Just as an HR Consultant does to seek new clients in order to replace completed projects, or lost income, the HR Full Time Job Seeker, can benefit from taking a look at what an active HR Consulting Group or Single HR Consultant does to build business and maintain gainful employment. Below is a sample outline of what they do. This outline, I call “Built for Speed Blue Print”, starts with taking a look at familiar concepts found in a basic Business to Business, (B2B), sales model.
I. Basic understanding of the B2B Sales Model
- Gather data to qualify and prioritize prospects, (ongoing) & Study the competition
- Identify decision makers AND Key Stake Holders / initiate two-way dialogue
- Differentiate yourself from the competition / help them solve THEIR problems
- Understand the predictable objections and overcome them up front
- Uncover gaps in existing processes / identify their process for making changes
- Present relevant solutions / have simple next steps ready / ask for the business & close the sale
II. Why might this matter?
- JOB search parallel
- Embrace the Goal of Multiple interviews happening simultaneously
- Put the Human element to work for YOU with 2 way conversations
III. Why Sell yourself or How?
- Applying online: A Black hole
- Broken hiring process: Too Long / Too Many Steps / Too Many Days lost
- Social Media & Active Face to Face or Two Way Real Time Networking Solutions
- Recruitment Ads Equal Pain: Follow them with a different view
- Help THEM solve THEIR problems
IV. Predictable Gaps Found in Corporate America: C Suite executives will often say fall under the jurisdiction of an HR Dept.
- Think size segment specific / look at HR Vendor firms and their Solutions to re-enforce the predictable gap concept
- Employee dis engagement / All sizes
- Outdated or zero Succession Plan 50-300 ee
- ERISA compliance: No SPD(Summary Plan Description) or plan document 75-300 ee
- ERISA compliance: HIPAA process not formalized <300-400 ee
- Outdated employee handbook & Job descriptions <500
- Broken Talent Mgmt Plan / All sizes
- Unsustainable employee benefit costs
- HRIS transition
2. Other predictable gaps
Minimized on boarding
- Attrition not measured
- Inaccurate CPH, (Cost Per Hire), calculation
- Disconnect between C Executives and HR Dept.
- Partial or total shortage of metrics use to support key initiatives
V. Working Project: Create questions that uncover a specific “predictable gap” style conversation. Samples below of “probing questions” are below.
1. How does your firm plan for replacement higher performing employees or executives who voluntarily leave the firm? (predictable gap: no succession plan)
2. How do you measure and increase employee engagement? (predictable gaps: employee disengagement/shortage of leadership development/minimized workforce planning)
3. What is your process for measuring the ROI of your employee benefits budget? (predictable gap: employee and employer benefits dollars spent w/o any knowledge of measurable results)
VI. Working project: What to do next.
1. Write your own questions and have fun matching SHRM workshop themes with probing questions that are certain to uncover pain.
2. Find 10-12 companies that fall within an ideal commute radius that also are your favorite industries
3. Write down EVERY name, title and phone number of ANYBODY that works there. Use linkedin, network contacts, pipl.com, freeerisa.com, facebook, etc.
3. Look them up on linkedin to see if you know someone who knows them and ask them to make a call on your behalf to suggest a warm introduction
4. Identify Key Executive Stake Holders, within the firm who normally makes decisions surrounding either a predictable gap or an active HR opening.
5. Call them and their contacts to get a two-way conversation ABOUT THEM started.
6. Using your best sense of good timing, build rapport. Ask your best probing question(s) while getting a coffee break type of conversation in order to address either of the predictable gaps that match both your unique value proposition.
7. Rinse and repeat
IN addition to the working projects above, another great place to build on your HR job networking strategy is to target your previous vendors or the Sponsorship Chair of any local SHRM chapter. This person’s job is to know most, if not all, of the higher profile HR Vendors. (for the obvious purpose of soliciting sponsorships, etc.) A simple two way conversation with that person and others like them, could be, assuming you’re not shy, the beginning of what for many, has become the single most powerful vehicle for accessing the hidden HR job market.
All thoughts are welcomed. IF you have any words on predictable gaps found inside corporate America or probing questions that can be used to uncover predictable gaps, I will be especially happy to help you in any way I can. Mike 561.632.7258