Traits of a GREAT Sourcer

Shally Steckerl shares the common traits of GREAT sourcers.  

Transcript

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thing is recruiting dailies recruiting live podcast riel. Talk about talent, acquisition, recruiting, sourcing and hiring with the godfather of sourcing. And now welcome to shall ease Alley with your host. The legend of legends. The big Booming, the Salt in your shaker. Shelly Steck, Earl. What other seven traits that make a great sorcerer. And we'll also may

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be a great recruiter because, after all, sorcerers are recruiters that have specialized. Here's what I think. I think that the differences are not as many as you would think, but they are significant. For example, sources tend to be a little bit more technology savvy. That's not to say that recruiters air not technology savvy, but recruiters focus on being more business savvy and knowing they're hiring managers business, knowing the company's business, whereas the sorcerers have more of an eye on how to do things faster, or how to use tools and technology to expedite what they dio. So I think that curiosity for technology, the aptitude, the ability, the interest in technology, is something that differentiates a source or you'll get me wrong. There are sources that are on the phone and do phone sourcing, but I think even those are still curious about technology, and they're still gonna use the Internet to populate some of the information they need when they start telephone sourcing. So even a phone source, sir, I think some of the experts would agree with me can utilize technology very well. So I would say Number one is that technology savviness Number two curiosity. And I mean insatiable, endless curiosity source. Er's are always looking for what's next. What can I do with this? When you see as a technology a source or sees the technology, they don't think, Oh, I know how to use this or I want to use this. They think, What can I do with this? What else can I do with this? What can I do with this that it wasn't designed to do? And I think in comparison, recruiters air good communicators. They're insightful communicators. Sources don't necessarily have to be good communicators. Of course, it helps if they are especially their telephone sorcerers. But curiosity and always asking why is a more important tree a stronger trick? Number three sources air effortlessly coachable. They are coachable by nature because of their curiosity and because of their ability to look into problems and figure things out. We're not as systemic, I think recruiters in their environment and what they have to do, they have to be more systemic. They have to follow on approach that our regulations. There are applicant flow logs. There are processes and procedures and in compliance issues. So recruiters need to have a system that they have to be able to follow because otherwise, you know, stepping outside the lines that could get in trouble. I think recruiters are more diplomats and negotiators closers. But sorcerers are more coachable and more experimental and more willing to color outside the lines again because of that natural problem solving ability and that curiosity. So coach ability Number four sources are continuous learners. It's not the recruiter. Don't learn. It's The recruiters really don't have a lot of time to invest in reading about things, researching things, going out there and looking at what new technology is out there and experimenting with it. So for us is a source, sir, we're it's part of our definition of our job to try to find new things to do with some of the things that we have so you know, when I first started using lengthen in 2005 it wasn't for recruiters. There wasn't any recording application to it. In fact, that was the person that actually got linked in tow. Look at recruiting as a market in 2006 and 2007. They hired me as a consultant to help build what is today that linked in recruiter application. So there you go. But when I started using it, what I thought to myself was not Hey, this is really cool. I like to connect with people. What I thought to myself with was instead, Hey, it's kind of like six degrees of Kevin Bacon. I wonder what else I can do with this. What happens if I upload my entire address book, which is what I did? 60,000 contacts And yeah, that's, um, that's a big part of how Clinton got from 60,000 context 220,000 contacts in one day. So I just tried to figure out what else can I do with it? And that's a big part of learning. Learning, after all, involves a lot of making mistakes. Number five is the problem solving the puzzle solving. So we're puzzle solvers. We like puzzles. If you want to keep a source or up all night, give them a question that they can't answer, and they'll just work until they find it. Figure it out. So call that persevering or tenacious problem solving. But at the end of the day, it's basically problem solved, and I think recruiters don't necessarily have to do that all the time. They are good at solving problems, but they're solving problems with people, so they're managing expectations and managing processes and policies. The 6th 1 I think, is sore. Sirs are able to make logical leaps. I kind of like, I don't know, jumping to conclusions, moving from one idea to the next that especially with ideas that are not necessarily connected. So rather than a source of following the rules, they tend to think about How can I get around this? Not because I want to cheat the system, but I want to do it faster or I want to find a different way to do it. So with that, we were able to make logical leaps, and I think people who are coachable, curious learners that are natural problem solvers organically have this this built in ability to sort of draw conclusions. I like to call it an early in my career, where I used to call it was pattern recognition. So think about that. Making sense out of massive amounts of information or finding patterns in whatever you're looking at. And those patterns allow you to make a discovery. I can tell you, after 23 years of doing this, it's never a eureka moment where, you know, I'm sitting in the lab and I do two things, and I discover the next great sourcing technique that never happens. It's almost always a Siri's off. Well, I know what's out there. And we try this. No, that didn't work. Okay, how about that? Nah, that didn't work either. How about this? Okay, that got no results. Now, how about that? And I keep trying. It's It's more like, um, you know, making the first light bulb than it is having a discovery of, like, hitting paydirt or something like that. And it's that experimentation and jumping between one idea and the other that makes all the difference. So I would be the 6th 1 in the 7th 1 is intuition. It's a It's a gut feeling. Recruiters have to not use their intuition as much because they need to be matchmakers. And they need to be able to document that in present, candidates in hiring managers to each other. So they need to be better partners, better advisers and again, you don't manage the process, manage expectations, be more of a coach. So I think intuition sometimes gets pushed out. They could do it, and they probably have that capability. But it's not something that they are encouraged to develop on the job. So let me recap. A source. ER is technologically savvy, curious, coachable, continuous learner with an appetite for learning, a discovery problem solver seeking puzzles in looking at solving puzzles and along that tenaciously persevering. And they have the ability to intuit or make logical leaps and draw conclusions. So those are the Seven Traits of a Sorcerer.

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