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12 Secrets of Executive Recruiters

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Whether they call themselves executive recruiters, headhunters, or executive search consultants, they’re the people who help companies fill open positions by finding the best candidate for the job. That means plenty of time spent prospecting for companies, searching for candidates, and staying glued to LinkedIn. We spoke to a few executive recruiters to learn their secrets—from how much they get paid to why they sometimes have a reputation for being less than polite.

1. THEY WORK FOR THE COMPANY, NOT THE JOB SEEKER.

Although interacting with candidates is a big component of their job, executive recruiters are loyal to the company that’s hiring, not the candidate applying for the job. “Many people who call on an executive recruiter feel that when they send us their resume, we stop what we’re doing and work for them as their talent agent,” says Chris Gardner, the CEO and founder of Artemis Consultants. But a recruiter’s only obligation is to their client—the company that’s paying them to find an employee. “So if the candidate doesn’t match any of a company’s existing openings, candidates will most likely not receive the attention they need or want," he tells mental_floss.

2. THEY CAN EARN BIG BUCKS FOR PLACING ONE CANDIDATE.

Like real estate agents, most recruiters work on commission, earning 20 to 30 percent of the candidate’s annual salary. That means that if they place a manager or a CEO, they can earn a large chunk of change. Ryan Cook, a recruiter in Kansas, reveals in an interview with PayScale that he understands how it might sound ridiculous for a company to pay a recruiter as much as $75,000 for a candidate. “But when the placed candidate can end up bringing hundreds of thousands, if not millions of dollars in revenue to the company, who cares how much the finding fee was,” he says.

3. THEY SPEND A LOT OF TIME WITH EXCEL.

Depending on their size, recruiting firms may conduct hundreds of searches each year, considering candidates for jobs around the world. Since recruiters have a ton of data to keep organized and readily accessible, spreadsheets are an integral tool that helps them do their job. Recruiters will make (and regularly update) lists of potential companies, job openings, and candidates, hoping to find the one perfect person for a given job spot. And even if a company passes on one of their candidates, recruiters keep the names and contact information of good candidates in their spreadsheets for future opportunities.

4. THE WORD THEY HEAR MOST OFTEN IS “NO.”

Whether they’re cold-calling a potential client or emailing a candidate about a job opening, recruiters face a lot of rejection. Because they hear the word “no” so often, successful recruiters are persistent, persuasive, and have a thick skin.

“You are constantly selling yourself to new clients,” Cindy Picciano, an executive recruiter at Ability Professional Network, tells mental_floss. “On the candidate side, especially if they are not actively looking, you are selling yourself as someone worthwhile to speak to—to open up and share intimate information about their career dreams, compensation, and personal/family objectives,” she adds.

Once recruiters find a candidate that matches a job opening, they must convince the candidate that they should work at the company. "That’s a lot of selling,” Picciano says.

5. THEY’RE ADDICTED TO LINKEDIN.

According to recruiter Christine Lee, executive search professionals in the late ‘90s relied on cold calls and bought CDs that contained research on candidates. Although making phone calls is still a big part of a recruiter’s job, LinkedIn has revolutionized the field, making it easier for recruiters to find and connect with job candidates. “Today, instead of being attached to the phone all day, executive recruiters lurk in LinkedIn every day. We’re addicted to it,” Lee writes. Those who pay for LinkedIn’s Recruiter Tool can send messages to candidates, see the jobs that they’ve applied to via LinkedIn previously, and look at profiles for red flags such as incompleteness and gaps in employment.

6. DEALING WITH DEJECTED OR DISHONEST JOB SEEKERS DRAINS THEIR ENERGY.

According to recruiter Mark Wayman, it’s not uncommon for unemployed executives to whine about their situation. Job seekers who have bad attitudes and blame others (such as former bosses or difficult spouses) for being out of work make it harder for recruiters to place them at a company. And because they’re not career coaches, most recruiters have neither the time nor the desire to offer encouragement to sullen job seekers.

To make matters worse, some job seekers even lie to recruiters about their previous salary or about being laid off versus fired. Wayman’s advice? “Quit complaining and move on. Bitter is not attractive, and it [is] one of the top issues I see in unemployed executives,” he writes on The Huffington Post.

