Welcome to part two of our course on conducting the intake meeting. In this course, we teach our four part methodology for scoping the recruiting assignment with the hiring manager. In part one, we discussed defining the business case around the open position and gathering specific details on job responsibilities. Now, in the second half, we'll discuss framing compensation parameters and defining the interview process. Compensation can generally be broken down into three parts base salary bonus or incentive compensation and fringe benefits. base salary should be converted to an hourly rate for contract and temporary jobs.

The easiest way to do this is divide the annual salary by 2002. hours to arrive at an hourly rate. For example, if a role would command a base salary of $90,000 on an annual basis, the corresponding hourly rate would be $43 and 27 cents per hour. Use your knowledge of the labor market to push back if the salary expectations for the role don't match the required skill set. Always ask if there's any flexibility in salary based on individual candidates. Even the best recruiter cannot overcome an imbalance between required experience and inadequate compensation. When discussing bonus or incentive compensation, it is critical to get a data point on what the run rate has been in recent years is the bonus paid out at 100% or not at all.

Get this information now because good candidates will ask for it down the road. When discussing the benefits package, you want to gather a complete picture of everything offered, including health insurance take time off life insurance, tuition reimbursement, and any other fringe benefits. Often, the most important benefits for candidates will be health insurance in paid time off. With health insurance costs rising significantly in recent years, employers are asking employees to share the burden. This is done by increasing the employee paid portion of the monthly premium, which comes as a payroll deduction. costs can vary widely from one company to the next.

It will be important to understand the employee's out of pocket cost so that you can help prospective candidates compare with their current insurance benefits. paid time off can be lumped together or broken into vacation and sick time separately. Most employers offer between two and three Three weeks in the first year, with additional weeks accruing in subsequent years of employment, it is important to understand if there is any flexibility to offer more PTO for experienced candidates who may be hesitant to give up valuable vacation time, even for a new opportunity. Finally, after you have discussed compensation, you will want to frame the interview process with the hiring manager. You'll want to understand how many interviews will be involved and whom all will be a part of the interview process. Well, the hiring manager wants to start with a telephone interview or skip that and move straight toward an on site interview.

Have a good conversation with the hiring manager about the interview process in a tight candidate market. Improving the candidate experience by streamlining the interview process can help compete for the best talent. If you're doing a thorough job and vetting candidates, your hiring managers should trust your judgment and consider skipping a telephone interview and moving directly to a face to face meeting. If you were filling evergreen positions in the manufacturing, restaurant, retail or similar spaces, ask the hiring team for standing interview times so that you can slot in good candidates directly and skip the resume review process. For these types of roles, there is little value gained in reviewing resumes and unnecessary delays and the feedback loop can cost you good candidates. pin down the hiring managers availability to interview will they be traveling on business in the near future?

Or are they available to interview right away? The hiring managers willingness to interview is a good indicator as to how strong their sense of urgency is in filling the role. Once you've wrapped up the conversation on the interview process, give the hiring manager direction on what the next steps in the process will look like. Explain how you work what they can expect from you. Do the hiring manager some guidance on how many candidates they can expect to see and how soon they can expect to see them. Explain how you will go about identifying, vetting and submitted candidates for their consideration.

Make sure you have their contact information and wrap up any loose ends. In this course, we discussed the methodology for conducting your intake meetings with hiring managers. Using a consistent process to kick off the recruiting effort for each position you recruit on will be an indispensable tool in ensuring that you gather all of the relevant details necessary to execute the search and to effectively prioritize your work. The four areas we discussed are the business case around the position, position information, compensation parameters, and the interview process. Armed with this entry you'll be well on your way to delivering a quality recruiting experience through your hiring manager customers that successfully complete more places.