Job applicants are protected against discriminatory treatment on the grounds of sex, trans-gender status, race, disability, sexual orientation, age, religion and belief, marriage and civil partnership and maternity and pregnancy throughout the recruitment process. Despite this, when it comes to recruiting, or not recruiting a candidate, one phrase infuriates candidates and their agencies more than any other. ”Not a great cultural fit” But what does that even mean?

It has become increasingly common to hear that a candidate would not fit the culture of an organisation. But why not? And how much can you tell from an hour long interview and a psychometric test.  I have known candidates rejected on this basis but when the culture of the hiring company was questioned, the recruiting manager couldn’t give a definitive response as to what their culture was. Shouldn’t that have been paramount when going through the process of recruiting.

It also brings about another question of, is it discriminatory to not hire someone based on the current culture of the company? My experience of recruiting both as an agency recruiter and an internal one, has taught me that getting the cultural fit right between company and candidate is as important as getting the job description and person specification right, before the process starts.  As the wrong fit can see a candidate leave within weeks, costing thousands in rehires, time lost and workflow decreases.

The values of the potential employee and employer should be in tune, and should be questioned in the interview process. If the candidate has a different outlook and set of beliefs to the company then it may not work out. After all, employees leave organisations because they are not culturally in line, so it is a good idea not to go down that route in the first place if you don’t think they will work.

I think it is important to reiterate that a cultural fit does not mean that the person needs the same experience, background and beliefs as the current staff.  The point is the values have to be shared, and I would argue that values are not related to your race, creed or sex and are not things that can would be identified in an Equality and Diversity data capture sheet either. To make a gross generalisation, a volunteer working in a charity shop would probably have different values to a stock broker working in the city.

As with most HR issues the answers aren’t black and white. If a company wants to dismiss a candidate because of the cultural fit they need to be clear on the reasons why. It is not fair on a candidate to be put through an interview process and not be given an accurate breakdown of why they were not successful. Hiring companies seem to use the cultural fit example as an excuse for not thinking of reasons as to why they don’t want to take on a candidate and expect that to wash with the agencies, or the candidates themselves. There needs to be a clear view of what the candidate did or didn’t do that would mean they are not a cultural fit for the company, it doesn’t need to be pages of notes but it does need to be tangible to ensure you are not just being lazy and fobbing them off with a poor excuse.

1)Fast moving sectors for employment (ReedJobIndex, Monster Employment Index)

1.Sector
a) Public sector, defence community: 18%
b) Engineering: 13%
c): IT: 12%
d) Hospitality and tourism: 11%
e) Transport, port and logistics: 10%

2.Occupations
a) Plant and machine operators and assemblers: 11%
b) Professionals: 2%
c) Technicians and Associate Professionals: 1%

3.Region
a) Midlands: 15%
b) North England: 2%
c) East Anglia: 1%

2) Negatively affected sectors (ReedJobIndex, Monster Employment Index)

1.Sector
a) Production, Manufacturing, Maintenance, Repair: -5%
b) Environment, Architecture and Urbanism: -7%
c) Legal: -9%
d) Management and Consulting: -9%
e) Arts, Entertainment, Sports and Leisure: -10%

2.Occupation
a) Service and sales workers: -7%
b): Managers: -8%
c) Elementary occupations: -27%

3.Regions
a) Scotland: -6%
b) Northers Ireland: -7%
c) Wales: -7%

3) Recruitment and Salary intentions (Reed Job Index, ONS)

a) 6% fall in job opportunities compared to March 2012

b) Salaries for new jobs are 1% lower than they were in December 2009

c) Total pay (including bonuses) rose by 1.1%, down 0.2% on the three months to January 2012. Regular pay (excluding bonuses) rose by 1.6% on a year earlier, unchanged on the three months to January 2012. Bonus payments were lower in January and February 2012 than in the first two months of 2011, particularly in the finance and business services sector.

4) Unemployment (XpertHR, British Chamber of Commerce, Institute for Public Policy Research)

a) The employment rate for those aged from 16 to 64 was 70.4%, up 0.1 on the quarter. There were 29.17 million people in employment aged 16 and over, up 53,000 on the quarter.

b) The unemployment rate was 8.3% of the economically active population, down 0.1%  on the quarter. There were 2.65 million unemployed people, down 35,000 on the quarter. This is the first quarterly fall in unemployment since the three months to May 2011.

c) The inactivity rate for those aged from 16 to 64 was 23.1%, down 0.1% on the quarter. There were 9.27 million economically inactive people aged from 16 to 64, down 25,000 on the quarter.

d) An expected jobless rate of 41% among 16 and 17 year olds by Q1 2013, and 23% of 18 to 24 year olds out of
work by Q2 2012.