7. THE BURNOUT RATE IS HIGH.

Although new recruiters may be enthusiastic about using their people skills and negotiation chops to rack up commissions, most recruiters don’t stay in the profession for long. Experts estimate that 70 to 90 percent of recruiters choose to leave the profession in their first year of work. The reasons for the high burnout rate are complex, but recruiters who don’t cut it may feel discouraged by multiple rejections or realize that their temperament isn’t suited to the job. Other recruiters may leave the profession because they're simply not making enough money via commissions.

8. COMPANIES USE THEM AS A LAST RESORT.

Some companies may pay a recruiter a retainer fee, using her services to discreetly fill any open top-level positions that they don’t want to advertise on job boards. But many companies don’t have the resources to pay recruiters a retainer to find candidates, so most companies only use recruiters as a last resort. “The hardest part of our job is finding clients/employers that value search services enough to pay a fee,” Gardner tells mental_floss. Although recruiters must search for candidates, the parallel part of the recruiting business entails searching for clients. “We can’t place candidates without paying customers. And we can’t get paid without finding qualified candidates that meet our clients’ preferred profiles,” Gardner says.

9. THEY’RE CONSUMMATE SPIN DOCTORS.

Most recruiters are honest, respectful, and professional. But to some people, they have a bad reputation. Some recruiters may be brusque when making countless cold calls or dealing with a candidate who isn’t a good match for an open job. And some feel their role as an intermediary between company and candidate gives them leverage to get their candidate placed by whatever means necessary. For example, they might gloss over aspects of a candidate that don’t fit with the company, or push candidates to accept a lower salary than they wanted to close the deal.

10. THEY’RE LESS COMPETITIVE (WITH EACH OTHER) THAN YOU MIGHT THINK.

Recruiters who are proactive and aggressive are often more successful than more timid ones, but recruiters are less competitive with one another than you might think. If a recruiter can’t find the right candidate for a job opening, she may take advantage of her relationships with other recruiters. When one recruiter refers a candidate to another recruiter, the two recruiters may split the placement fee 50/50. Earning half of a commission is better than earning nothing, so recruiters are motivated to seek partners in other recruiters rather than simply view them as competition.

11. THEY ACCEPT THE REALITY THAT THE BEST CANDIDATE DOESN’T ALWAYS GET THE JOB.

Wayman advises candidates and other recruiters to remember that the job search process isn’t fair. “You get fired, someone else gets your promotion, you don’t get the job interview,” he writes. “Believe me, I see it regularly. A mediocre candidate beats out an outstanding candidate. People that make terrible business decisions just keep on finding jobs.” Although recruiters can’t control which candidate a company ultimately decides to hire, they can choose to focus on what they are able to control—finding and suggesting exceptional, qualified candidates who would be good fits for the company and the role.

12. THEY LOVE SOLVING PROBLEMS FOR THEIR CLIENTS.

Ultimately, successful recruiters enjoy working with people and matching a job seeker to a company. “I love making clients happy. It’s extremely satisfying to know that you’ve solved a problem for them,” Gardner says. Picciano adds that the reward for making a great match between a company and candidate goes beyond simply earning the recruiting fee: “It is knowing that you have been instrumental in positively changing the future for both the company and the individual. That is the true reward!”

All photos via iStock.

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13 Secrets of Professional Naming Consultants
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When it comes to companies and products, names matter. A slick name makes a company sound trendy and cool, while a terrible name can have customers running into the arms of the competition. Unsurprisingly, many companies take the process very seriously, hiring outside naming consultants who either work within creative agencies or at agencies devoted entirely to naming. We got a few to give us the scoop on how their job really works.

1. IT’S NOT JUST A CREATIVE TASK.

“The notion that namers are hippies and poets jotting down names on cocktail napkins couldn’t be farther from the truth,” says Mark Skoultchi, a partner at Catchword, the agency that named the Fitbit Flex and Force and Starbucks’s Refreshers line.

