY client you work with is the URGENCY behind EVERY requirement.

The more urgent/critical it is for them to fill an open vacancy, the more willing they will be to work quickly with you, make speedy decisions and ultimately pay your fee.

If the client perceives this role easy to fill and candidates plentiful, they will take their time, not engage fully with you and find any excuse to not pay your full fee.

- URGENCY Success in turning assignments into search assignments depends on the ability to

recognize or instill a true sense of urgency to fill the position in the mind of the employer. Urgency can quickly be established or qualified early while taking the assignment by asking the following questions:

"How long has the position been open?"

"How is the work being done now?”

"How much does it cost your company to not fill the position?”

Asking these questions not only helps qualify the assignment, but also brings need to fill the position to the forefront of the employer's mind.

Once an urgent and critical need has been established, it is easier to gain the professional respect of the employer. The first step in gaining this respect is to set the stage for the rest of the conversation.

- URGENCY It is important that your client recognises that you are an expert who understands and

can solve his or her tough employment problems. It is done by first covering your client's efforts to fill the positions by asking these questions:

“Have you evaluated your current staff to see if anyone could be promoted into this position?”

“Have you looked into the possibility of transferring someone from another department or division?”

“Should I assume then that you have advertised and had HR check their files for possible candidates?”

“Have you made any attempts to get referrals from your friends in the industry or possibly your employees?”

“Have you extended any offers?”

- URGENCY If the employer is about to make an offer or is considering an

internal promotion or transfer, search efforts should not be expended until these decisions have been made.

If no one is being considered for the position, this line of questioning will help your client further identify that he/she has a problem to you can offer an attractive solution.

However, do not announce that there are several candidates who may qualify - even if several are part of your database.

You don’t yet know if those candidates will make themselves available for interviews with this particular company at this particular time.

Instead, inform your client that you do not have this candidate and that their needs can only be met through conducting a confidential search.

- URGENCY Of course, every client in the world is going to answer YES

when asked, ‘Is this position urgent?’ The expert recruiter uses this to her advantage.

Recruiter: How URGENT/CRITICAL for you is this position? Client: Yes, very URGENT/CRTICAL. Recruiter: Is it URGENT/CRITICAL enough for me to drop

everything for the next three days and three nights and focus my resources exclusively on filling this for you?

Client: Yes…. Um sure!

Recruiter: Thank you. I know if it is that URGENT/CRITICAL then I’m sure you will be happy to set aside some days/times next week to interview the candidates I source and qualify for you. What days/times can we schedule in your diary now that work best for you?

BOOM!

- URGENCY Any client who back tracks from this point isn’t really serious about recruiting OR you

haven’t yet convinced them that you are capable of being successful. Deal with both before proceeding any further!

It is vitally important for you to track the scheduled movements of all relevant decision makers / stakeholders in the decision to recruit. Too many placements are lost because of a recruiters failure to ask:

“Is there anybody INVOLVED in the decision to recruit this person currently scheduled to be away from the business (vacation/training/other) over the next 6-12 weeks?”

If yes, see what you and your client can do to avoid any delays

in decision, i.e. DM meeting the candidate earlier or video conference call, decision making proxy given to other person, etc.

- URGENCY

A key factor of any assignment is the employer's degree of urgency to fill the position. Employers should answer with a specific date when asked, "When do you need the position to be filled?" An answer of “As soon as possible" says nothing. It could mean anything from tomorrow to next year.

The need is not urgent if the company can afford to wait another 30 to 90 days before filling the position. If the employer will not or cannot establish a specific date, probe to find out why and record the reason. It is important to track the hiring process to determine urgency and to work with the hiring authority to establish specific time commitments.

Beginning with the confirmed start date allows logical interviewing and decisions dates to be set. Next, the number of interviews (telephone, online platform or face-to-face), and where they will take place must be determined.

- URGENCY

Who else interviews and what are their hiring preferences?