5) Permanent and Temp/Contract (REC)

a) Permanent placements increase further continuing in the trend since January 2012 but temp billings show slight falls

b) Permanent staff availability down slightly, weaker rise in temp availability

c) Permanent salaries remained stagnant, but temp salaries rose slightly

Is there any other data that you’d like to see in our next data round-up?

When you speak to most in-house recruiters they will tell you that their day to day concerns are time to hire and cost of hire. These are not strategic recruitment objectives however – they are just a reaction to the demands of the business to fill seats and do it at the lowest possible cost.

So what is strategic recruiting? It’s probably best summarised as “using recruitment to deliver business objectives”. I am arguing that although reducing cost of hire should increase profit and satisfy the key objective of most companies (which is to deliver returns to shareholders) in fact it could be reducing long-term returns if the people hired are not the right fit.

The cost of mis-hires has been calculated variously at anywhere from four to fourteen times the base-salary- compared to which any recruitment cost pales into insignificance.

The starting point for a recruitment strategy has to be the business objectives, and using these to determine what candidates are most likely to fulfil these objectives. For example if your company prides itself on customer service, you need to hire people that have those skills not just in customer service roles, but also in support roles – so they provide excellent service to their internal customers and the company lives and breathes the customer service ideal.

So the objectives drive your definition of what a great hire looks like for your organisation – which should be different to what would make a great hire for another company, or even your competitors.  A good strategy gives you a point of differentiation from the other players in the market – and this should be reflected in your employer brand and your employee value proposition (which is the rewards and benefits employers can offer an employee in return for his productivity).

A good strategy has to be measurable: otherwise there is no way of knowing if you are achieving it or not. I suspect this is the reason why cost of hire and time to hire are so commonly key objectives for recruitment departments. They are easily measured, and what is measured is generally what is managed.  I’m not saying they shouldn’t be measured, but they are secondary concerns. Make sure you are hiring the people that will deliver your objectives first, that they fit your company’s definition of ‘great’. Then make sure you are delivering that at the lowest possible cost, and at the greatest possible speed.

So what can you measure? Some of the key things that would show you are doing a good job would be performance reviews, retention rates, and employee satisfaction. If you are not being measured on these factors, get the data and report it. If you get managed on what is measured, you can influence your objectives by controlling the information you report.

1. “Please don’t misconstrue my 14 jobs as ‘job-hopping’. I have never quit a job.”

2.“Qualifications: Twin sister has accounting degree.”

3. “Hobbies/Interests: art, music, surfing the net, collecting Happy Meal toys”

4. “I have developed a healthy work-life balance” – on a CV which lists just one part-time job

5. “Two years as a blackjack and baccarat dealer. Strong emphasis on customer relations – a constant challenge considering how much money people lose and how angry they can get.”

6. “It’s best for employers that I do not work with people.”

7. “Please call me after 5:30 because I am self-employed and my employer does not know I am looking for another job.”

8. “Reason for leaving previous position: Responsibility makes me nervous.”

9. “Target Position: Missionary”

10. “My mediocre grades do not reflect my true abilities and standards…My goal in life is to win the Nobel peace prize…Skills: bleaching, pot washing, window cleaning, mopping etc”

Can you think of any more ?

The ownership of candidates is key in the recruitment process, from both the employers and the recruiter’s side. Far too many times discrepancies arise over the ownership of candidates ultimately resulting in arguments over fees.

Normally I would expect the agency who has sent the candidate first to own the candidate, but all too often candidates are submitted to jobs without their knowledge, and this, in my opinion should not mean ownership of the candidate. All companies can do to prevent this is to ensure they are working with reputable agencies that adhere to good practice guidelines .  When a company expects its agencies to do a thorough job of headhunting quality candidates, interviewing face to face and doing a proper assessment, is it fair if they then give ownership of the candidate to someone that has circumnavigated this process and just submitted the CV after having downloaded it from a CV database?