The stakes are just too high for naming to be a purely creative project, because a bad name can break a product. Consider, for example, the major slump in sales ISIS chocolates experienced in 2014 when people began to associate their name with the Islamic State. (The company rebranded itself to Libeert.) And when the AIDS crisis hit in the 1980s, the diet candy company Ayds chose not to change its name, eventually suffering the consequences. (When asked about it, an official from its parent company, Jeffrey Martin, famously snapped, “Let the disease change its name.”) By 1988, the company conceded that the name was hurting sales, and changed it to Diet Ayds. But the product was soon pulled from shelves altogether.

“When you’re naming your kid or nicknaming your car it’s more creative. There aren’t as many consequences,” says Nina Beckhardt, founder and CEO of the Naming Group, a consultancy that works with Chevrolet, Kohler, and Capital One. “But when you’re brand naming, the name you select has to be strategically impeccable. It has to make sense and at least not offend millions of people around the globe.”

2. NAMES CAN’T JUST SOUND GOOD.

Naming isn’t just a subjective choice—really liking a name doesn’t mean it’s a good fit for your company. “People want to get more subjective with it,” Beckhardt says. “They’ll say that name reminds me of my cat or rhymes with such and such. That observation is so enormously unimportant compared with the fact that the name successfully checks all the boxes we created at the beginning.” The point is to find a name that gets across what the company wants to convey, rather than one that every person involved in the naming process loves.

For example, when The Naming Group was working with Capital One to develop their first brand-name rewards credit card, the company had to consider who they were trying to target—travelers. The result was the Venture card, a name with a connotation of adventure and exploration that’s “not right on the nose.”

3. IT HELPS TO HAVE A BACKGROUND IN LINGUISTICS—OR TRADEMARK LAW.

Though naming is essentially an exercise in corporate strategy, naming agencies don’t just employ people with backgrounds in branding and marketing. They also need linguistics experts to help generate names that make sense, have positive connotations in modern usage (i.e. nothing that might have a negative slang meaning), and inspire the associations the company wants to elicit.

Coming up with a name also involves some legal legwork. You can’t name your company or product after something that’s already trademarked. And if you want to expand internationally, the name needs to be available to trademark in other countries as well. That means naming agencies are often looking for people with a background in trademark law.

4. YOU HAVE TO COME UP WITH HUNDREDS OF NAMES, IF NOT THOUSANDS.

“Naming is a game of numbers,” Beckhardt says. “You have to have a lot of options.” Even if the potential names sound great, many are bound to run into trademark conflicts or not work in another language.

So before namers get together to present feasible ideas to the clients they’re working with, they come up with hundreds, if not thousands, of potential options. “At Catchword, 200 names is scratching the surface,” Skoultchi says.

5. BUT THE CLIENT WON’T SEE THEM ALL.

When faced with too many options to choose from, people tend to freeze up in what psychologists call “choice overload” [PDF]. Whether you’re talking about choosing between similar items at the grocery store or an endless array of potential product names, it’s overwhelming to consider all the possibilities. Namers take their initial 200 or 1000 ideas and whittle them down to present only the best (and most feasible) options. At Catchword, that means about 50 names.

But namers can also face the opposite challenge. If a client gets too set on a single idea, it blinds them to what might be better options still out there. “For each project I will get and try to get the client attached to a number of different names,” Beckhardt says, rather than looking for “the prince charming” of names.

6. A NAME CAN BE TOO ORIGINAL

The amount of meaning a name communicates lies along a continuum. On the one end, there’s an overly descriptive name. On the other end, there’s so-called “empty vessel” names, which are so far removed from actual words that they come off as meaningless. The ideal name falls somewhere in the middle, but if you end up too far toward the “empty vessel” side, your name will be a target for mockery.

Consider Tribune Publishing, the media company that owns the Chicago Tribune. In 2016, it rebranded as “tronc,” a name derived from the phrase “Tribune online content.” The move was widely mocked, for good reason. In The New York Times, a branding expert said the name “creates an ugliness.” The new name became a black eye for the company rather than a sign of its forward-thinking vision.

Empty vessel names are particularly common in the tech world, but played right, it can work. Google could be considered an empty vessel name, but it does have an origin, albeit one that most people aren’t familiar with. A googol is a huge number—10100—which makes sense within the context of the search engine’s ability to aggregate results from a near-infinite number of sources online.

