courageous bridge-building crucial points for successful employer acquisition and constructive...
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Courageous Bridge-BuildingCrucial points for successful employer acquisition and
constructive communication with HR managers
European Congress and Final Conference of the Leonardo da Vinci Transfer of Innovation Project
European Toolkit for Supported Employment and Diversity
Vienna, 25th September 2014
Jürgen Länge
• 14 years consultant in integration service with cba e.V. in Munich
• Since 1997 approx. 400 trainings / seminars / workshops on „Professional job acquisition“ + „Constructive communication“
• Trainer, (coaching) supervisor, coach, moderator
• Start-up consultant
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Phases of Supported Employment
Corporate and non-corporate support
Contact with employers
Job search
Skills profile creation
Orientation and contracting
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In the focus
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• Cold calling• Placement consultant• Strategies & tactics
Thesis 1
• Acquisition initiates relationshipsSuccessful if expert departments approach employers actively.
In the beginning everything depends on the skills of the placement consultant, not those of the client!
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Thesis 2
• Acquisition initiates relationshipsActive recommendation marketing and continuous nurturing of contact sustainably eases acquisition. This is often underestimated and neglected.
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Thesis 3
Acquisition shapes relationshipsBy using the right tools that can be learnt. Special services staff possess the right preconditions for learning professional acquisition.
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Thesis 4
• Acquisition can be learntFurther education, training, practice and reflection boost action competence,courage and pleasure when initiating contacts with HR managers. This in turn also improves placement and cooperation scores.
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Thesis 5
• Acquisition strategies can be transferredIn Supported Employment successful placements are possible for both handicapped people as well as for others with problems in accessing the labour market.
• The only necessary modifications regard candidate presentation and the intensity of the contact between the placement consultant and the HR managers
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Definitions
Acquisition: Canvassing customers or jobs
Cold calling: first contact with a potential customer- New business contact- No identifiable need on behalf of the acquired
person- In most cases unexpected by the acquired person
Warm calling: Current or previous business contact and rekindled
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Targets of the acquisition
• Initiating conversation• Inspiring interest• Establishing a strong relationship• Placing client• Enabling a 3-win-situation• Initiating a (long-term) cooperation with
the company
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Consultant Special service
Company HR Manager
Behavioural level Factual level
Communication behaviour and situational instinct Arguments and facts!
?
Acquisition - Situation
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Consultant Special service
Company HR Manager
Behavioural level Factual level
Arguments and factsattractive
Successful acquisition
Communication behaviour and situational instinct
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Minimum preconditions
Company has demand (possibly to be kindled)
Special service Clienthas useful offer is motivated(possibly incl. Post-start support) can behave in compatible
mannerand high acquisition competence
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Fields of preparation
Special service
Companies
Candidate
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Strategic Basic Decisions
Starting points: Mission: Client vs specialist-centred approach Target: Focus on placement vs. cooperation If mediation:
Wish client Assessment consultant on skills client + labour
market Idea for activity
Full-time job or part-time job? Regular job? Niche? Internship?
Industry; company size (SME faster) Cold vs warm calling (warm mostly faster) Route of establishing contacts
by telephone, in person, (in writing)
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Preparation specialist service
Idea Research on target enterprises Explain strategy Arguments for cooperation + candidate (6 benefit
levels) Individual offer for enterprise
interesting presentation Identify with mission Specialist competence Clear definition of roles Positive charisma High communication skills
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Specialist service
Conditions for employing severely disabled persons
Precondition: Required staff!
Maximum safety: Possibly counselling/support/ right to withdraw
(89%)
Achievement potential is a must (79%)
Financial help if necessary (59%)
Social aspects (41%)
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Benefits for enterprises (= arguments)
Only clearly identifiable benefits motivate the people in charge at the acquired enterprise to cooperate!
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Hard
ben
efi
ts
Soft b
en
efi
ts
Safety/minimisation of risks
Performance
finance
social aspects
personal benefit
additional benefit
Preparation – Presentation of the client by specialist service
Acquaintence, trust, consulting contract Attitude towards client Skills profile Attractive + substantiated presentation
(unified with client)
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KlientIn
And off we go …
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Constructive Communication (1)
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Conversation management and structuring (active/passive)
Short sentences (no subjunctives = softeners) Constructive questions (e.g. W-questions to start
with, closed or alternative questions at the end) Active listening Produce rapport Pacing + Leading (produce and deepen rapport) Characteristic-advantage-benefit argumentation
Constructive Communication(2)
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Handling objections in contact-promoting manner Discuss interests instead of positions Develop joint options Future-Pace Use body language and mode of speaking as
means of support Possibly communicate on meta level high congnitive skills, good feel for situation and
clear roles are helpful.
Contact management
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At least 1 x/year Usually short conversations (in person and/or via
telephone) announced/agreed Possibly also for current interests With topics of interest (for second person) (even
unrelated to client or placement) Stimulate active recommendation marketing
Success factors for acquisition
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Positive, clear, appreciative attitude Communicative competence Enough time Flexible and clear roles including multipartiality for all; clie
customer focus Interesting, professional offer, incl. sufficient offers to
accompany for stabilisation ( important for sustainable success!)
„Genuine capacity for enthusiasm“
Acquisition also for other target groups?
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None of the calling success factors mentioned is specific of target group.
In the beginning the employers‘ willingness to cooperate is based on the (growing) trust in the contact person, curiosity/interest, demand and (multiple) expected benefits.
To overcome the first threshold the contact person must be all the more committed the more the candidate‘s compatibility seems doubtful.
Improved Acquisition = improved chances
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The candidate‘s continuance in the company is not subject to the acquisition but largely the framework conditions in the company and the possibilities for support. (phase 5 in Supported Employment)
The calling process decides whether the candidate gets the chance to join.
Thank you for your attention and I wish you all possible success for your contribution to inclusion
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