Influence and the Corporate Recruiter: Improving Your Impact in the Organization

Influence

Corporate RecruiterImproving Your Impact in the Organization

for the

Meet Our Presenters

Management consultants, executive coaches and business performance improvement specialists Tony Kubica and Sara LaForest have 50 plus years of combined experience in helping individuals and their businesses and organizations improve their performance and accelerate their business growth in record time.

We specialize in business and the psychology of business.

www.KubicaLaforestConsulting.com

Tony Kubica and Sara LaForest

Four Overarching Elements

• Overview of Influence

• Enablers and Disablers in Influence

• Influencing Strategies and Techniques

• Putting Influence into Practice–Scenario Planning

I n f l u e n c e f o r t h e C o r p o r a t e R e c r u i t e rImproving Your Impact in the Organization

Challenges Facing Corporate Recruiters

• Responsibility to bring in new and high potential talent, yet few have people reporting directly to them

• Learning how to manage the layers of bureaucracy and organizational politics that exist in organizations

• Getting executives to appreciate your role and value in the recruiting and overall talent process (including overcoming negative perceptions)


• Positioning as a partner and collaborator(vs. a traditional role as a talent gatekeeper)

• Managing sensitive vendor relations(third party recruiting firms and assessment services)

• Ways to improve standard recruiting practicesand processes


Challenges Facing Corporate Recruiters

Can You Achieve Resultswithout Authority?

If so, how?If not, why not?


Part 1

What is Influence?


Influence is the ability to achieve your objective (to get work done) when you do not have complete control or enough authority to accomplish your objective alone.

Influence is a Leadership Qualityand a Management Skill


Influenceversus

Manipulation


• Power

• Personal agenda

• Self-promotion

• Control

• Looking good

Influence is not about

Influence is about mutuality


The Risk in Positional Authority–“POWER”

Be mindful that as you grow in authority, power has the capability to alter and corrupt.


Who do you influence?


• Boss

• Hiring Managers

• Peers

• Subordinates

• Candidates

• Vendors

• Organizational opinion


Part 2

The Continuum of Influence


10 Key Influencing Behaviors

The Influence Continuum


DisablersNo Influence

EnablersHigh Influence

• Fear

• Developing relationships

• Responsiveness

• Overselling

• Quitting at no

• Perfection

• Expressing personal beliefs

• Lack of focus

• Impression Management

• Gratitude/Recognition

10 Behavioral Patterns and Influence


Part 3

Influencing StrategiesHow do we exert influence?


Assessing and Responding

to Internal and External

Customer Needs


People have an expectation that if they provide something of value to you, they will receive

something of value from you.

Underlying Principle: Law of Reciprocity


1. Value you have

• What can you provide that is importantand valuable to the recipient?

2. Value to the recipient

• What is important and valuable to the recipient?

2 Elements of Exchange: Mutuality


• Resources—CANDIDATES

• Information

• Contacts

• Organizational support

• Personal support

• Reliability

• Gratitude

• Excellence

• Vision

• Rapid response

• Recognition

• Visibility

• Understanding

• Involvement

Elements of Exchange: MutualityWhat you have to offer:


• How are they measured?

• How are they rewarded?

• Career support

• Fears

• Expectations (boss, peers, subordinates)

• Recognition/privacy

• Interest outside the organization

Elements of Exchange: MutualityDetermining What They Value


Understanding the Hiring Manager’s PrioritiesWhether it’s a replacement position or a new position, what are high priorities for the hiring manager? High priorities can be:

• Finding an individual who will best meet the business objectives for their operating unit

• Obtaining someone who is comfortable in and harmonious with the organizational culture.

• Securing a worker capable of quickly growing and adapting within both their position and the organization (important of high-growth, fast growth companies)


• Have the other person’s best interest in mind:win|win versus win|lose

• Nothing happens until a relationship is developed

• Find areas of mutual interest

• Understand and respect the other person’s work style

• Understand and respect personality differences

• Use exchange principles to enhance the relationship

A Core Strategy: Building (Real) Relationship


A Core Value: Healthy Conflict

Healthy conflict leads to:

• Expanded ideas and perspectives

• Identification of more options

• Better decisions• Experience of inclusion (value and contribution)

versus exclusion• Establishes credibility—yours


Energy Leadership

• Your leadership is impacted by your effective (or ineffective) management of your energy

• (Like it or not) low or negative energy is detectable and permeates throughout the organization and effects your business and organizational outcomes

• Energy leadership calls for self-awareness, self-monitoring and strong practices in your own energy management as a key to your relationships, results and wellbeing


Energy Leadership• Your energy has a major impact on others, your relationships

and your credibility.

• This is a subtle yet power tool to building relationships

• Positive energy lifts working relationships, negative energy depresses working relationships

• Few people want to work with someone with negative “zapped” energy – we tend to avoid these people

• Managing your energy can help you: pace yourself and experience higher sense of wellbeing; build working relationships, more clearly get your message across and use time more efficiently for results

• Energy management occurs at four human levels: Physical, Mental, Emotional and Spiritual


Part 4

Putting Influenceinto Practice


• Purpose statements (clearly stated objectives)

• Intent-ful listening

• Asking questions (gentle probing)

• Clarifying agreement• Demonstrate your value

(Note—demonstrating value is a skill—i.e. how you influence, how you package the information)

• Self Care (key contributor to energy leadership)

Core Skills to Build Influence


Recruiting, Processes and Practices Techniques

• Understand leadership’s priorities for the organization

• Assess what’s in place; look for gaps

• Consider best practices in recruiting and talent selection

• Focus on key stakeholder(s)–hiring manager and candidate relationships


Building Your Influence

1. Revisit the Personal Influence Factors Continuum: Identify two key areas of strengths to accentuate and a key area or two that you can improve. List 1-2 action(s) you can practice now for more positive influence.

2. Influence translation—(Who do you most need to influence to generate greatest results); What you have to offer them; What they need or value; Next action to progress the relationship


Scenario Planning

• Group breakout/exercise–effectively addressing key challenges you face…

• Understanding your HM’s priorities

• Assessing and improving your recruiting practices and processes?


1. Understand that the Personal Influence Factors (continuum) provide a powerful tool for achieving your objective and improving the talent management process in your organization

2. Remember that influence DOES NOT mean manipulation or wielding power

3. Know that you have more control in influence than you may (have) believe(d)

9 Keys to Influence without Authority


4. Understand and practice the Law of Reciprocityand Mutuality (this will help you build and maintain real relationships)

5. Recognize what (identify the depth and breadth of the value)

you have to offer

6. Identify and do your best to provide the hiring manager (and other key constituents) what they value most




7. Practice Pareto’s 80/20 principle [80% of results are from 20% of your effort/time/causes]: Assess and focus on (limit) your tasks to these MOST important to produce the highest value results.

8. Recognize and appreciate those who contribute to your performance success. This will nurture relationships and build a spirit of collaboration.

9. Attend to and continually build upon your repertoire of influencing skills. Research on leadership shows that building and exercising (positive) influence is equally as important as your business acumen.


QuestionsTony Kubica and Sara LaForest

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