7. A NAME CAN’T JUST SOUND GOOD IN ENGLISH.

One reason naming agencies need linguists is that unless a company is only marketing its products domestically, the name needs to work in multiple languages. If your product sounds slick in English but means something dirty in Norwegian, you’ve got a problem.

Plenty of companies have found this out the hard way. The Honda Fit was almost the Honda Fitta, but the company changed the name when it realized that “fitta” was slang for female genitalia in Swedish. The company later started calling it the Honda Jazz outside of North America.

Different languages also pronounce certain letters differently, which gets awkward if you’re not careful. “When we’re developing names we have to prepare for those mispronunciations to make sure that isn’t going to affect how people understand the product,” Beckhardt says. In Germany, Vicks sells its products under the name Wick, because the German pronunciation of the original brand name (in which a “v” is pronounced like an “f”) sounds like a slang word for sex.

Even if the name isn’t vulgar, it might have connotations in another language that you don’t want people associating with your product. In Mandarin, Microsoft’s Bing has to go by a different name, because “bing” means disease. Part of the naming process, according to Beckhardt, is “making sure that if we’re naming a skin care product, it doesn’t mean acne in Japanese.” She adds that at one point, while working on a rebranding project, The Naming Group came up with a name that ended up meaning “pubic hair” in another language.

8. IF YOU DON’T COME UP WITH A FOREIGN NAME, CUSTOMERS MIGHT DO IT FOR YOU.

Famously, when Coca-Cola first started selling its products in China in 1927, it didn’t immediately come up with a new name that made sense in Chinese characters. Instead, shopkeepers transliterated the name Coca-Cola phonetically on their signage, leading to odd meanings like “bite the wax tadpole.” In 1928, Coke registered a Chinese trademark for the Mandarin 可口可乐 (K'o K'ou K'o Lê), which the company translates as “to permit mouth to be able to rejoice.”

9. COMING UP WITH A CHINESE NAME IS ESPECIALLY COMPLICATED.

Foreign companies are eager to expand into China’s growing market, but it’s not as easy as transliterating an American name, like LinkedIn, to Chinese characters. In some cases, companies use Chinese names that sound somewhat like their English equivalent, but in others, they go by names that don’t sound similar at all. “It’s this crazy art form of balancing phonic similarity and actual meaning,” Beckhardt says.

Labbrand, a consultancy founded in Shanghai, helps American companies come up with names that work for Chinese markets. For LinkedIn’s Chinese name, Labbrand was able to come up with a name that both sounded a bit like the original and still had a meaning in line with the company’s purpose. 领英 (lǐng yīng) means “leading elite.” For other companies, though, it makes more sense to come up with a name that sounds nothing like the American brand, yet has a strategic meaning. For Trip Advisor, Labbrand came up with “猫途鹰 (māo tú yīng)," a combination of the characters for "owl" and "journey"—a reference to the company’s owl logo and its role as a travel site.

Some names, however, are just straight translations. Microsoft is 微软 (weiruan), two characters that literally mean “micro” and “soft.”

10. THERE ISN'T USUALLY AN ‘A-HA’ MOMENT.

“Oftentimes, clients are expecting epiphany, to have an ‘a-ha!’ moment, but those moments are more rare than you think,” Skoultchi says. “It’s not because the name ideas aren't great, it’s because most people have trouble imagining” what the names will sound like in the real world. “Context, visual identity, taglines, copy, and other factors influence our perception of a name and how appealing it is. Imagine just about any modern blockbuster brand, and now imagine it’s just a word on a page, in Helvetica, with little to no marketing support.”

To help customers understand how a name might look in real-world settings, Catchword gives it a slightly jazzier graphic design that’s more representative of what it would look like in the market, adding in potential taglines and ad copy to make it look more realistic.

11. YOU’RE NOT JUST NAMING ONE THING.

The Naming Group, for example, has worked with Capital One, Kohler, and Reebok to come up with names for multiple products, and they've also worked to establish perimeters for future names. That's because what you call one product could have implications for your future products—and ideally, the names of different products across a company should work together.