There is also the other occasion when an employer has a candidate’s CV on record and is therefore not liable to pay fees to the recruiter who has potentially submitted the candidate most recently for a new position.

If a CV is on record but the candidate is not being considered for the position until they have been submitted by the recruiter, does the recruiter still deserves the fee? The recruiter has done the hard work of candidate identification and getting them interested in applying, surely they deserve the fee. Bringing the candidate to the attention of the employer is the important thing here and if that is due to the resubmission of the CV by a recruiter then they should be paid the fees if that candidate is successful in gaining employment.

What is a fair period of ownership? The tightest definition is that the candidate is only owned for the specific role they are submitted for, and only while that job is open. Large companies may be able to impose these terms on their suppliers, smaller companies will find it harder. At the other end of the spectrum, I don’t feel you should have terms of more than 6 months ownership.

Without a sophisticated applicant tracking system it will require good administration from HR and also recruiters to play by the rules however employers can certainly help to avoid any preventable problems by having a standard set of terms that you send to all agencies (especially those submitting unsolicited CVs) that includes clauses on candidate ownership. This avoids the case where you are assumed to have agreed to an agency’s terms which they sent when they submitted an unsolicited CV.

The agent warrants that their recruitment services will be performed in a professional manner consistent with industry and TalentPuzzle standards. If TalentPuzzle is informed of poor standards and notifies the agent explaining the nature and reason for the warning, then the agent will be required to urgently correct their level of services in order to comply with best practice standards outlined below.

TalentPuzzle profile

1. Agents must complete their profile before they engage on any vacancy.
2. The agent’s profile should include up to date contact details and link to the company website as well as a company logo/ consultant photo.
3. The profile should showcase the agents’ capabilities. Focusing solely on the industry sectors the agent operates in.

Engagement

1. Agents should only seek to engage on vacancies where they have the expertise and remit to submit ‘quality’ CVs.
2. Engagement requests must be tailored to the client and specific job and be accurately drafted (guidance on what should be included in an engagement request is outlined in the table below).

1. Once engaged it is the agents responsibility to make contact with the client. (TalentPuzzle recommends a meeting where possible).
2. The agent must keep the client abreast of any changes in circumstances that will/have affect an agent’s ability to send suitable CVs.
3. If the agent is not able to source candidates they should request to be disengaged on the role.

CVs

1. Only CVs that fit the job specification can be submitted onto the marketplace.
2. Agencies should aim to send CVs within the first 48 hours of being engaged in the role. If this is not possible the client should be contacted to provide an update.
3. Spamming CVs is not permitted. TalentPuzzle advises only sending quality CVs as the agents’ rating will be affected impacting on their ability to be engaged.
4. The format of the CV must be checked. It is advisable that recruiters advise their candidates on CV best practice.
5. Agencies should put the name of their agency on the CV and save it in a standard format name (TP/Candidate/Agency).

Candidate Management

1. All candidates (where possible) should be met by the agent.
2. The agent must provide the client with a full breakdown of salary details and expectations, rationale for move and an overview of their career history.
3. The agent must have the express consent of the candidate before their details are submitted for a vacancy.
4. Interviews should be confirmed with the candidate on the day of the interview.
5. The candidate should be fully briefed by the agent before an interview (location, interviewers’ name, format of the interview etc).
6. After interview the agent should relay the candidates’ feedback to the client by the close of play on the same day.

When it comes to dealing with agencies, I am sure that everyone reading this has at one point had a bad experience: Whether it is being personally driven to insanity by cold calls or having hiring managers inundated with unsolicited CV’s.

Now having personally survived a three year baptism of fire in the recruitment agency workplace, I’m pretty sure I can offer you some vital tips to help you best work with recruiters.

Recruiters will always test their luck

As a recruiter not only do you have the tenacity to make hundreds of cold calls a day but you also have a Sales Manager on your back with KPI’s to meet.  The ruthless nature in the agency world means recruiters must be seen on a daily basis to be pushing boundaries and doing whatever it takes to make deals happen. From the start of a recruitment consultants first phone call you are trained to ignore the words “don’t speak to hiring managers” and “we have a PSL” . From recruiters point of view if you don’t try to sell CV’s directly to hiring managers then another recruiter will. If you expect the rules will be broken from the start then they will. Let them know how you want to operate and warn them of the consequences.

