Are you struggling to fill your Technology vacancies?
Top candidates have so much choice you are not seeing perhaps you are not seeing the top 15% of Technology staff.
- Time to hire has increased dramatically, and you are becoming frustrated.
- It is impossible to plan, and recruiting is left to chance.
- Your competition is gaining an edge on attracting top technology talent.
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Cost effective solutions
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28 days payment
Why Amazing Prospects?
- Amazing Prospects will utilise advanced recruitment techniques and technology to target the top 15% of technical talent to meet your needs, presenting only the best local candidates.
- Meticulous research, extensive talent banks, and a thorough understanding of the local recruiting landscape.
- The search will be led by Mark Ashton (Owner and hands-on recruiter for 20+ years), ensuring that energy and enthusiasm can be directed to YOUR project.
- Expert at handling delicate situations and negotiations.
- We take responsibility to fill your Technology vacancy no matter how specialised.
- Your company is unique, and your search should be as well.
- Solutions, not just CV’s. It is giving your vacancy the proper attention it deserves.
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No money upfront. Payment only if we successfully hire the right person for you.
It can be damaging for your employer brand to have many recruiters contacting a candidate pitching the same job. The candidate feels like a number, a cog in the machine and your job will lose impact.
Work with a select few to ensure you cover the market but never more than 4. If you’re still struggling for CVs, getting more recruiters is NOT the answer. Instead, speak with the existing agencies to understand the marketplace then makes plans to move forward.
Work better with what you’ve got, or ditch them.
Of course, we can pull a rabbit out of the hat for next day delivery, well erm, sometimes! Using a recruiter often is not an instant result (unless you get lucky). It varies depending on the employers speed in the review/scheduling interviews and candidate flow into the funnel.
Agency and employer working together, both engaged and committed, gets the job done quicker.
From giving the role to an agency to candidate acceptance for a permanent software engineer role typically taking 45 days, you will then have candidates notice period on top.
Work a plan; and ask yourself would you rather spend more time upfront getting great people in the door – or more time managing the poor hires within your organisation.
It’s tough finding the right person. There are many moving parts to a search, and with the best will in the world, not all job offers will get accepted. I’ve found that there are often bumps in the road. There is no perfect recruiter or employer. However, with honest and continual improvement, all parties collaborating to achieve the best we can, we will get there 😁
Employers need to be 100% on board for forging ahead. Without the full participation of stakeholders, it can get messy. An engaged hiring manager will make for the most successful campaigns. Allows recruiters to create a totally different and positive candidate experience that reflects amazingly on your business.
A clearly defined and consistent hiring process. Consistency is the key for interviews, eliminating variables and biases; every candidate has the same experience.
Effective hiring is made from the outcomes of data received from good questions and not on gut feelings. Make the process measurable, smart, fair and repeatable.
People make the difference, not algorithms or plush offices or equipment, but people are the most important factor to company success.
Create a scalable hiring process with a structure focused on your people for your business’s long-term future.
Careers paths, consistent training, diversity, inclusion, a compelling problem to solve and extra points awarded for an ethical company.
Employees want to see clear expectations set out from day 1; regular reviews, a reasonable work/life balance integration, and a positive company culture will lock them in.
None, treat jobseekers like customers – if jobseekers sense you do not care about them, they will pull out your process. There is more than enough opportunities for good people. Treat recruitment like a sales process, or else the best staff will all be working at your competitors down the road.
The future of recruitment is candidates, and they are behaving more like consumers. If you are hiring more than eight people in 12 months, it may be worth looking at an internal talent acquisition person to help keep all the plates spinning. Recruiting is a sales function.
Here are some goodies to try:
-What have you done in your current role to increase revenue
-What was the last problem you had to solve on the job
-Tell me about a time you anticipated a problem before it got ugly
-What was the last mistake you made
-Have you spoke up about something that was not working as well as you thought
-When was the last time someone asked you for help at work
Work ethic, behaviour, attitude, personality, communication, accountability, past performance. Past behaviour is most accurate for future behaviour. The best candidates always consider the long-term career opportunity more important than the short-term package and choose a diverse workforce to create energy for innovation.
It does seem to be the fave method still. But remember, CVs are just a document to tell prospective employers what they want to hear.
Look for accomplishments. These are the reason CVs exist! (not responsibilities). If you think the CV looks decent, then have a discovery call with the candidate. If you’re actively hiring, what have you got to lose by engaging in a few calls with people who want to work for your company?
A strong employment brand helps land the best candidate. As opposed to interviewing your competitors cast-offs. Star performers always have a choice, make your company stand out. The true product of the business is the business itself.
