WELCOME

1. Recruiting Best Practices Online | Just-In-Time | Customized Presented by Jeff Kaye President & CEO WELCOME Building a Next Level Search Practice/Firm

2. WHY IS OUR INDUSTRY SO “COTTAGE LIKE” The flaw in mid-management search is the necessity in evolving approach Local vs. National • Local needs to be functional  easier to grow / scale • National needs to be industry  easier to specialize

3. SEARCH PRACTICE/FIRM MODELS OR Your objective is to decide, and then build, what YOU want!

4. BUSINESSES WITHIN A BUSINESS

5. CAREER PATH

6. TYPICAL TEAM EVOLUTION *no such thing as typical Phase I • Maximizing performance as a solo desk operator (for you or an SC/TL at your firm). Phase II • Hire Sourcing/Project Coordinator to assist with research and recruiting (for you or an SC/TL at your firm). • Leverage and outsourcing Phase III • Promote or add Project Management Staff to assist with deal running and others for pure recruiting and research (for you or an SC/TL at your firm). Phase IV • Promote or add Project Director, develop project manager and other sourcers and project coordinators who can all effectively manage the vast majority of your personal desk (for you or an SC/TL at your firm). • Begin to add additional full-life cycle search consultants and consider adding experience search consultants and establishing additional search practice areas.

7. TYPICAL TEAM EVOLUTION *no such thing as typical Phase V and Beyond • Implement your blue print for the search practice/firm you wish to create (for you or an SC/TL within your practice/firm). • Ensure appropriate culture, infrastructure and economics to allow this blue print to succeed for you and your team. • Project staff member could become practice partner with 5+ member team. • SC/TL could spend more time as a PL and turn over more of the practice to project staff. • Could “sell” team to project staff and move into full time leadership. • No matter what, the key is that annualized earnings is now more than once billed and is feeling more challenged, a sense of growth, and in greater need of you. • Key to all of this is concept of leverage.

8. TRANSITIONING OFF THE HAMSTER WHEEL Leading a Diversified Search Practice/Firm Running a Solo Desk • Effective navigation through business life cycles • Continuous improvement and reinvestment back into business • Timeline dependent on desire, capital, people and market conditions • Perpetual journey in search of mastery and closing the gap between achievement and potential

9. No matter which model you select, for you and everyone on your team, it all starts with the “why”. What is YOUR “why”? Kent Burns – NLE TV Episode and book “What is your “why”? What are the “why’s” of those on your team? What must be done to achieve each “why”? (How much in savings, and by what date) WHAT IS YOUR “WHY”?

10. $600 Apartment, renters insurance, bills $500 Car, insurance, gas, maintenance $250 Health insurance, supplemental disability and life $500 Household (groceries, supplies, maintenance) $400 Entertainment, clothing, gifts, charity, etc. $0 Debt $2,300 Total $1,000 Savings (30 year old who desires $5k/month retirement, with $3,300 Month inflation adjusted from age 68-88 needs $900,000 by age 68 assuming 5% return and 2% inflation) Earn $50,000 to net $39,485 BUDGET TO GET YOUR WHY

11. $2,000 Home mortgage (after tax effect), insurance, taxes, bills $1,000 Car(s), insurance, gas, maintenance $750 Health insurance, supplemental disability and life $750 Household (groceries, supplies, maintenance) $500 Entertainment, clothing, gifts, charity, etc. $500 Kids, school/college fund, pets $0 Debt $5,500 Total $1,750 Savings (40 year old who desires $5k/month retirement, with $7,250 Month inflation adjusted from age 68-88 needs $900,000 by age 68 assuming 5% return and 2% inflation) Earn $120,000 to net $87,000 BUDGET TO GET YOUR WHY

12. Determine savings needed by what date Retirement age and amount needed at that date This is the savings component needed What amount/percent per year saved Determine annual budget including #1 Determine gross income needed to achieve #2 Determine cash-in required to achieve Determine metrics needed to achieve LONG TERM PLAN: ANNUAL OBJECTIVES

13. Determine gross income needed: $120,000 Determine cash-in required to achieve: $300,000 Determine metrics needed to achieve: 12 Placements at $25,000 each 1 First time face-to-face per week (4:1 ratio) 2 Submittals per week (2:1 ratio) 1 Search Assignment per week (4:1 ratio) Presentations Client to get 1 Search Assignment per week – 2 per day Candidate to get 2 Submittals per week – 8 per day EXAMPLE: SNIPER RECRUITER

14. Determine gross income needed: $120,000 Determine cash-in required to achieve: $300,000 Determine metrics needed to achieve: 17 Placements at $17,500 each 3 First time face-to-face per week (9:1 ratio) 15 Submittals per week (5:1 ratio) 2 Search Assignments per week (7:1 ratio) Presentations Client to get 2 Search Assignments per week – 8 per day Candidate to get 15 Submittals per week – 12 per day EXAMPLE: SHOTGUN RECRUITER

15. Phone time Client attempts Candidate attempts New names gathered Effectiveness of voicemails Telephone interviews Second face-to-face interviews New client marketing presentations Follow-up client marketing presentations New recruiting presentations Follow-up recruiting presentations Total conversations Offers Retained versus contingency stats OTHER POSSIBLE BREAKDOWNS

16. PLAN EACH DAY (calls and time blocking) – all in “Recruiter ADD”, “Power Planning” by Jordan Rayboy and Module 2 Foundation Program EXECUTE Begin with the end in mind for each call Squeeze the orange Close the call with a summary of understanding and commitment for action Remind yourself “you eat what you kill today” “I think there is a myth that high billing recruiters do things differently than other recruiters. In fact, I think they do their business the same way. The difference? The high billers just do the right things - the small things, over and over and over again. When you add doing the right thing over and over and over again, it turns into HUGE billings.” Kathleen Kurke, National Practice Leader, Starbridge Group (Excerpt from Brian Wright’s upcoming NLE Big Biller Episode) ENTER METRICS, ANALYZE, AND COURSE CORRECT SUCCESS FORMULA

19. DIAGNOSIS AND PRESCRIPTION

20. Be one step ahead with career path Be willing to do whatever you ask someone else to do High expectations but very transparent (make it about them not you) Ask yourself what you are doing to model the behaviors that you want Help people get what they want Be appreciative and grateful Be empathetic Team unity and fun Receive feedback without negative ramifications Be willing to experience a short-term imbalance in service of getting back on track by getting in the trenches equally DIAGNOSIS AND PRESCRIPTION Coaching and Accountability for Course Correction

21. Each person to share 1 specific best practice in each of the listed areas (rotate by topic): Solo How do you stay motivated? What are your time management or efficiency best practices? What do you outsource (admin, research, social media), to whom, and what are your tips for effectiveness with that outsourcing? What KPI numbers do you track, why, and what do you learn from them? What additional professional development activities do you engage in (networking groups, professional coaching, books read, seminars attended, etc)? Rainmaker Hiring Training Performance Management/Coaching Team Culture Multiple Rainmaker All areas above, plus MarCom and Operations EXERCISE

22. Jeff Kaye President & CEO jeff@nextlevelexchange.com www.nextlevelexchange.com CONTACT