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Survey: Over 50% of Recruiters Earning More in 2013



We recently posed a question to the Top Echelon Network Membership in the form of a survey in the Members' Area.

That question was as follows:

How does your overall "cash-in" through three quarters of 2013 compare to this point last year?


The choice of answers that were offered is listed below, along with the percentage of recruiters that selected each one:

  • Up more than 20% — 30.4%
  • Up 1% to 20% — 20.3%
  • The same — 17.4%
  • Down 1% to 20% — 10.1%
  • Down more than 20% — 21.7%


recruiter surveysThe good news is that 50.7% of the survey participants have earned more money to this point in the year, as compared to 2012.  In fact, 30.4% have experienced an increase of “more than 20%,” a substantial amount.

While 17.4% are “the same” as 2012, a little over 30% have experienced a decrease in their “cash-in” billings since last year, including 21.7% who are “down more than 20%.”

While the results vary, more recruiters are enjoying an increase in billings than are experiencing a decrease.  Taking into account the uncertain course of the nation's recovery and seemingly fragile nature of the economy, that has to be considered good news.


How are YOUR billings so far this year?  Are you ahead of 2012?  Or behind?  Will you reach your production goals for the year?

Tools to Help Recruiters Manage Their Email


By TODD BOSSLER, IT Manager at Top Echelon

Todd BosslerTECH TREND: People receive a “stupid” amount of email these days.  In fact, according to the article below, workers receive an average of 15,000 messages per year and spend 13 hours each business week emailing.  As a recruiter, you live in email every day.  What can you do to not get overwhelmed and miss and opportunity to make a placement?

ARTICLE: “4 Tools to Better Manage Your Email” via

ANALYSIS: The article breaks down four email tools:

  1. Boomerang
  2. Rapportive (which is owned by LinkedIn)
  3. Inky
  4. Zoomin

The article also explains what they do, rates how well they perform, with which email clients they work, and how much they cost (if anything).

All four have applications for recruiters, especially if you want to make sure that you don’t miss an email from a client or candidate and that you respond to important emails as quickly as possible.  However, as with anything, personal preference plays a role, so it makes sense to try out the tools if you have time (especially the free ones) to see if they fit your tastes and the way you like to work.

The article also provides three tips for making email more efficient.

FEEDBACK: Do you use any of the email tools listed above?  If so, which ones and how well have they worked for you?  Do you use other tools for managing email?  Do you feel like you have no control over email and it’s overwhelming you?  Please comment below.


3 Steps to Help Prepare for 2014 (It's Not Too Early!)


Article courtesy of TOP ECHELON

We’re now in the fourth quarter of 2013.  Should you already be preparing for next year?  Of course you should!

To help do just that, we’ve enlisted the help of recruitment trainer Jon Bartos of Trustaff.  According to Bartos, there are three steps that recruiters should take to adequately prepare for 2014:

Recruitment Trainer Jon BartosStep #1—Take a good, hard look at the processes on your desk.

The effectiveness of those processes will ultimately determine how successful you are next year.

“Recruiters really have to fine-tune their processes,” said Bartos.  “They have to fine-tune their sourcing process, their recruiting process, every process they have.  They should evaluate what worked this year and what didn’t work.”

Step #2—Improve your skills.

The status quo just won’t cut it, especially in this economy.

“Recruiters should identify and acquire the skill sets they need,” said Bartos.  “They should invest in the appropriate training and work toward improving themselves.  They need to evaluate themselves and get better at what they’re doing.”

Step #3—Set realistic goals.

"Recruiters need to determine what they want to achieve and what they’re willing to achieve,” said Bartos.  “This is a different marketplace than it was three years ago.  It’s a little better than it was a year and a half ago, but it’s still not what it was."

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Jon Bartos
is a leading trainer for the recruitment industry.  Visit his “Talent Wins” website at, and be sure to check out his library of free information for recruiters.

5 Steps for Reviewing (and Increasing) Your Production



Recruiting Trainer Barb Bruno, CPC/CTSThe following steps are a few of the subtle changes that will help you to renew:

Step #1—Write down 10 non-negotiable goals and dated action items.

You will only attain a higher level of success for your reasons . . . no one else’s!

•  Set goals in all aspects of your life.
•  Include dated action items.
•  Post the goals where you can see them as you work your desk.
•  Highlight the action items as you achieve them.

Step #2—Determine small rewards and consequences.

•  If you attain your goals, reward yourself, don’t just pay bills.
•  If you don’t attain goals, give something up.
•  Determine in advance and share with your co-workers.
•  Add unattained goals to future months' production.

Step #3—Track your stats and ratios (all rainmakers do).

•  You can then focus on the daily results you need to consistently hit or surpass goals.

Step #4—Consistently increase your number of send-outs.

•  Your job is to get your candidates in front of hiring authorities every day.
•  Definition of Send-Out = Candidate in Front of Hiring Authority (first interview).

Step #5—Get organized!

•  Clean out what is on, in, and around your desk.
•  Prosperity is not attracted to disorganization.

Step #6—Conduct a weekly review.

•  What did you do right?  (Do more of those activities.)
•  What wasted your time?  (Stop doing those things immediately.)
•  What new idea to implement next week?