Don’t want yes people but people who will challenge and help to innovate and think differently – this is when creative spark happens.
How you plan to measure the process. How do you make decisions, is there a process, do you want to eliminate bias in your process, and evaluate candidate behaviour traits.
Move beyond gut decision, establish a list of competencies you need and how to score these traits. Finally, define what an A-Player looks like.
Instead of “what do you do at XYZ company?” and “what is your role?”, ask “Why did you choose to work at XYZ?” and “What were your major accomplishments?”
Simply re-phrasing questions better will create better data points and aid better decision making.
What does it take to be successful – what metric do you live and die by? What’s the simplest way to see if the job is going well?
Get the team involved in defining the most important aspects to them. Get them to explain specifics of what made them successful in the role.
Look at the background of a high achiever. Spot employment patterns, education, skills they learnt in the role, then write the JD again with this in mind.
Get your top performer to review the JD now and ask, would they apply for that job?
The JD should reflect the actual day to day of what they will be doing. Be creative.
A dull and uninspiring Job Description will get you nowhere fast.
Are there illegal questions you should not ask? Or is it fine to ask anything within common-sense boundaries? Don’t confuse discrimination with a tough question. It is not always the inappropriate question but rather how you use the reply to discriminate, which is wrong.
The best candidates do NOT like an unstructured interview. They may feel the company will go with their gut feeling rather than who is the best and feel unprepared.
Good people don’t mind earning the right to be hired, as long as the right information is measured the right way.
Demand for talent is far greater than the supply.
As a result, every step focuses on attracting, assessing, and hiring top people who have multiple opportunities. Assumptions that everyone wants to work at your company will slow you down.
The job needs to be a better opportunity than their current, as no one is interested in moving to do the same thing. A good candidate needs to be challenged and learning new things.
High achievers, rapid promotions, assigned the most challenging technical problems to solve early in their careers.
Maybe they have written white papers, spoken at industry conferences, asked to lead teams, involved in big decisions.
Look for these signals on a CV.
When intelligent people collaborate instead of competing, amazing things happen.
Candidate behaviour is changing; jobseekers are browsing but not applying. Candidates are expecting good jobs to come to them.
Ask a well-qualified developer how many LinkedIn approaches they get each week. Engaging with candidates before they even know they are looking and nurturing them for when they are ready.
Talented candidates are not actively looking for jobs and are being busy overachieving in their current employment. That is basically why gifted candidates need to be hunted for.
Future is all about candidates; recruiters must identify the candidates clients can not find.
A good recruiter will have skills in influencing, persuading, evaluating, assessing, negotiating, advertising, marketing, and acting as an advocate for employer and candidate.
They can develop and retain the relationship with great people over time and of managing the process. It can take one year+ for a recruiter to grasp the market and make a difference for you.
Future is all about candidates, recruiters must identify the candidates clients can not find. A good recruiter will have skills in influencing, persuading, evaluating, assessing, negotiating, advertising, marketing, and acting as an advocate for employer and candidate. They can develop and retain relationship with great people over time and of managing the process. It can take 1 year+ for a recruiter to grasp the market and make a difference for you.
The strength of any recruiter is equal to contacts and their ability to grow and nurture this network. Employers are paying a premium price for an agency candidate. You should not be paying a premium price for a candidate you could have found yourself.
Today’s world is so chaotic employers seem to always gravitate to seeking technical competency from Day 1.
However, this is not actually as important as some other skills. Hiring the right attitude is perhaps the most important.
Someone who is coachable, motivated, good temperament, emotionally intelligent, resilient, flexible, and humble is more important for a modern team.
The ideal candidate will maintain the highest standards of professionalism. Demonstrate positive attitude and behaviour, lead by example, engage in open, honest and direct conversation, respect and trust the talents and intentions of their fellow employees. Feel able to speak and challenge ideas in respectful, open dialogue.
Do you need to hire is the question? If someone leaves, do you automatically go to replace them? I would suggest that employers should have an “always-on” approach to hiring anyway.
Pipelining new talent, so when this happens, you can quickly assess the marketplace. Always look first to get the most out of your current staff. Whom you have, is all you have.
The only thing worse than having an open job … is filling it with the wrong person!
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Discover how The Amazing Prospect recruitment system will:
- Dramatically increase the quality of CV’s you receive.
- Expand and generate more revenue for your business.
- Build you a high performing Technology team.
- Add value to your business giving you more return on your investment.
- Increase your company visibility to attract the best talent.