Ideally, the account executive talks to everyone involved in the hiring process to learn about them as individuals and their particular hiring preferences. If more than one set of interviews is required, the dates each will take place should be established. They must coincide with the schedules of all parties needed to make a decision. These dates are recorded in the preset interview dates and times. If any testing is required, find out what kind of test it is and when it will be administered.

It is important to ask the employer if anything else is needed to aid them in their decision to ensure that everything has been covered. Probing questions make it possible to establish if this is a high priority assignment that justifies an account executive's time. The hiring process can be condensed to a realistic time frame when the employer truly has an urgent need.

– ADDITIONAL QUESTIONS

Utilise this section to write down any industry /niche specific questions you want to ask your decision maker contact.

Maybe something you are unsure of or details of a person within the organization you wish to meet with.

Perhaps you want to ask about other possible cross selling opportunities for your colleagues in other departments/offices.

– SUMMARY / CLOSE

Finally this is your chance to review what you have written. Highlight any areas that require further probing or clarification. Ask the client how they want to receive information from you? TELL the client what you require/expect from them. Agree communication lines between you.

A good test of whether they have bought into you or not is to ask “A lot of our candidate sourcing work is done out of normal office hours. Very occasionally I will be asked a question by a candidate about your opportunity that I may not have the answer for. What is the best out of office number to call you on if that situation arises?” Offer your mobile number to them at this point and the inference is that they should now provide theirs or alternatively their home number. How committed to getting this filled do you now think they are? How committed to you are they now?

– SUMMARY / CLOSE

Pitch to attend 1st interviews with them. Tell them that as part of your ongoing commitment to providing them with quality candidates, a feature of your recruitment service is that you attend the first candidate interviews. Reassure your client (because they need to hear it) that your role is not to assess their interview technique but rather to witness how they personally qualify the candidate during interview so that you can replicate that exact selection process next time.

Ultimately this will give them better matched and qualified candidates and save them time and money not having to interview unsuitable candidates. Use a case study to demonstrate how you have been able to do exactly that with another similar size client.

The worst that can happen is they say no. The best thing to have happen is they say yes. You will learn MORE from sitting in on three or four client/candidate interviews as an observer than working years not knowing what goes on behind closed interview doors.

– SUMMARY / CLOSE Whatever you do, remember to always compliment your client when he innocently asks

after each interview “Well, how do you think I did?” – they always do! ☺

The last line of this section concerns clearing your recruitment fee. The spaces ‘Our fee for this requirement will be ….%!’

And for illustration purposes, based on the average salary you confirmed earlier that would be a total invoice of £??,???.

Obviously the fee will be adjusted upwards or downwards based on the final agreed compensation package.

Remember there is no assignment if the fee is not confirmed!

Ask your client contact if he/she is the person who can

authorise fee payment and approve /sign off the job opening. To avoid offending anybody I always suggest asking ‘APART FROM YOURSELF, is there anyone else that would need to sign this off before we can proceed?’

– SUMMARY / CLOSE

Find out who is and add that name to the database. It saves time and energy to speak directly to the person with decision-making authority when taking an assignment. Do not ask for permission to speak with the person who does have proper authorization.

Instead, make a statement such as, "Great. I will go ahead and call when we are through to discuss the nature of our conversation." This approach allows for possible hidden objections to arise and the ability to determine if the assignment should be worked.

Finally, do not forget to ask if the position has been given budget approval. Taking the time to ask this question demonstrates to the employer that you understand how business decisions are made, and this will strengthen your credibility as a |professional. The two spaces for quoting the fee will also | serve as a reminder to specify the fee in terms of percentages and actual monetary £ value of the first year's total compensation.

– SUMMARY / CLOSE The invoicing process should be discussed as part of the fee verification. Knowing where the invoice

should be sent and how the company will process the invoice for payment will expedite the transaction.

You and your client must be willing to make definite commitments to each other. The degree of the employer's willingness or reluctance to exchange these commitments will determine the priority you set on it.