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Barb Bruno, CPC/CTS, a guest writer for the Top Echelon Recruiter Training Blog, is one of the most trusted speakers, trainers, and experts in the recruitment and staffing profession.  If you'd like to contact Bruno to schedule a free demo of her Top Producer Tutor Web-based recruiter training course, call (219) 663-9609 or send an email to

A Hiring Process MUST Accomplish These 2 Objectives



Recruiter Trainer Terry Petra"As a general rule, you should assume that time is always against you when you're trying to make a deal—any kind of deal."

Robert J. Ringer, author

These words are as true today as they were when Mr. Ringer wrote them in his best-selling 1973 book, Winning Through Intimidation.

I receive calls daily from recruiters who want to know how they can get their clients to move with a greater sense of urgency throughout the hiring process.  Companies have to move quickly if they hope to successfully compete for the most sought-after talent.

As one recruiter stated, employers fit into one of two categories: "the quick . . . or the dead."

As important as it is to move with a sense of urgency, employee selection should not be undertaken at the expense of a properly focused evaluation process.  If this occurs, the hiring process will be compromised and desired outcomes may not be achieved.

Nevertheless, timing is everything.  If the hiring process moves too slowly, the candidate may lose interest or pursue other alternatives.  On the other hand, if the hiring process moves too quickly, the candidate may not be ready to accept an offer and in fact, could turn it down because they feel pressured to make a premature decision.


Your client cannot hire someone who does not want to accept their offer.

Therefore, a properly structured hiring process must accomplish a minimum of two objectives:

First, it must execute a balanced evaluation component that accurately measures the candidate's capability to do the job, willingness to do the job, and ability to positively interface with management, peers, and subordinates.

Second, it must build within the candidate a strong interest and willingness to become part of the organization.

The greatest likelihood of your client gaining an acceptance to their offer is for them to extend the offer at that point in the hiring process where the candidate's interest is at its peak.

However, this should only be attempted if the evaluation component of the process has been completed.

-- -- --

Recruitment trainer Terry Petra, CPC/CTS is president of Professional Services Consultants, a Minnesota-based search, contract staffing, consulting, and recruiter training company.  He provides a full range of training and consulting services focused on the needs of the staffing and recruiting industry.  For a full review of his products and services, visit his website or call 651.738.8561.

Do You Work with the Top 9 Most Popular Six-Figure Jobs?


By DREA CODISPOTI, CPC/CERS, Membership Development Coordinator at Top Echelon

Drea CodispotiWhen it comes to earning handsome placement fees, recruiters know they need to place candidates in a managerial position that’s difficult to fill and that commands a hefty starting salary.

What’s the definition of a “hefty starting salary”?  I think everyone would agree that over $100,000 per year is a good place to start.

With that in mind, 24/7 Wall Street recently reviewed occupations that boast a median annual salary of more than $100,000 and that employ the most people.  Before we run down the list, keep in mind that NOT all of the occupations on this list are growing, which means there might be a smaller pool of candidates available to fill the same (or greater ) number of open positions.

Which, of course, means one thing: more placement opportunities!

So, without further adieu, below is a list of the nine most popular six-figure jobs in the United States (along with their median annual salary):

9. Family and General Practitioners ($172,020)

8. Marketing Managers ($119,480)

7. Architectural and Engineering Managers ($124,870)

6. Chief Executives (168,140)

5. Pharmacists ($116,670)

4. Computer and Information Systems Managers ($120,950)

3. Sales Managers ($105,260)

2. Financial Managers ($109,740)

1. Lawyers ($113,530)

Click here for a USA Today article containing more information about this study.

Do you place candidates in any of these positions?  If so, have you seen more job orders this year in these areas?

From what you’ve been experiencing, are the results of this study accurate?

Recruiters, Identify THIS and Make More Placements!



Recruiting Trainer Barb BrunoUtilize percentages when you're interviewing your candidates.  Find out how much of their time is spent using specific skills or completing certain tasks.

Understand that a certain task of their current job may represent fifty percent (50%) of their time, but is a task they enjoy the least.  This is a task they don’t want as part of their next job.

This is why it’s important to understand what percentage of their time they want to do specific tasks in their next job.  If you do not use percentages, you will experience a no-show or no-start because the opportunity you're presenting reflects their current job . . . and that's NOT what they want to do in their next job.

One of the biggest mistakes made by most recruiters is that they assume they have a match, since the candidate is currently doing what the client wants in the job description.

Often the reason someone is making a change is that there's one part of their current job that they don’t enjoy.  It's your responsibility to identify exactly what they want to do in their next job.

Also use percentages when writing job orders or contracts.  If you make split placements, this will help you and your split partners understand the duties and responsibilities clearly, so they can present better matches and you can close more deals.

Percentages take the guesswork out of matching and will enhance your level of success.