No manager contact = no manager contact.

·      Recruiters are trained to push boundaries so set the ground rules early.

Recruiters are salesman not techies

Now upon deciding your chosen recruiters remember that they are predominantly hardworking salesmen not technical geniuses. On a daily basis they will be required to not only sell their services to employers but also to sell the role to prospective employers. Be as honest and open as possible about the role in question. The more informed the agencies are, the better CV’s you will receive. When you release a new role to your PSL ensure that you promote communication with your agencies. Talk with your agencies and let them know what you will personally be looking for. Include relevant companies to target, relevant industries and specific skillsets which will get the candidates an interview.

·         Make sure they understand the role and not just the “buzz words”.

Simply relying on a job specification is not enough

Too many times clients send out an out of date or generic job spec without the exact specifications on the role. Agencies will then rush out with a general idea of the role and attempt to submit every candidate who could potentially be a good fit until the late hours of the evening.  This can lead to a huge waste of time for the agencies, the employee and yourself looking at CV’s that aren’t quite the right fit or just miss the spot.

·         Be tough with hiring managers and make sure they understand the value in spending the required time informing you of the requirements of the role.

Recruitment is a two way process

Remember it is the recruiters who will do all of the legwork, compiling through CV’s, Screening and interviewing candidates,  coordinating interviews and dealing with all the bad candidates. The best agencies tend to be very experienced in their chosen industry. Albeit they may all promise to experts in the field nonetheless many agencies will have suggestions in relation to your situation that could save you a lot of time and make your position simpler. After dealing with hundreds of placements over the years great recruiters have a sixth sense for the right candidate. Sometimes when the hiring manager doesn’t quite know what they are looking for:  an agency will.

·   Listen to your Agencies

Agencies can be worth the cost

In the past every agencies unique selling point was the depth and strength of their candidate database.  Obviously this has taken a huge hit with the uprising of social media, job boards and LinkedIn but the agency still has the best chances of reaching top candidates over direct sourcing. Most agencies market to candidates 24/7 through mailing lists, constant referrals, direct advertising and a general KPI of agents to update the database resulting in an incredible pool of applicants. If you want the best candidates and the competitive edge in the market then using agencies is easily justifiable.

In almost every instance, using an agency can save you a lot of time, hassle , allow you to reach the top candidates and even save money…but only if you use them right!

When I was running my first company there was one thing that made me really angry. That was when hiring managers approached recruitment with the attitude that candidates were bound to be grateful to get offered a job, so all they had to do was make them jump over hurdles and decide if they wanted to hire them.

This attitude also manifested itself in other ways. They would regard recruitment as a chore and take their time reviewing CVs and getting candidates in for interviews. They would set big gaps between the first and second interviews.The interviews would be all about the candidate and very little about us.

If you want to hire mediocre talent, this is no problem. But the best talent isn’t on the market long and they have plenty of other options – so selling your company is as important as assessing if they are right for you.

The process we followed was an initial interview as a get to know each other, 50% of that meeting would be about them, 50% about us. The 50% about us gave our company history, current strategy, in-depth run through of the role, and mapped what we could offer them onto what we knew about what they wanted from their career from when we talked about them.

We then moved to final interview stage quickly (2-3 days). The final interview would always contain a practical element, usually either a written report or presentation (or both) and this really would be about making them jump through hoops – we’d be very clear that we liked them and wanted from the first interview, but we were equally clear that they had to do an excellent job of the presentation to get offered the job. Candidates that feel they have had to fight to get the job feel more valued when they are offered it and are more likely to accept.

At the end of the presentation interview, we’d go in-depth into their decision making process: what other jobs have they applied for? What stage interview are they at? What are the pros and cons of that job? Is there anything they are offering that we are not, and how important are those factors for them?

You can influence someone much more before they make a decision, and it’s very hard to change it after. Don’t let them turn down your offer and then try to make a counter-offer to get them.

We’d then make the offer ASAP after the interview, generally the same day, and in person over the phone. Many people worry that this looks desperate, but that’s why you have to sell your company well, be clear that you have very high standards, and make them jump through hoops.

Most of us spend a lot of  time at work, so it seemed sensible to make the most of that time. Here’s our list of time-saving tips that might be useful. If you have a to-do list that’s a mile long here’s what you can do:

1) Screen cold calls from agencies more effectively.

