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We wear many hats
Examples
1.
Your internal recruiters are swamped. As a result they are not able to keep up with the demand to bring qualified candidates on board. You don't want to hire more internal recruiters, so what do you do? Discussion/Recommendations >>

2. The need for multifaceted recruiters.
Let's say you're looking for sales people. Suddenly, priorities change and you need engineers. At least you thought you did. Now you're being told there is an urgent need for biochemists. Your recruiter is a "generalist." Maybe he or she has a background in sales, but virtually no knowledge of the engineering or biochemistry disciplines.
* How will the recruiter know what questions to ask?
* How can the recruiter evaluate the candidate's qualifications?
* One thing is certain: this lack of familiarity will diminish the recruiter's effectiveness.
Discussion/Recommendations >>

3. Ineffective employee referral program
Q. Let's talk about your employee referral program.
A. We tried it, but it didn't work.
Q. What went wrong?
A. Well, employees were making referrals, but they wound up falling into a black hole.
Q. Was there a process for entering and tracking each employee referral?
A. An informal process. Come to think of it, I guess we sort of winged it.
Q. Did you have enough data to know who recommended whom?
A. Not exactly. Sometimes we were under the impression that so-and-so made the referral, but when we checked with that person we found we were mistaken.
Discussion/Recommendations >>

4. So many resumes...too little time...
You've generated a requisition and are deluged with responses: 10,000 resumes come flooding in. Your internal resources are able to process only the first 500. The remaining 9500 wind up being discarded. Do you see this as a problem? Or a wasted opportunity?
The answer is "yes" on both counts. Discussion/Recommendations >>

Viva la differance
No doubt you're familiar with the way most agencies structure their fee schedules. If an agency refers a candidate to you and you bring the individual on board, chances are you'll pay a fee ranging between 25 and 33 percent of the person's annual salary. With turnover what it is, you might have to fill that position again in six months to a year.

Arthur Rose Associates is also well positioned to refer candidates to you. And not just any old candidates: the cream of the crop. We're not going to present an individual to you unless we are confident that he or she is a good fit with the job requirements, the desired skill set, the educational level, and your corporate culture. But that's not all. There is no referral fee. Nada. Our consultants bill for their time on a "professional day" basis. So if they are recruiting for you (and recruiting is only one of the many capabilities we offer), you'll pay the same professional day fee for our resources no matter how many candidates they recruit for you. Moreover, the professional day rate is a function of level of skill, experience, education, and responsibility. Thus you'll pay much less for a "scheduler" than you would for a seasoned candidate management "guru": someone who can design, implement, manage, and monitor programs and practices. We've done the math. We know how much you can save.

A case in point
One of our clients, a major pharmaceutical company, asked us to assign a couple of seasoned contract recruiters. We readily obliged. Since coming on board, our resources have identified, screened, interviewed, and qualified numerous candidates. And we've provided the client with metrics that clearly show how much they've saved by working with Arthur Rose Associates instead of going the traditional agency route.

 

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