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Matchmaking Techniques Can Help Recruiters Hook Up with Amazing Talent

Without going too far into the weeds, I believe it’s fair to say that recruiting and matchmaking share much in common. Think about dating. We “date” all the time, and that reaches beyond romantic[...]

December 11, 2018

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Simplify your RFP process by adding these things to your RFP.

Quid Pro Quo

“If I help you, Clarice, it will be turns with us too. Quid pro quo. I tell you things, you tell me things… Quid pro quo. Yes or no?” -- Hannibal Lecter

What does this quote, taken in the very confined context of a scene from “Silence of the Lambs,” have to do with staffing RFPs? Well, the relationship between a serial killer and a fledgling FBI agent can at times seem less dysfunctional, more productive and more honest than many vendor-client-MSP engagements during the RFP stage.

Here, Doctor Lecter represents the vendor. Agent Starling plays the role of the organization issuing the RFP. See, this is Starling’s case, tasked to her by superiors in the agency. They recognize her potential to evolve and succeed, to climb their ladder. They have faith that she can procure the expert resource that will allow the agency to deliver on its commitments. And she holds most of the cards here; it’s her case to lose. She also has resources and freedom -- something Lecter does not. However, the doctor possesses something Starling really needs: expertise, insight, the ability to guide her down the winning path. It’s his only trump card.

If Starling’s not willing to be honest with him and share, he has no reason to reciprocate. He’s not going anywhere. If the young agent walks away, she stands to lose more than Doctor Lecter’s attention.

Whether you’re a hiring manager seeking an MSP or an MSP scouting for the best suppliers, your RFP was issued to address a pressing business need. Those pain points torment you, not the vendor -- just as Clarice Starling’s imperative to locate and capture a dangerous predator have little bearing on Hannibal Lecter. He will respond only because he believes he can improve his own situation by helping her. She possesses scant leverage with which to influence him, other than to make a case for mutual cooperation that’s compelling enough to gain his participation and invest in her cause. And in order to help, Doctor Lecter has simply asked her to share information.

Transparency matters

Your interaction with vendors at this point is really no different. When bidders open your RFP, they must understand the background and the mutual benefits immediately.

It is here, in the preamble or executive summary of your RFP, where you make or break the deal with potential suppliers. The only way to achieve your end goal is through transparency, reciprocity and sharing program data, uncomfortable though that may be. This process doesn’t generally bode well as a unilateral endeavor. The exchange should be quid pro quo. Otherwise, the rest of your RFP can become meaningless.

When you issue your request, it’s wise to include all relevant program details in your synopsis to bidders. You should have received executed Non-Disclosure Agreements (NDAs) back from the vendors you invited to participate. So no worries, right? If not, you should distribute some NDAs.

  • Do send out mutual NDAs to all prospects prior to releasing the RFP. Mutual NDAs protect your interests and those of your bidders. An NDA also removes any objections a privately held vendor may concoct to justify withholding information you need.

  • Do not issue unilateral NDAs. Honestly, you’ll come off crooked, and savvy vendors may just walk away. You could be losing out on partnering with an intelligent, ethical and risk-averse supplier partner. Also be aware that vendors who eagerly execute such agreements are desperate for business. Desperation may lead to a vendor undercutting the pricing of all other bidders, however it can signal a relationship doomed to fail. And you could be the one playing janitor with the mess.

Here’s why disclosure and transparency matter: vendors can’t create account team structures, staffing plans, implementation schedules, solution designs and competitive (or even ballpark) pricing without knowing spend, volumes, locations, worker categories and so on. If you withhold this information, you prevent proposal teams from doing their jobs. The bids you’ll receive back will be hundreds of pages of guesses. You’ll be disappointed. Your superiors will be disappointed. Vendors will quickly lose interest.

Crucial details to include in your RFP’s introduction

Also understand that the more forthcoming you can be with crucial details, the fewer vendor questions you’ll have to answer. You just spent weeks writing an RFP. Do you really want to pull another late night responding to requests for clarification? To avoid this nightmare, be sure to summarize, at minimum, the following details. Make them prominent. Include them in the first pages of the document. It’s not so much a matter of whetting appetites as it is giving vendors a reason to engage.

  • Total program spend.

  • Spend by job category.

  • Job categories you need filled, even if they’re not covered in your existing program

  • Spend and worker volume by location.

  • All locations truly in scope for the program -- not what you think might be covered in some indeterminate future or are adding to entice participation.

  • Outlying spend (in scope, nobody wants to bother with business they can’t touch): SOW/project-based contractors, non-billed workers, independent contractors/freelancer, et al.

  • The number of suppliers currently providing services and the number needed (i.e., augmentation or rationalization).

  • Whether or not you have incumbents, especially those who shall remain engaged.

  • Your real pain points, the actual drivers of this request.

  • The decision makers and executive sponsors for the program.

  • Specific legal, regulatory or compliance considerations a successful vendor must meet.

  • The projected start date for implementation.

  • Whether third-party tools (e.g., VMS, ATS, etc.) will be used or have been previously chosen.

  • Integration or interface requirements are needed between those tools and your existing systems, if at all applicable.

  • Communication protocols during the RFP process: who to contact, deadlines for questions, a date at which point the process “goes silent,” etc..


In the third part of our series, we’ll look at wired bids and their warning signs, to help you ensure that you’re responding to or issuing a meaningful RFP.

View part 3: RFP Red Flags: DO NOT Respond to Wired Bids

Sunil Bagai
Sunil Bagai
Sunil is a Silicon Valley entrepreneur, thought leader and influencer who is transforming the way companies think about and acquire talent. Blending vision, technology and business skills honed in the most innovative corporate environments, he has launched a new model for recruitment called Crowdstaffing which is being tapped successfully top global brands. Sunil is passionate about building a company that provides value to the complete staffing ecosystem including clients, candidates and recruiters.
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