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How are your Recruiters Selling your Organization? 10 Questions for every Business Leader

Companies often spend a lot of energy and dedication around training and developing their sales force in order to maximize sales revenues, but how about their other side of sales? The recruiting department is what sells the organization, what drives the best candidates to choose your company over the competitors. How much attention have you paid to their operations lately?

I’m very optimistic. I tend to believe that everything can be possible if enough attention and dedication are put into place to make something work. The reality is though that MOST recruiting processes are broken. Somewhere, somehow, something doesn’t work as it should.

Recruiters feel it, and candidates feel it too.

I can speak from experience: Recruiting operations are challenging. It feels like playing "Tetris" at the fastest speed. You are trying to accommodate the piece coming down as fast as possible because you know there is another one coming right behind that will need your immediate attention.

One thing I want to make sure I say right up front: Recruiters have a tough job. They have a lot on their plate and really need to move fast. If candidates were lucky enough to pass the resume screen, when they get on the phone with the recruiter, they must have the ability to captivate them in the first few seconds of the conversation. Failing to do so will ruin their chances of moving forward in the evaluation process.

The days don’t have enough hours for recruiters: They are busy, over-worked, but hopefully highly appreciated!


The recruiting process goes from the job descriptions to the way you on-board your candidates. Every step in between: Is a sales process for your future “internal clients” (employees). The competition for the best talent is fierce.

How strong is your strategy?

I’m offering here a quick rundown (through questions) of what needs to be taken into consideration to run a successful process to attract and hire the best candidates out there:

1) How are you describing the jobs? Do they seem exciting to you when you read them? What company culture are you transmitting through those descriptions?

2) What process do the candidates have to follow in order to apply? This should vary depending on the positions, so make sure that is the case. Roles that tend to be low on the applicant flow must have the simplest application steps.

​3) What’s happening after candidates are applying? This is known as the “limbo” phase. Assuming you are using an Applicant Tracking System, set it up so every candidate hears back from you. Thank them for their interest and taking the time to apply to your company, even if they don’t get hired.

​4) Do interview questions vary from interview to interview or are you all just “winging it”? Challenge the candidates and create a strategy behind the interview questions.

​5) Prepare your hiring managers to conduct professional interviews. When was the last time you sat to observe an interview? I invite you to sit in on a few throughout the next couple of weeks. You will learn a lot on what NOT to do. (I could write another whole post telling you stories about this!). Train your hiring managers. Don’t assume they know how to do it.

​6) Are you hiring the best of the best? You have to do a great job selling your company, but candidates interviewing must do an amazing job demonstrating why they would be a great addition to your team. I’m a huge promoter on companies hiring on people’s drive and attitude first. Experience second. If someone with an impressive resume interviews and their attitude does not match your company’s: Do not hire them!

​7) Are you treating every candidate that walks into your facility like a super start? Be on time for the interview, greet them with a smile, give them a tour, introduce them to a couple of people that walk by you. Have an intentional process around your candidates’ visits to the office. They must leave more excited to get a job with your company after they have visited, not disappointed to have applied.​

8) How soon are you following up? Decisions sometimes take a while. Candidates get that. After they visit the site and interview, the recruiters must stay in contact with them to keep them warm and engaged!

​9) Are you being quick to inform decisions? Let people know when they got the job and when they didn’t. Make the new hires feel welcome and that you are both lucky to “have each other”. The ones that didn’t get selected should feel appreciated for their time

10) What "1st day experience" do you provide? On-board them like if they were your most important clients. You want and need them to stay with your company for a long time at their most engaged and excited. Treat them like it’s a big deal that they joined the team and make their first day feel like one of the most important days for your company.

The recruiting process is a HUMAN process, so make it human. Ensuring you have a strong recruiting team is crucial to your how well you attract, hire and retain talent. Take good care of your recruiters! Remember they are the first voice your future team members will hear. They must sound excited and transfer the company’s culture through every email, every conversation and every interaction. Do you want to ensure you hire the best talent? Stay close to your recruiting operations.

Related: The Single Biggest Recruiting Mistake (and How to Turn Your Job Ad Into a Powerful Magnet to Attract Your Ideal Candidate)

Mariana Jaeger is a Leadership Development and Performance Success expert and has successfully trained, mentored and coached hundreds of people in her career. To learn more about Mariana, click here

Mariana Jaeger


Austin, Texas based, serving clients globally.

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