We cannot stress enough how important it is to screen cold calls. A person whose job is to make cold calls for business development makes an average of 75 cold calls in an 8-hour working day, according to a survey by Quora. But for the other person at the other end of the line (you!), it might be 75 unsolicited calls that might come your way.

TalentPuzzle created a survey to which 83 in-house recruiters responded. We asked what was the biggest drain on their time, and when we saw the results, we weren’t that surprised. Top of their list was the dreaded cold call that everyone in HR with an up-to-date LinkedIn profile has received. 45.8% said that as much as 25% of the working week can be lost to cold calling.

So how do you screen cold calls? Forums and websites about getting rid of these unwanted frustrations include obvious responses from the classic: “can you put that in an email, thank you very much!”, to simply hanging up, or telling them (or have them told) that you’re not interested for the moment, but you would keep them in mind if you did ever find the need to require their services.

But cold callers are trained to deal with these objections, and yes, we’ve come across them too. Let’s remember in all this that it is their job after all, and the only reason that they’re calling you is because that’s their way of making a living. Also, they are people, and there’s no need to be rude.  To read our blog on how to deflect these, see “How to deal with cold calls from agencies”.

Really fed up? Have your company register with the TPS (Telephone Preference Service), and state your preferences to not receive unsolicited sales or marketing calls.

2) Use data – know which channels deliver the most relevant candidates by tracking all your stats and eliminating sources that deliver too many irrelevant applications.

As a HR professional, you cover a wide array of tasks in your daily routine.

In fact, HR practice doesn’t consist of a unique function or activity, but rather a huge network of them. Click here for a good overview on some of them.  Recruiting involves part of your tasks, and can often seem to be one of the most tedious of them, the goal being to find a suitable person to represent the vacant role.

Indeed, scanning shortlists of candidates sent to you by more-often than not, a multitude of sources, takes up valuable time. Most of this time, whether you realise it or not, is wasted through fishing out unsuitable candidates and dealing with the unproductive agencies who deliver the unbefitting candidate lists.

The evident solution to this issue is for in-house recruiters to use data. You need to find a way to analyse the productivity of agencies you use, and find out who among them deliver the most relevant candidates, and those who should be eliminated altogether from the recruitment process.

3) Create templates.

HR professionals deal with an immense quantity of queries and requests, and responding to each question individually takes up time. Some of these queries are often answered more than once.

Formatting documents so they look professional and attractive can be tedious. Choosing the appropriate typefaces for headlines, body and other elements in the document is a time consuming task. You have all had to respond to the same kind of email, or write up a similar document to the one you wrote in the past, changing maybe a few details throughout. Fortunately though, if the document you are using is one that is commonly used in your business or something that you use frequently, there is the magic of templates.

Create a list of templates to use for responding to different types of queries. And in addition to saving you time, it will avoid you from making mistakes, and make your documentation reliable, manageable and effective.

4) Think “If this was the only email I could send this person, how can I make sure I only need one response?”

We don’t really realize how much time is stolen from our schedule because of small mistakes we tend to forget about so easily.

The key and solution to this problem, is to take one extra minute before clicking the ‘send’ button. Be straightforward, clear and concise. Make sure there is no room for any misunderstandings, and that the receiver of the email, has all the information he or she needs to avoid sending you an email back asking for clarification.

Think “if this person was unable to contact me again, will my email tell them everything they need to know”

5) Have a daily written plan

How people use their time is what separates the quality of life among different people. Those who use it well, find that they are overall more productive. Those who have trouble managing their time, tend to find themselves in a more unproductive situation.

To maximise the use of your time, you need to be organized. As a HR professional, you contribute your expertise to various parts of the company. Sometimes more hours are needed than are available in a 24 hour day, and managing your time and the tasks you take on is one of the most valuable things you can do.

Have a daily written plan or to-do list.  Classic, we know, but effective.  Some might argue that 5 minutes spent in the beginning of your day to plan, can save your day: Check out this article from Day Timer’s blog.

We suggest limiting yourself to accomplish six tasks each day. Long lists are never accomplished or completed, and there is a negative psychological impact to not finishing your list, whereas there is an enormous psychological boost to ticking off the last item on your list, and completing your objectives for the day.

6) Chunk up tasks

Multitasking is a great way to accomplish numerous tasks within a short space of time. But what we don’t recognize is the fact that we’re not really ‘taking on multiple tasks’.

