Independent Recruiters, Does Relocation Have You Singing the Blues?

By Veronica Scrimshaw

Today’s installment is courtesy of guest blogger Laurie Johnson. Laurie is Vice President of Account Management with Recruiter Relocation, a firm that provides relocation support for recruiters and their candidates domestically and internationally. Laurie has over 11 years of service with Recruiter Relocation and is considered the “go-to” person for best practices and industry resources regarding placements and relocation. For more information, contact Laurie at www.recruiterrelocation.com

For any independent recruiter involved in a search assignment, the more complicated the prerequisite skill-set, the more likely it is that the placement will involve a candidate relocation. This can certainly present a challenge – for both the candidate and the recruiter. Relocations can fail if certain details are not addressed EARLY- pre-hire/pre offer. The following song titles suggest some important points to help independent recruiters maximize successful relocation rates:

Should I Stay or Should I Go – Companies go to great lengths with their relocation partners to write policies that work both for their employees and meet their fiscal bottom lines. A cost of living adjustment is one item that is often overlooked. A salary increase may initially look good, but if it doesn’t go as far in the new location, it may spell disaster in the long term. Find out the COLA early, and immediately dialogue with the candidate on the results.

How Deep is Your Love? - You’ve found the ideal person for the position. They have accepted. And while that’s a great feeling, this positive circumstance really only represents half the battle. For a great, lasting result, they are going to have to perform in the position for a substantial amount of time. A relocation that fails to address the concerns of the new hire’s immediate family: spouse, children, or elderly parent could be destined to fall short of a company’s objectives. These familial difficulties and challenges should be identified and addressed from the very beginning. Converse with your candidate and their family on realistic relocation costs and expectations before an offer is extended.

Dancing on the Ceiling - In this market, there are few who are unaware of the equity position with their home. However, secondary and tertiary considerations such as title charges, taxes, fees, and commission expenses may factor in to a candidate’s willingness to get on board due to a small relocation allowance. Uncover early-on whether a home sale (or inability, therewith) could present a problem.

Pump Up the Volume - Often we use ourselves as an instrument by which to measure other people’s preferences. If a potential candidate is considering a move to a small New England town that we find quaint, it is easy to overlook some of the cultural or even infrastructure issues that might be less than ideal for them. It is important listen and find out what is most important to the candidate and their family – so all their needs are being adequately addressed.

While it may be painful to lose an otherwise acceptable candidate to relocation incompatibility issues, both the company and the candidate will be far better off if the considerations above are addressed from the beginning. Independent recruiters can benefit from working with a relocation partner to help resolve these concerns.

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