Make an agreement to exchange company literature. You will agree to send a fee agreement, an introductory letter and company information. This procedure keeps your name in front of your client and provides written record of the agreement.

Your client will agree to send any company literature available, which can be given to candidates to help them prepare for interviews with that company. Because commitments are so important, use a checklist to ensure that your client completely understands all commitments made.

Check off commitments as discussed and the initials of the person sending the information. This physical exchange of written materials is one more step toward establishing a long-term business relationship.

– SUMMARY / CLOSE

Continue commitments by agreeing to provide daily progress reports or notification when it is not possible to find anyone qualified or interested. Likewise, your client must agree to call to relay any changes that would affect the commitments made such as:

Your client must agree to:

•  take your calls (or return your call within 3 hours).

•  interview qualified candidates within a specified number of hours of presentation.

•  provide a yes or no decision, or to schedule a second interview within a specified number of hours after interviewing candidates.

– SUMMARY / CLOSE

A qualified candidate's interest cannot be maintained for very long and your clients urgency to fill the position will also go off the boil. This will help establish realistic time frames for the recruitment process and test your clients commitment to this assignment, you and your professional recruitment services.

FINALLY REMEMBER to ask about any other staffing problems, opportunities and needs that can be addressed by your company’s services.

– SUMMARY / CLOSE

Obtaining complete recruiting assignments is an essential skill that you must develop in order to perform effectively.

Asking appropriate, detailed questions reinforces for your client the professionalism and value of you as a professional recruiter and your service.

•  The employer must have an urgent and critical need to fill the position.

•  The employer must respect the account executive's position in the placement process and cooperate with the recruiter in expediting a positive hire.

•  A complete description of the duties and responsibilities of the position must be obtained and thoroughly understood.

•  The compensation package must be competitive within the industry.

– SUMMARY / CLOSE

•  A full fee must be cleared on the first year's realistic earnings.

•  The benefit package must be competitive.

•  The company's history and projected future growth must be thoroughly understood.

•  A "biography" of the hiring authority must be developed.

•  The hiring process should take no longer than two weeks with all decisions made within 24 hours after each interview.

•  The employer understands that he/she must work with the recruiter to sell the candidates presented as a result of the confidential search.

Qualifying a search assignment is the art of asking questions. Develop the habit of making lead statements and asking probing questions. A lead statement is

open-ended and directs the attention of the employer to the main points of a general subject to be covered.

Lead question example: For example: "In order to interest qualified candidates in your opportunity, I need for

you to tell me, in detail, the exact duties and responsibilities the individual must perform, the criteria you use to evaluate performance and any unique personal qualities you believe the position requires. Perhaps a good place to start would be for you to describe a typical day in the life of someone in this position.”

A probing question is then used to gain specific information from a vague area of understanding. It serves as a reminder to the employer of the original line of inquiry.

Probing question example: "You mentioned that candidates must have a degree. What duties of the position

require a formal education?” Develop a curious attitude. Ask probing questions when the employer's answers are

general, vague or confusing. Do not be reluctant to ask for clarification of anything that is not clearly understood.

Examples of good probing to achieve a complete understanding of the position: "What are the standard measurements of achievement used to determine if the job is being

performed satisfactorily?" "What would you like to see accomplished by this individual in the first six to twelve months on

the job?" "What questions do you ask during an interview to determine if the individual

is knowledgeable?" "What kind of unique experiences might an individual in the position encounter?" "How did you evaluate the job performance of the person who last held this position?” "Would you consider the person who last held the position to have performed the job

in an average, below average, or superior manner?" "Will the person in this position have budget responsibility?" "Will this person have profit and loss responsibility?" "Will this individual have the authority to hire and fire?" "What kind of advancement opportunity does your company offer an outstanding achiever in

this position?” These probing questions help give the recruiter a detailed understanding of the duties and

responsibilities of the position, as well as a better idea of what the employer considers important.