Take the example of Fitbit. The company has a naming style that involves single-syllable, simple English words that are designed to convey something unique about the product. They also had to fit the tiny devices themselves, so length mattered. The name “Flex” went to the first wristband tracker, and the most advanced tracker became “Force.” Later, the first tracker that measured heart rate would become "Charge," and the one designed for high-intensity athletes, "Blaze." All the names have a similar vibe while managing to convey something about the specific device.

As a cautionary tale, imagine a world in which Steve Jobs was allowed to use his preferred name for the iMac, “MacMan.” (Luckily, an ad agency creative director talked him out of it.) Given how the “i” in iMac influenced Apple’s future naming conventions, would there later have been a PodMan and PhoneMan? Choosing the iMac led to a larger branding scheme—the iPod, the iPhone, the iPad—that's instantly recognizable. “The PhoneMan” just wouldn’t have the same ring.

12. COMPANIES OFTEN WAIT UNTIL THE LAST MINUTE.

There’s a perception that naming should come from within a company—that if you build a product, you automatically know the best thing to call it. But that’s often not the case. Companies usually don’t employ professional namers on staff and don’t have any set guidelines on how to come up with new names. And it’s often not until the last minute that they realize they need outside help to decide on a great moniker. “It can be so emotional,” Beckhardt explains. “Companies come to you pulling their hair out, [saying] ‘We just can’t decide; we haven’t found it yet.’”

13. IT ONLY TAKES A FEW WEEKS.

Naming something usually doesn’t involve a lightning bolt of inspiration, but neither do companies slave over names for months. According to Beckhardt, the process takes anywhere from four to six weeks, though they can expedite the process if they really need to.

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8 Secrets of Air Traffic Controllers
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Pilots and flight attendants are key to making air travel safe, but there's a less-visible group of people who are just as essential—air traffic controllers. The Federal Aviation Administration (FAA) employs more than 14,000 of them to choreograph the flow of airplanes on the ground and in the sky, whether that means using radar and other tools to direct aircraft at take off, communicating with pilots about flight paths and weather, or helping pilots land their planes safely. Take a look at these secrets of air traffic controllers to learn about their unique lingo, high degree of job stress, and occasional UFO sighting.

1. MANY OF THEM DON’T WORK AT AIRPORTS.

When you imagine an air traffic controller, you probably envision someone working in a tall glass tower at an airport. However, many controllers toil at either a Terminal Radar Approach Control (TRACON) facility or at a route center, which may be located far away from airports.

According to air traffic controller Chris Solomon, who controls planes for the military, controllers in each of the three types of facilities have different responsibilities. “The typical tower controllers get the planes from the gate to the runway and then airborne to within five or so miles of an airport. The aircraft then becomes under the control of the approach controllers [TRACON],” he tells the website Art of Manliness.

These TRACON controllers usually control the plane during its ascent and descent from the airport. When aircraft reach an altitude above 18,000 feet, the route center controller takes over, using radar to guide aircraft at cruising altitudes until the plane begins its descent. Then the approach controller takes the reins, followed by a tower controller who guides the plane’s landing.

2. AGE IS A MAJOR FACTOR.

Some air traffic controllers begin their careers in the military, while others apply to the FAA’s Air Traffic Control Academy. But no matter how they enter the profession, they must have good vision, a sharp mind, and the ability to think quickly and clearly under pressure. The FAA requires that applicants be 30 years old or younger when they apply to the job, and controllers must retire at age 56, before most of them experience any age-related mental decline.

3. THEY HAVE THEIR OWN BIBLE AND THEIR OWN LINGO.

Inside an air traffic control room

Pilots and air traffic controllers around the world must speak English to communicate (it's required by the International Civil Aviation Organization), but they also have their own flight-related language. This phonetic alphabetic and numerical system, which replaces letters (A to Z) and numbers (zero to nine) with code words, minimizes confusion and misunderstandings between air traffic controllers and pilots.

For example, controllers say “bravo” instead of the letter “B,” “Charlie” instead of the letter “C,” and “niner” instead of the number “nine.” (Theories explaining the origin of the code word “niner” differ, but aircraft enthusiasts speculate that the extra syllable differentiates it from the German word for “no” or distinguishes it from the pronunciation of the number “five.”) Air traffic controllers also have their own slang and, for instance, use the phrase “souls on board” to refer to the number of people on a plane.

