If you haven't mastered these simple sales skills, you won't be able to sell at the highest level. Make sure you've checked them all off.Over the past 10 years, I've had in-depth conversations with more than 75 sales gurus, as well as hundreds of sales professionals and managers. Based on that experience, I have concluded that there are eight–and only eight–truly essential sales skills.If you have these skills already, fantastic. If you don't, it's time to start filling in the gaps.Read more: How to Master Any Skill1.
Recruiters know — better than anyone on the planet (except perhaps for journalists and a handful of other professionals) — the importance of asking questions. It’s that necessary step in every interview when they hand the proverbial mic over to the candidate to see what they want to learn about the job. And for a long time, not asking questions of an interviewer was seen as the kiss of death, an immediate write-off that sent countless candidates packing due to a perceived lack of interest, passion, curiosity or preparedness.
Even today, I’d guess that almost every career guide out there tells candidates to come up with a few questions to ask, the logic being that the interview works both ways. It is the company’s chance to get to know the candidate and the candidate’s opportunity to figure out whether or not they want to work for these people.
Likewise, when the recruiter becomes the candidate, questions are sure to follow — as they should. But this isn’t the time for “What do you enjoy about working here?” No, we need to go deeper and get down to the heart of the function, starting with the three P’s: people, process and product.
Questions about People
It’s unusual in recruiting for a candidate to talk to just one person at the hiring organization. That’s why you should feel empowered to interview the whole dang talent acquisition team, from top to bottom and everyone in between — including hiring managers — because not every company is recruiter friendly, and it pays to know what type of culture you’re dealing with upfront.
So here’s what I suggest: flip the script on your interviewers and spend 15-20 minutes interrogating them. Gain as much intel as humanly possible. Talk to lateral counterparts, subordinates, even candidates if you can. Learn about the hiring experience, try and find out who gets hired, who doesn’t and why.
You want the good, the bad and the ugly on the people inside — plus those on the outside looking in. Determining if toxicity exists and at what level will help inform your decision.
Questions about Process
Of course, when it comes to recruiting in 2019, people are only one part of the puzzle. There’s also process and product to contend with, arguably more than human interaction in many cases.
Here, you should ask about current tactics, typical workload (i.e., the average number of reqs), the most recent audit, monthly or quarterly results and any underlying concerns. You’re looking to unearth what’s already in place as well as any sacred cows that you’ll need to avoid going forward — something that applies to everything from sourcing to recruitment marketing.
Traverse the recruiting funnel and learn about the candidate journey by making an unlimited number of queries — there’s no question too small when it comes to process. If anything, you want to dig into the minutiae, leaving no stone unturned. If process is where you’ll focus your energy, you need to know whether you’re working in concrete or retain some level of flexibility. Perhaps you’ll get handed a blank…