The Opportunity Cost in Not Quitting the Dead Horse Projects
–An Eleven-Part Series–
Part Eight
2024
by
Bob Marshall
November 19, 2024
11 Strategies to Eliminate “Dead Horse” Employers
by Fostering Collaboration
To eliminate the frustrations associated with “dead horse” employers, it’s essential to establish a collaborative relationship right from the start. Here are 11 strategies to help you achieve this:
- Gather Comprehensive Information
Engage in multiple discussions with the hiring manager. A personal visit may be necessary to obtain the complete information required for success.
- Implement a Grading System
Create a grading system for job orders (JOs) to prioritize those most likely to yield results. This will also help you keep track of the original requests from the hiring manager and any subsequent changes.
- Determine the Start Date
Work backwards from the desired start date to create a timeline for the interview process. Ask the hiring manager, “What is the latest date by which we need to have someone onboard to avoid negative consequences?” This “drop-dead date” will help you gauge the feasibility of the job order by factoring in the time needed for the hiring manager, candidate, and recruiter.
- Clarify the Hiring Process
Define who will be involved in the hiring process, the schedule for interviews, and the intervals between them. Having a documented plan allows for better tracking and control of the hiring process.
- Understand Interview Requirements
Find out how many candidates the hiring manager expects to interview before extending an offer. If they require six candidates, do not present only five, as this may cause delays.
- Explore Internal Transfers or Promotions
Investigate whether internal candidates have been considered for the role. It’s better to identify this early in the process than to discover it after investing significant time and resources.
- Assess Previous Interviews
Ask how many candidates have been interviewed so far. If many have already been considered without success, it may indicate challenges with the job order.
- Evaluate Offers Extended and Turned Down
Understanding the number of offers made and reasons for their rejection can provide valuable insights into the job order’s viability.
- Investigate Candidate Eliminations
Delve into why certain candidates were excluded prior to an offer. This will help you identify any persistent knockout factors.
- Determine the Budget for the Position
Clarify the financial parameters for filling the role. If the hiring manager states a salary range but has a lower budget, it can lead to complications down the line.
- Identify the Source of Funding
Engage with the person controlling the budget. This individual has the final say on expenditures and should be included in discussions from the outset.
Jamie’s Story
Once, a recruiter named Jamie was assigned a job order for a high-stakes tech position at a fast-growing startup. Eager to impress, Jamie dove straight into the process, but after a few weeks, it became apparent that the hiring manager, Mark, was difficult to reach and often vague about his expectations. Frustrated but determined, Jamie decided to implement the strategies outlined above.
First, Jamie scheduled a face-to-face meeting with Mark, where they clarified the details of the role and established a grading system for the candidates. During their conversation, Jamie learned about an internal candidate who had been overlooked due to lack of communication. Instead of proceeding with external candidates, Jamie recommended exploring this option first.
As they collaborated, Jamie discovered the urgent need for a quick hire due to a looming project deadline. By understanding the “drop-dead date,” Jamie recalibrated the timeline and ensured that both Mark and the internal candidate had sufficient time to prepare for interviews.
In the end, the internal candidate was hired within days, fulfilling the requirement and saving the company from unnecessary delays. Jamie’s proactive approach not only strengthened their relationship with Mark but also established a template for future success.
By fostering open communication and cooperation, Jamie successfully transformed a potential “dead horse” situation into a fruitful partnership, ensuring that both the company and candidates could thrive.
Next week: Part Nine – “10 Signs of a ‘Dead Horse’ Candidate”
Bob
Bob Marshall began his recruiting career over 44 years ago at MR in Reno, NV. In 1986 he established The Bob Marshall Group, International, where he has trained recruiters throughout the United States and also in the United Kingdom, Malta and Cyprus. With a dedication to executive recruiting, he continues to offer his proven training systems to individuals, firms, and private corporations both domestic and in select international territories. To learn more about his activities and descriptions of his products and services, contact him directly @770-898-5550/470-456-0386(cell); bob@themarshallplan.org; or visit his website @ www.TheMarshallPlan.org.
Bob Marshall
President
TBMG, International
247 Bryans Drive, Suite 100
McDonough, GA 30252-2513
770-898-5550
520-842-5550 (fax)