It is best to have a complete understanding of the job description before attempting to clear the service charge.

Employers have a habit of saying, "It depends on the person" when responding to compensation questions.

If you do receive this after obtaining a complete job description, simply read the requirements of performance back to the employer and ask what the person just described would earn.

An assignment can qualify only if an employer is prepared to offer an attractive compensation package and pay a fee based on the total compensation received during the first full year of employment; therefore, when qualifying the compensation package, determine:

•  The salary range the company will pay to hire. •  The top salary range that is paid to the person holding the position. •  The percentage increase over present earnings the company is prepared to offer as

an incentive to candidates to make a change. •  The timetable of projected raises and the average amount of each increase. •  The starting salary. •  Bonuses and/or other incentives. •  How and when commissions are paid and the average projected commission

earnings for the position.

Employers will often attempt to change the subject or discuss only starting salary when compensation questions are asked. Be patient and explore all facets of the entire package before clearing the fee. Because the compensation range will, to a large extent, limit the candidates who will be sold the employer's opportunity, it is important to challenge the first figures mentioned.

Testing the compensation range

A recruiter can test the employer's commitment to the dollars offered by asking if a candidate with superior credentials, making more than has been discussed, should be presented. Often the employer's response to this question will help establish a larger range of candidates the hiring authority is willing to consider. This will help expand the range of possible candidates that can be recruited.

Qualifying relocation and interviewing expenses

Once the compensation and fee are understood, it is always wise to ask questions to determine the employer's policy on relocating and paying interviewing expenses. While it is usually best to recruit candidates from the same geographical area, certain specialties or company locations require recruiting out of the employer's local market. However, relocation and interviewing expenses should always be questioned - even when it appears that candidates can be recruited from the employer's local area.

Qualifying beyond the fee

A common mistake made by recruiters is to skim over the remainder of the search assignment information after obtaining a job description and closing the fee. This can be a costly mistake, even though the information needed to identify qualified candidates has been obtained. The importance of obtaining the detailed information required for targeting a candidate population, and selling the individuals desired on considering a change, cannot be over-emphasised.

Maintaining employer respect

Equal in importance to the information itself is maintaining the employer's respect of the recruiter as a professional.

This professional respect is critical because it serves as the basis for helping the employer understand his/her role in selling the candidates presented, rather than the more familiar role of having candidates sell themselves.

One of the most obvious areas to obtain details about is the company benefits program.

Obtaining benefit program information

A complete and thorough understanding of benefits offered is not only necessary to attract highly qualified candidates, but also serves as an excellent tool to help candidates accept offers that would otherwise be refused. The common description of a benefit package as being "standard" or "excellent" is not acceptable.

Often, employers cannot furnish the required details of the benefits program. In this case, obtain as much information as possible and ask the employer to mail the company's description of the benefits program. Even if the employer is able to provide a fairly detailed breakdown of company benefits, it is still a good idea to ask for printed material explaining the program. Benefits have become a major consideration to candidates considering career changes, and the account executive's knowledge cannot be too complete about this very important area.

Because the key to attracting the best candidates depends on selling the opportunity the job represents, it is imperative that questions be asked about all of the aspects that spell opportunity to potential candidates. One very important area is information about the company itself.

Obtaining company history

Ask questions to determine where the company has been and where it is going. When exploring this area with an employer, concentrate not only on the dollar volume growth, but also the growth in the number of employees, particularly the professional staff that have the same basic discipline the employer is seeking. Ask questions about expansion plans, new products and/or state-of-the-art equipment.

Company history fact-finding questions:

1.  "Is your company's current volume a matter of public record?"

2.  "What do you see as your company's future in the industry?"

3.  "What is your company's current standing in the industry?"

4.  "How does your company's size and volume compare to where it was five years ago?"

5.  "What have been your most successful product lines?"

6.  "Will you be increasing your staff size in the next few years?"

7.  "If everything goes well, do you anticipate expanding your operation to other parts of the country or internationally?"