The phonetic system is spelled out in detail in the FAA Order 7110.65 manual [PDF], along with other key code words, phrases, and procedures. Controllers call the manual their "bible," study it during training, and review it regularly to keep apprised of any updates and additions.

4. PILOTS WITH HEAVY ACCENTS FRUSTRATE THEM.

Although English is the official language of aviation, not all pilots speak it well. Air traffic controller Brandon Miller, who works for Potomac Terminal Radar Approach Control (TRACON) in northern Virginia, tells Mental Floss that it can be difficult to communicate with foreign pilots. “However, we are in the business of communication,” he says, explaining that learning to solve potential communication issues is part of their training. When talking to a pilot who has a heavy accent, controllers may speak more slowly, enunciate words more dramatically, and try to avoid changing routes as much as possible.

Stephen, an air traffic controller with the FAA, echoes Miller’s point. “We mainly just bitch amongst ourselves, say things very slowly, and do the best we can” when dealing with pilots who have heavy accents, he writes on Reddit.

5. THEY ALTERNATE BETWEEN STRESS AND BOREDOM.

An airplane and an air control tower

Because they’re responsible for thousands of lives 24 hours a day, 365 days a year, most air traffic controllers experience a high level of job-related stress. “We often miss birthdays, we work on holidays and weekends, and often operate on alternative sleep cycles,” Miller explains. Staying focused is essential, especially during times of busy traffic and bad weather, so most air traffic controllers take a break every hour or two, depending on the rules at their facility.

According to Miller, the diversity of tasks in his work day keeps his job challenging. At any given time, he may be directing Air Force One or other VIPs (from our country or a foreign one), sequencing commercial passenger jets into a variety of airports in the Washington, D.C. area, assisting police or paramedic helicopters, expediting military fighters and military transport planes, or looking for suspicious aircraft in the Washington, D.C. Special Flight Rules Area.

On the other hand, graveyard shifts and periods with less traffic can be tedious and dull. “Hours and hours of boredom combined with moments of sheer terror, as we like to say,” Stephen told Reddit. “But if you like the challenge and want to be where the action is, it's a great job!”

6. THEY’RE PROBABLY OVERWORKED.

In a 2011 article for The Daily Beast, Bob Richards, who worked as an air traffic controller at Chicago O’Hare International Airport for more than two decades, describes his job as “thrilling, fulfilling, and utterly exhausting.” Richards notes that four of his coworkers died of sudden cardiac death, two died of pancreatic cancer, and many others suffered from stress-related gastrointestinal illnesses. In his early 40s, Richards himself suffered from atrial fibrillation, which eventually progressed into congestive heart failure.

A secret study conducted by NASA in 2011 found that almost one-fifth of controllers made significant errors, partly due to chronic fatigue caused by their lack of sleep and busy shift schedules. To combat fatigue and address controllers who were allegedly asleep on the job, the FAA issued a series of new rules that increase the mandatory time between controllers’ shifts.

7. UFO SPOTTINGS DEFINITELY HAPPEN.

A screen showing radar

During the course of their careers, most air traffic controllers have personally spotted (or have a coworker who has spotted) some sort of unidentified flying object. UFO sightings are more common at night, when air traffic controllers may see an unexplained blinking light that doesn’t appear to be coming from an aircraft. But strange sightings aren't necessarily alien life forms—radar is so sensitive that it may pick up items such as clouds, a flock of birds, or even a large truck on the ground.

8. THEIR JOB ISN’T GOING ANYWHERE.

Commercial aircraft landing

Although air traffic controllers rely on radar and other technology to do their jobs, they’re not in danger of technology replacing them any time soon. With so many lives at stake, air traffic control will likely always require humans to ensure that automated systems function properly and technology doesn’t malfunction. And controllers enjoy the sense of satisfaction that comes with using their knowledge and skills to help passengers get from point A to point B safely. “There is a great amount of pride that my coworkers and I take knowing that safety of air traffic control is the last thing on passengers' minds when they get buckled in the airplane,” Miller says.

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