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What It Takes to Recruit with Conviction

Conviction is what takes a good recruiter and makes them truly great. However, conviction doesn’t happen by accident. Companies play a significant role in how they inspire it in their workers, and every recruiter has the chance to become great by dedicating themselves to it. Dave Turano dissects how you can inspire recruiters and what it means to recruit with conviction.

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Presenter: David Turano (President, JCE Consulting)

What is the common denominator in all great recruiters?

Conviction.

The belief that what they do matters and the excitement to make a difference pushes recruiters to take the steps necessary to be successful. It’s with conviction that they keep persisting in the face of setbacks, upskilling when it might be easy to remain stagnant and go the extra mile for clients and candidates.

Conviction does not happen on its own. Here is what you need to know about it, including how firms can inspire recruiters with conviction.

An Organization’s Role in How to Inspire Recruiters

The right company culture will help inspire recruiters to have conviction in their work. It is not a matter of lucky hires or a work environment where recruiters are micromanaged. Instead, it comes from leaders that have conviction themselves. When workers see that leadership believes in what they do and have the enthusiasm to live with purpose, it will inspire everyone to do the same.

A supportive work culture is also vital to foster growth in recruiters. Leaders that hire intending to develop their recruiters, rather than expecting them to get it right out the gate, will be rewarded with workers that are inspired instead of defeated.

Accountability empowers your team with responsibility. People need to know that their work matters, so the right amount of responsibility gives them the chance to succeed and have pride in their own work. Give them space to accomplish but be clear in the expectations you have for them.

Communication is the lifeblood of every company. A breakdown in communication and avoidance of hard conversations is deadly. Instead, disarming straight talk inspires workers to reach higher. Every company owes its employees the truth. Let them know when you’re concerned over their performance in addition to celebrating accomplishments.

A Recruiter’s Role in Conviction

A company can inspire recruiters, but ultimately it is up to workers to do the work to foster conviction. It comes down to whether they want to put in the effort to grow and help or not.

Conviction is a by-product of putting in the work to become a great recruiter. It stems from an unwavering belief in what you do, your team, your company, and your market. A recruiter’s performance helps cement conviction over time. It comes from achieving small wins and consistent, reliable performance.

Confidence is another key component in recruiter conviction. Recruiters who trust in their character and competence will be able to steer their candidates in the right direction. Trust builds recruiter instinct that grows stronger with experience.

There can be no conviction without discipline. Discipline is the commitment to what’s important and a critical part of the formula that requires practice. It means, for example, having difficult live conversations with candidates. It also means reaching out to people when you don’t need them and staying in touch to make sure you’re not forgotten. It’s an essential part of recruiting that is too easy to ignore without discipline.

The Intangibles of Conviction

Everyone has the same technology to be productive and efficient. It is the intangibles that separate the good from the great. These characteristics can’t show up in KPIs or stat sheets, but they affect recruiter performance. No one was born with the intangibles: they come with discipline and practice.

  • True connection. Those with conviction want to understand the other person. It doesn’t come from manipulation, and they will help whether the candidate whether they want a job or not.
  • Protective of time. Great recruiters don’t waste time on things that don’t matter and don’t delay what needs to get done. They won’t spend time on a call that doesn’t warrant their time or scroll social media instead of attending to their candidates.
  • Bravery. Sometimes we’re afraid to deal with uncomfortable conversations or don’t care to reach out to others. However, our responsiveness will affect the client and candidate experience. Recruiters with conviction at least acknowledge an attempt to reach them, even if they don’t have the answer they need yet or are afraid of a difficult conversation.
  • Acknowledge the unspoken. Recruiters with conviction are not manipulative, but they understand how difficult it is for candidates to tell the truth. Few candidates will be candid with what they don’t like. The best recruiters can identify what their candidate doesn’t say and give them space to bring up issues.
  • Confront the difficult. Great recruiters don’t delay bad news. They say it in person—this is why it is vital for companies to tell the truth. A company culture that hides from the truth can’t have conviction.

Conviction comes from intentional, daily practice and discipline. It requires leaning into the challenging and uncomfortable to care for the candidate, client, and co-workers. However, it is impossible to become a great recruiter without it.

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