8.  "Are you a division of another company?"

9.  "Who are some of your best accounts?”

10.  "How large would you say your industry is right now?"

11.  "How fast is your industry growing?"

12.  "What would you consider to be your company's share of the market?"

13.  "What kind of plans does your company have to increase its market share?"

14.  "If an individual does an excellent job, what kind of advancement could he or she expect within the next three years?"

15.  "What do you consider your most promising product line?"

16.  "Who would you consider to be your best competitors?"

17.  "Do you have any plans to expand in the next five years?"

18.  "What kind of market developments do you think will have the most positive effect on your company's future?"

The information gathered from these types of questions, combined with the background information about the employer, will form the basis of the opportunity sales presentation given to potential candidates.

One will always take into consideration the person to whom he/she will be reporting when considering any job opportunity. It is important to learn as much as possible about the personal background and future of the employer. This also helps determine the best personal chemistry matches between candidates and employers.

Obtaining employer background

People usually enjoy talking about themselves. Develop probing questions that will encourage the employer to talk about his/her accomplishments, job history, contributions to the professional growth of others, educational background and outside interests.

Information about memberships in noteworthy professional and community organizations can also be helpful. Most importantly, gather information about the professional goals the employer has that could augment the goals of potential candidates.

Examples of questions to extract employer background information: 1.  "How long have you been with the company?" 2.  "Have you held other positions with the company?" 3.  "When do you anticipate being promoted?"

4.  "Why did you choose to work for this company?" 5.  "How long have you held your present position?" 6.  "How many people have you helped obtain promotions?" 7.  "What is the greatest personal satisfaction you get out of management?" 8.  "What is your personal philosophy of management?" 9.  "What do you do in the little leisure time you have available that helps you deal with the

everyday stress of your job?" 10.  "Have you groomed someone who can take over when you're promoted?”

Gathering information on the employer can build rapport, and at the same time provide

information that can help locate, sell and match candidates. If a candidate has similar interests or had experiences similar to those of the employer, the

chances of a hire are markedly increased.

Developing a "shopping list" with the employer helps qualify the employer's willingness to cooperate, but also helps define the search. This line of questioning is unique. It communicates to the employer the intent to explore all possible areas to insure that the best candidates are recruited. Employers are often not accustomed to this line of questioning. It is best to transition into this area with a good lead statement along these lines:

"I would like to explore with you the areas where I should concentrate my search efforts. In order to do this, I would like your opinion of your competitors and other companies that have people with transferable skills that relate to this position. I need to know position titles potential candidates might hold and if there is any specific individual you would like to attract to this position. I also want to know who you have talked to concerning this position so that I don't waste your time presenting candidates you've already interviewed."

The answer to this first question will not only help direct the search in a time efficient manner, but will also provide names of people who may be in the market for other position openings.

Also ask, "Did you extend any offers to the candidates you interviewed?" If the answer is “Yes", ask why the offer was turned down. If the answer is “No" ask why. Turndowns could be an early indication of unrealistic offers or problems in the hiring process. These are areas that should be cleared up before committing to a search.

The reasons for not extending offers will often provide a list of candidate "knock out factors." Either way, the answer to this question will be extremely helpful in making your search assignment decisions. When discussing candidates already interviewed, also ask:

"Is there a specific person in the industry you feel is uniquely qualified for this position who you would hire if I could interest him/her in your opportunity?”

The entire recruiting campaign could be shortened to one well-planned recruit presentation if the employer does name someone he/she has in mind. If no one is named, nothing is lost. Remember that employers pay for the recruiting expertise they do not possess.