What is actually happening is that we are undertaking one task, before switching over our mindset and  trying to accomplish another task, and then going back to our first task again. By “multi-tasking”, we are technically doing things in sequence, all in all spending more time doing each task, than if we had just finished one task and then started up the other one separately.

The solution to this would be to use a concept we call chunking.

Chunking consists of breaking up your tasks into small, but manageable activities. It is a way to avoid an all-or-nothing approach, and a great way to simplify a complex or overwhelming task. Taking a single task, and setting aside a quantity of time to work on the task, without distractions actually saves a lot of time.

We suggest to start small, in order for you to get the hang of it. Dedicate a time frame in which you decide to work on a report you have to do. Ignore any other activity, task or distraction while doing it. Make all phone calls into one batch, do all your errands at once. You’ll be able to focus better on the important tasks.

As always, understand though, that you will always, as any professional, come across urgent matters that will inevitably distract you. For that, we can only suggest posting a sign outside your office marked: “Working genius is busy”. If you’re interested in finding more about chunking, click here for a great article on the subject.

7) Limit access to email

You’re probably glued to your email account, and check your emails religiously. Do you tend to stop what you’re doing, read your email, and re-start what you were doing, every time you get a new email?

There are some who would call it a curse, as the habit of going back and forth between emails and tasks takes up valuable time.

In fact, an average business user responds to over 100 emails daily. A study by Atos estimates that many employees spend 15-20 hours every week checking email, of which only 15% are useful. As the goal of our blog post is to help you save time, we would suggest probably the most simple and obvious time-saving tip of all. Simply limit access to your emails.

Reading emails in the beginning of each hour, and then ignoring them until the beginning of the next hour would be a great example, which even the most addicted email-checkers could easily undertake. On the more extreme level, some would suggest giving up a timeframe once or twice during the day, in which to check the inbox folder. All emails coming in after that timeframe, will be dealt with the next day.

8 ) Make sure meetings are necessary and can’t be done over email/phone/without you.

Part of working life involves having to attend discussions, and taking part in meetings with colleagues and peers. Setting aside time to attend the meeting, and time spent on travelling to the meeting, is time we could all do less with.

According to a Microsoft survey, employees globally spend an average of 5.6 hours a week in meetings. 69 percent of participants feel that these meetings are unproductive and unnecessary.

Not all meetings are a waste of time, but many are. If you spend a  lot of time in meetings, but would rather be doing your actual work instead of listening to other people talk about issues they could have sent over in an email, see if you can get out of those meetings.

How do you dodge (or if being politically correct -avoid) meetings? The answer is twofold.

First, determine if the meeting you are booked in for is absolutely necessary.

Second, if point one fails, whether it can be done without you being physically present.

The key to both of these is insisting on a proper agenda prior to the meeting. If you can’t add anything, or if you can respond in writing, you can save huge amounts of time. Sometimes just asking for the agenda makes the person realise it is not worth attending the meeting, and canceling it. Sending a few emails back and forth, speaking over the phone for a couple minutes can sometimes do wonders with saving your time.

9) 80/20.

The Pareto principle, known to some as the 80/20 rule, is a concept where the main idea lies in the fact that 80% of the effects are a direct result from 20% of the cause. Put in another way, 80% of the results or typical person’s success comes from 20% of the effort made by the person’s activities.

With little time on hand and a mountain of work to complete, HR professionals should use the 80/20 rule as a guiding principle, getting 80% of their candidates from 20% of the tools and processes of recruiting.

The lesson to be learnt here is that it is vital to understand and be aware of how much time is spent on productive tasks that contribute directly to the results you want, in order to cut out the time spent on unproductive activities. Cutting out the people who deliver unproductive results in your recruitment process, and keeping those that deliver the productive results, is key to success.

10) When writing top ten lists, only write 9 points – a simple way of saving 10% of your time.

Whilst the above may help you find ‘The One’ you should ensure they deliver by stating realistic expectations from the start. Be as helpful as you can. You can’t expect the world from your recruiter if you don’t give them the tools to work with. Communicate regularly, provide detailed job specs and give detailed feedback on candidates (both good and bad ones).

Successful recruitment campaigns are not just about finding a good recruiter. It is as much about establishing good recruitment relationships and that is a two way process.