-- -- --

Barb Bruno, CPC/CTS, a guest writer for the Top Echelon Recruiter Training Blog, is one of the most trusted speakers, trainers, and experts in the recruiting and staffing profession.  If you'd like to contact Bruno to schedule a free demo of her "Top Producer Tutor" Web-based recruiter training course, call 219.663.9609 or send an email to

The 3 Things That Companies Value MOST from Recruiters



Recruiter Trainer Terry PetraHow many times in the last five years have you heard someone use the term "value add"?  Too numerous to count?  Perhaps.

On a daily basis, I receive calls and emails from owners, managers, and producers who, faced with increased challenges in their marketplace, are looking for an advantage, an edge over the competition.  They are trying to come up with a "value add" that will make them the number-one option when their clients have a need.

The concept of "value add," providing something of value that goes above and beyond what is expected, certainly has merit.  However, in many recruitment and staffing firms, the search for "value add" has distorted their view of reality.  Fact be known (and it should be known) most companies that are serviced by recruitment and staffing firms would trade "value add" for "just deliver what you promise."

For most companies in this high-demand marketplace, good people are difficult to find, hard to attract, and many times even harder to retain.  "Value add" has little relevance for them if you cannot deliver good people, on time, every time.

Consider the three factors to which your clients attach the highest value:

First, and most importantly, they attach the highest value on your ability to identify, approach, attract, and deliver qualified employees for their organization.

Second, once the individuals you have delivered have been hired or assigned, they must perform the essential job functions at or above the criteria that define success for the position.

Third, if you have delivered the proper employees to their organization, your clients should be able to retain them for an extended period of time.

For your clients, these should be more than factors, they should be expectations.

As the management guru Peter Drucker has stated:

"The most important decisions an executive (manager, supervisor) makes are decisions about people because those decisions will ultimately determine the performance capacity of the organization."

Of these ". . . decisions about people . . ." the most important one is the hiring decision.  Depending upon which survey or expert you reference, success in management is 70% to 90% the result of hiring the right people.  If the right people are hired, they will perform well in the position since they are matched properly to the company and the job.  Also, the likelihood of a long-term employment relationship dramatically increases.

Therefore, if you can consistently enhance your clients' ability to make good hiring decisions, you can say, "The heck with value add, we deliver."  However, in order to "deliver," you must do more than just match candidate qualifications to client selection criteria.

If you have any questions or comments, feel free to post them below.  Your inquires are always welcome.

-- -- --

Recruitment trainer Terry Petra, CPC/CTS is president of Professional Services Consultants, a Minnesota-based search, contract staffing, consulting, and recruiter training company.  He provides a full range of training and consulting services focused on the needs of the staffing and recruiting industry.  For a full review of his products and services, visit his website or call 651.738.8561.

2 QUICK Recruiting Tips for Better Marketing



Recruitment Trainer Gary StaubleBelow are quick two marketing tips that have come up in conversations with people recently:

1. When you want to reboot a dormant client, if you have enjoyed working with them in the past, write a positive recommendation for them on their LinkedIn profile.

People LOVE getting public praise and this will endear you to them IF it’s sincere praise (and not fake flattery).  Post the recommendation and wait a week.  Most likely, they’ll contact you, but if not, you can now contact them and you’ll likely find that they’re happy to hear from you.

2. Do you hate cold calling? If so, you need to find another way get in touch with prospects.

One method for doing this is to move reference checks from the back of your process to the front of your process.  This gets you on the phone with decision makers in a non-selling capacity and gives you the ability to display your professionalism.

The key to turning this into a discussion about them is to first display a thoughtful, in-depth reference check process.  Be sure to get a reference release form signed by your candidates if you’re going to do this, one that states you do reference checks on the front end as part of your evaluation process.

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Gary Stauble, a guest writer for the Top Echelon Recruiter Training Blog, is the principal consultant for The Recruiting Lab, a coaching company that assists firm owners and solo recruiters in generating more profit in less time.  For more information or to schedule a complimentary coaching session, visit or call 408.849.4756.

Recruiter Fee Agreement: Vigilance + Verbiage = Collection



Allen, the world's leading placement lawyer, has collected more placement fees, litigated more trade secret cases, and assisted more placement practitioners than anyone else.  He’s also the author of 24 books and a regular columnist for The Fordyce Letter, one of the leading publications in the recruiting industry.
Recruitment Trainer Jeff Allen
Below is Allen's latest collection tip for recruiters:

What the Client Says:

"We hired the candidate at a lower starting salary."

How the Client Pays:

The victim of this is the salesperson placer.  Since the candidate's base rate is the only promised ("guaranteed") compensation, the client argues that commissions aren't included in the fee computation.

The variations are endless, ranging from actually paying the candidate less at the beginning (often with a wink and a promise) to excluding the value of perks (up to 40%).  For this reason, vigilance plus verbiage is necessary.

Vigilance is your responsibility.  Verbiage is mine.  Here's what I recommend:

"The estimated gross compensation includes projected commissions, bonuses, incentives, and perquisites.  It shall be estimated at not less than the amount earned by the candidate in his last position."

If that scares you, then start placing at a fixed fee.

Otherwise, you're a visible victim.

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Know how to collect your well-earned placement fees?  Test yourself!  Visit Allen's Placement Law website and click the "Placement Fee Collection Quiz" button.  Allen can be reached via telephone at 310.559.6000 or via email at

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