When developing the "shopping list" with employers, ask questions that explore what companies and/or industries would be the employer's preferred sources for qualified candidates. It is good to ask the question to determine the employer's thinking--even if you know the sources. It is also important to ask what companies should be exempt from recruiting efforts to avoid causing problems with vendors and clients. Ask probing questions about possible position titles of qualified candidates when discussing sources. Job titles are not always generic in different companies. An assistant manager in one company may perform more responsible management tasks than someone with the title of manager for another company. This line of questioning will often broaden the area of search. Test the employer's thinking with a question like:

"I will be searching for someone in the position titles we have discussed. If I should happen to discover someone in a lower position with a large company who has a similar background and experience and a track record that indicates that he/she is ready to take on additional responsibilities, should I pursue the individual on your behalf?"

Employers have a tendency to describe only the perfect candidate when giving an assignment. This type of questioning will help to expand the job specifications and closely match what the employer will actually hire.

"Why you?' "Why not them?" The last of the "shopping list" questions should deal with those unique aspects

the job has to offer that other companies may not provide. These are |commonly referred to ask the "why you?" and "why not them?" questions.

Questions to gather positive information: "What would you tell a highly qualified candidate about your opportunity that would make

a job with your company unique?" "Are there any exceptional responsibilities or authority someone might have that he/she

doesn't have in his/her current position?" "Does your company sponsor any convention trips or pay for attendance at professional

seminars?" "What kind of assistance do you provide for your employees who are continuing their

education?"

Now is a good time to gather information about other companies that can prove helpful when recruiting.

Questions to gather information about other companies:

"Based on your knowledge of the industry, what can you tell me about your competitors’ problems?”

"Do you know of any management, efficiency, quality control, or blocked promotional growth that might cause employees of your competition to consider making a job change?”

Once negative information about the competition has been gathered, proceed with the conversation by asking the "dirty laundry" question. Account executives are sometimes reluctant to ask this question because they are afraid it might insult the employer. Any serious employer will recognise it as a professional question of someone experienced in the field of serious recruiting - if it is properly asked. A well-phrased question would be:

"Dirty laundry" question

"I have found that candidates sometimes turn down an opportunity to meet with a company because of a misinformed opinion about that company. They often neglect a company based more on rumor than on fact. If I know ahead of time about this type of objection, I am almost always able to set the record straight. Tell me, what rumors, true or untrue, past or present, exist in the industry that would discourage someone from joining your organisation?"

If the employer answers with negative information, ask probing questions about what is

being or has been done to correct this situation.

The only objection that cannot be overcome is the one the account executive is not prepared to answer.

Pre-close the hiring process when the employer's respect for professional search efforts has been developed. The process should be one that will take a maximum of two weeks to complete with hiring decisions that will take no longer than 24 hours. It is not unusual for employers to have established rather long, involved interviewing procedures that have probably been implemented to discourage weak, unqualified applicants and to minimise hiring mistakes.

While these procedures may work well with the normal run-of-the-mill candidates who feel they need the company more than the company needs them, it is usually unacceptable for candidates who have been recruited. Recruited candidates do not have the same needs as walk-in candidates. Recruits need to see that the employer not only can offer something better than they currently enjoy, but also see that interest demonstrated through quick offers. Recruits are likely to lose interest if decisions do not come quickly.

The best way to start establishing a fast hiring process with the employer is to identify a mandatory start date. Once this date is established, ask probing questions such as:

"What is your target date for having someone on board?”

"How long can you go before the lack of someone in this position is going to adversely affect your operation?”

"Assuming that the individual you hire will have to give the courtesy of a two week notice, how fast will we have to move in order to have someone on board to minimise the loss you are currently experiencing?"

Do not accept the common "as soon as possible" answer. An employer makes no commitment to hire quickly with this answer. "As soon as possible" could as easily mean months as days. An employer who insists on a long, drawn out hiring process does not perceive that he/she truly has an urgent need. This lack of urgency could be the reason he/she is experiencing difficulty in filling the position. A recruiter's job is to solve the employer's problem, not take on the problem. To avoid future problems, begin this phase of the hiring conversation with something like this:

"So, in order to have someone on board no later than the first of the month, I will have to begin my search immediately, assuming that the candidate will give two weeks notice. That means you will have to make the offer no later than the fourteenth. Since I already have contacts in the industry, it should take me about a week to recruit and qualify candidates. That would bring us up to the week of the fifth. What does you calendar look like for Tuesday, the eighth?"

