April 7, 2003
The Role of the Recruiter in a Down Market
“Employers are looking for the perfect match in a candidate, and in this market they can afford to take their time,” says Bob Deissig, President of Staffing Services at The Ayers Group. “The value-added service we provide as a matter of course has never been more important than in the current environment. We are very good at assessing a client’s needs and doing everything possible to bring the right people to the table without wasting the client’s time.” “In a market where qualified candidates are abundant, the screening process has, ironically, become more important and specific to employers’ needs than ever before,” adds Bill Kirk, head of the firm’s recruiting office in Rye.
According to Deissig, potential employers continue to make hiring decisions slowly and, given the political and economic uncertainty, spend money reluctantly. “Lately, we find that we’re getting all the way through the placement process, down to dotting the last 'i,' and suddenly everything’s on hold—even when headcount was approved,” he says. “We’re told to keep the candidate warm and they’ll get back to us in a few weeks.”
Under these conditions, the Ayers executives observe, the successful recruiter’s job is to maintain a positive outlook while managing the expectations of employers and job candidates.
“It’s easy to turn away when the market is tight and jobs are scarce, but we’re all about the big picture,” says Kirk. “Many of us have experienced bad markets and industry turnarounds before and know the market will come back. It isn’t our job to predict when and where, even though many clients and candidates want us to. Our job is to be honest and accurate with both sides—something that isn’t always well received in times likes these. That means staying current with where the jobs are, what candidates are available, and what the market conditions are for specific skill sets. Deviating from this focus does a disservice to clients, candidates, and ourselves.”
What keeps the firm going at a time when competitors are going out of business and consulting firms are shrinking? “Strong existing client relationships and our ability to win new business and move into new markets,” Deissig responds. “When we get assignments, we deliver. People know that. We’ve maintained a full complement of recruiters and are well positioned for when the turnaround comes.”
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