I have worked in the recruiting field for some time now, and I am seeing what I feel is a dangerous trend. As recruiters we appear to be more focused on tracking, metrics, and explaining why we can't find a candidate, than on actually building the relationships with hiring managers and finding the top talent they need. As a result, I have a proposal – a guide to building raving fans out of your customers. After all, as the saying goes, "if the hiring manager ain't happy, you ain't happy."

Essentials for transitioning a customer in to a raving fan

1. Follow up.
   Return all calls and e-mails in a timely fashion (answer your phone!!) Nothing will frustrate a candidate or a hiring manager more than a recruiter who is unreachable. In the candidate's case, we are the link to the company and next job. If we are not available it damages not only our integrity, but the integrity of the company for which we work. Being the face of the company is a difficult job. However, you cannot be the face if no one can find you. From the hiring manager's perspective, we are their link to talent. If they cannot reach us they assume we are diligently working with a candidate for their position. However, after a few missed calls and failure to return calls, your "value add" is in serious question.
   
   Set appointment with managers to review and update information. Keep them in the loop, do not make the assumption that they know what you are doing. It is essential that you keep your manager in the loop at all times to insure they are just as focused as you are to get this position filled. Also, they are the position experts, not us. By diligently keeping in touch with them, they will feel invested in the process and begin to add ideas, suggestions for organizations, and potentially help recruit as well.
   Inform managers immediately of any changes in candidate availability, schedules, etc. Managers do not like surprises especially as it relates to talent they are desperately trying to bring onboard.
2. Follow through.
   Commit to all deadlines. One of my previous hiring managers told me, "you are only as good as what you provide me today." Even if your performance has been previously stellar, one missed task can instantly turn a great reputation in to one of unreliability or laziness.
3. Proactively anticipate customer needs.
   Get to know the business well enough so that you could do the job you are hiring for. This will allow you to identify pitfalls and update the manager immediately. Get to know a manager's habits and anticipate needs based on these habits. Deliver work product before the manager even knows he or she needs it. The best analogy is that recruiters need to be like Radar on the Television series MASH.
4. Be there.
   Be willing to drop everything for your hiring manager and candidates. The closer you are to the project, the better the relationship, the better the confidence, and the better the out-come.

5. Don’t be a follower.
   Enforce all policies and procedures. This is a thin line that we as recruiters walk everyday – make the manager happy, or bend the rules. The answer is stand firm on your process and policies. If your process is a tested one and has been successful, stick to it, and guide the manager. A manager will buy in to the recruiting function more if you stick to a process and it is successful, (rather than bend the rules and fail.)
   
   Be aware of any inefficiencies and make recommendations for change. If your process is not effective for a certain search, or even worse, not effective at all, stand up and be noticed. Use your experience to show insight. Prove that you have knowledge and deliver it. This shows the managers you are trying to make this better, more efficient, and are working in their best interests.
   
   Treat all customers equally, (customers talk and your client may feel slighted if you are offering a better service to their counterpart.) One of the things I recommend is, from time to time, bring all of your hiring managers together. Even though they are working with you on different searches, it is extremely important that they see how you are working with other customers. Also, this session can act as a recruiting think tank for you. It adds tremendous value in crosspollination of ideas for change.
6. Get to know your customer.
   This is truly the most essential and basic piece of recruiting, you need to know who your customer is, what they want, what they expect, and their understanding of the process before you source your first candidate.
   
   Conduct a customer assessment. This can be as simple as a short survey asking the manager to identify their background and what they are looking for. Have them describe the process as they see it, what organizations they are currently a part of, etc. This will serve as a guide in the future, helping you anticipate customer needs, expectations, and it will give you a small platform to begin sourcing.
   
   Identify customer needs. How do they like to receive candidates? Do they want a candidate summary with a resume, etc.? Identify customer wants and expectations. What are the peripheral pieces that would be the “nice to haves” verses the “need to haves.” Understand what your customers’ pet peeves or dislikes might be. This sounds simple but so many recruiters skip this step.
   
   Establish common ground. Identify topics customer may enjoy discussing. This will give you a lead in to every future conversation you have with the hiring manager, and build your relationship. This will also help you develop a candidate so they know what topics are important to the manager and aid the interview in running more smoothly.
   
   Understand your customer's background and how they got to the position they are currently in. Many managers are looking for candidates comparable to or better than themselves. By understanding a manager's background it will give you a framework for your sourcing. As a side note, this is generally the first question I hear from candidates before they interview with a hiring manager. And this way you will have an answer.
   
   Know your role. Identify how involved the manager likes to be in the process. You do not want to come across as a "know it all." Believe it or not, some managers have been through this before and can assist greatly. You can use them as a strategic partner. Identify how involved the manager should be, and use them as a primary resource in your quest.
   
   Have the customer explain what they feel your role should be, and inform them of what your role is. This really gets back to knowing the process and communicating it. It will also help you avoid stepping on each other's toes during the process.
   
   Maintain consistency. As you work with a manager on your second, third, fourth search, keep it the same. Do not surprise the manager each time with a change in the process, etc. It is okay and encouraged to add in things that you have learned, and new recruiting tactics, but do not confuse your manager with new steps or change-ups each time.
   
   Icing on the cake. This is where you can really impress the manager. Make sure the candidates are well prepared for the interview, dressed according, know the company culture and history, know the manager's personality and background. Be involved in the customer's business enough to inform them of future staffing needs, provide a forecast, notify them of what you are hearing from their subordinates. Notify them of persons who are potentially leaving or you know are under performing. This insight makes you invaluable to a hiring manager.
   
   Most important: guide, do not instruct. The manager traditional likes to feel in charge of the process for bringing aboard a person for whom they are responsible. We are here as a guide, helping hand, and adviser.