Once the date for the first interview is set, commit to furnishing three qualified candidates and pre-close for three pre-set times for the interviews to take place. Close by asking, "How long would it take you to recognise the talent we have just been discussing?"

Very few employers will admit to not being able to recognize talent immediately. This makes it possible to assume that a decision to hire should be scheduled before the first interview takes place.

This not only enables you to hold employers to their commitments to make decisions, it also becomes invaluable in prepping and pre-closing candidates.

Do not stop with a confirmation of the hiring process; assume the authority to extend any offers. Controlling how, when, and by whom the offer is extended is an important element in ultimately controlling the placement.

When confirming the offer date, adopt an assumptive attitude and say, “So, you will have confirmed that everyone is comfortable with your decision by Wednesday morning. Then, I can inform the candidates that I will be back to them with a firm offer no later than Wednesday afternoon?”

Some employers will insist on making the offer personally. This is seldom the best idea because employers do not have the depth of insight that the account executive has in the candidate's thinking and motivation. If the employer respects the recruiter's professional expertise - expertise the employer is paying for - the employer will at least agree to pass the offer by the recruiter first in order to avoid being turned down by the candidate.

The entire placement process is based on relationships of mutual respect between the employer and the recruiter, and the candidate and recruiter. There is not enough trust to warrant full search efforts if the employer does not want the recruiter involved in the offer stage of the placement.

Reconfirm all commitments if the employer's job opening does qualify as a search assignment. Inform the employer that he/she cannot count on you to fill the position if one of the necessary elements to qualify as a search assignment is missing. However, emphasise that you recruit for similar positions every day and that if you locate candidates that another client is not interested in, you will certainly let him/her know.

Most assignments do not qualify as search assignments. Only about one out of ten meets the minimum requirements. Remember that the most important factor in successfully qualifying a search assignment is a professional attitude. Make a commitment to ask the hard questions necessary to evaluate the chances of filling the position.

With specialisation, it will become necessary to develop other qualifying questions that will help to more closely identify quality search assignments. The best public relations tool is the successful placement. Satisfied customers will come back when they realise that they have received a quality service that was not rendered by others.

Task #1

Focus on uncovering the ‘opportunity’ in every vacancy you work on. Ask your client “Why should a candidate successfully doing the same job for your competitor stop and come to work for you/your company?”

Imagine every great candidate with ‘What’s in it for me?’ tattooed on their foreheads. You must be able to answer that question fully telling them about the personal growth opportunities, structured career path, any skill development they will experience by taking your client's role.

Ask your client why they came to work for the organisation and why they continue to work there.

Task #2

Question every client hard on the problem/s they are experiencing by having their vacancy open. If appropriate, focus on the cost of NOT recruiting someone quickly (revenue loss, business lost to competitor, resources not being utilised, etc) “What’s not getting done as a result of this position being open?”

Additionally get your client to feel acute pain by asking about the ‘impact’ it is having on other people in the team/department/organisation and the ‘personal impact’ it is having on them:

“What impact is it having on the team/other people having to cover the extra workload?”

“What difficulties is it causing YOU personally?”

“How much longer can YOU cope without someone on board?”

Task #3

DRILL DOWN HARD with your client on. Ask them about salary using the following formula:

1.  What is the salary range for this position?

2.  IDEALLY what would you like to pay?

3.  What is the minimum salary you would expect to pay?

4.  What is the maximum you could pay?

Always TEST the figures by asking:

5.  If I found somebody who ticked all your criteria boxes but was currently earning £(maximum they gave you in Q4) how much HIGHER could you go?

And finally ALWAYS check that any increased.

For information on how you can work with

Roy personally click here:

http://www.royripper.com/mastery