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Marketing To Employers
- 1. MARKETING PROCESSES BUILDING RELATIONSHIPS Presented By: Amy H. Lee, Director of Career Services The Art Institute of Las Vegas
Editor's Notes
- This practice is key in a variety of situations from employer relationships to student relationships to working and collaborating with different departments in the school. Personal Touch – Is this contact planning a trip, do they have a big event coming up what can you do that is unexpected.
- Today’s market has become more sophisticated and demanding of higher levels of customer services than ever before. They want someone they can trust who understands their needs and wants. Also, keep in mind that the best resources for new relationships come from existing relationships. Take the time to build relationships with your employers rather than focusing on the immediate hire or close. Although this process may take longer to produce results, it is definitely worth it in the long run.
- InfoQuest CRM undertook a detailed study of 20,000 of its customer surveys from around the world a totally satisfied customer contributes 2.6 times as much revenue as a somewhat satisfied customer a totally satisfied customer contributes 14 times as much revenue as a somewhat dissatisfied customer a totally dissatisfied customer actually decreases revenue at a rate equal to 1.8 times what a totally satisfied customer contributes to a business
- One of the best ways to obtain pertinent details about a customer’s needs is to ask questions that elicit information, rather than a simple “yes” or “no.” Remember to listen more than you talk. When you utilize this practice employers realize that you are genuinely interested in them, and that you are trying to understand their specific situation. They feel more comfortable with you, and will soon realize you are on their side. Make active listening a regular practice, and you will find it much easier to create excellent relationships with your employers and your students/graduates.
- In theory, each new job order would read like a travel guide: a detailed roadmap of the position, the work environment, the manager, the company, the industry, the salary, the reporting relationships, and so on. But in reality, its unrealistic—and impractical—to get a huge amount of detail, especially in your first conversation with a new client. Even the most patient employers tend to get fidgety after about 20 or 30 minutes.
- If you work from your job order checklist too literally, the sheer volume of questions might make it sound as if you’re putting the employer on trial. See how it’s done? You hit the major points first to qualify the job order. Once the job’s been qualified, you can go back and fill in the blanks, with additional information about the company, the specifics on the technical skills or experience needed, what the short and long term results would be if the person did a superlative job, who the person reports to or supervises, how much travel is involved, what the hiring process is, and all that good stuff.
- You have an existing job order, plus a good candidate who is ready to meet the client. However, you are getting bogged down with the resume routine: Submit. Wait. Get feedback.
- Expertise-You have the means to grasp the essence of each search, and quickly identify the best candidate for the job. In doing so, you will refer the most qualified candidates and reduce the time it takes to make a hire. Sole Source Simplicity – Many employers prefer to limit the number of schools/recruiters/agencies that they use. Be fast & seamless and you can provide a value. (opportunity for cross selling BM, SO, Argosy, AI) Insight – You can look beneath the surface of a resume & identify a candidates true assets and liabilities. By exercising good judgment with respect to candidate screening, you’ll save the hiring manager’s time and help shape the decision to hire. Honesty – If you do not have a qualified math – say so (but is there another solution – 2 PT students for 1 FT job, alumni, interns, another school location? Additional Resources – What else can you offer?
- Step 1 - When someone trusts you enough to tell you what's bothering him, do him the courtesy of listening. Don't be quick to address every phrase he utters. Give him time; and don’t interrupt or you may answer the wrong concern. Step 2 - By rephrasing what his concerns are, you're in effect asking for even more information. In doing this, you're asking him to trust you. Step 3 - This step is where subtlety and tact come into play. If a guy objects to the fact that you are asking Block Watchers to wear a reflective vest while out walking the neighborhood, don't say, What's wrong with it? Instead, gently ask, Wearing the vest makes you uncomfortable? If it does, he'll tell you why. Maybe he's shy. If so, you have to build his confidence in the respect the uniform generates and in the authority it lends to him as a participant. Step 4 - After you're confident that you have the whole story behind his concern, you can answer that concern with confidence. Step 5 - After you've answered the objection, it's important that you confirm that he heard and accepted your answer. If you don't complete this step, the other person very likely will raise that objection again. You can confirm your answers simply by completing your answer with a statement such as, That answers that concern, doesn't it, Bob? Step 6 - Know those three words. They're three of the most useful words in any attempt to persuade or convince another person. You use the phrase to change gears — to move on to the next topic. Don't just keep talking.