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We also examined the key drivers in the relationship between the recruitment consultant and the security professional. The dividing factor between the success and failure of this particular relationship is process, and the ability for process to be followed without unnecessary hindrance.

Next, it's time to take an in-depth look at that same process from two perspectives – that of the client and the recruitment agency. Both parties need to be familiar with the roles that they must play if the result is to be successful. Success in this situation is the filling of a vacancy with the most suitable candidate. The catalyst for this end result is the recruitment agency, and the manner in which it's used.

Preparation and planning
The initial phases of the recruitment process for the client are all about preparation and planning. You have a mission-critical vacancy within the organisation, and have exhausted all of the normal hiring methods without success. You've thus decided to make use of the services of a recruitment agency, and in doing so have accepted and budgeted for the expense involved. But which agency should you use?

Currently, there are around 20 security recruitment concerns serving the industry, and they vary in terms of size, degree of professionalism and ability. With the launch of the Security Industry Authority (SIA) and an increasing annual security sector expenditure, this number is growing – and with that the selection process for the end user becomes more difficult.

The most effective way to choose your preferred recruitment partner is to hold a tender process, and invite a group of recruitment consultants to attend. You should highlight the key characteristics and skills that you're seeking in a partner company, but also provide factual information on your business, the organisational structure, financial accounts, sales literature and the Unique Selling Points (USPs) that distinguish you from the competition.

The latter should always include an analysis of the previous year's recruitment budget, and forecasts for the forthcoming 12 months.

A professional recruitment agency will expect such a process, and in turn will welcome this 'window of opportunity' as a chance to fully inform you about its business.

Those that respond positively to your invitation to tender should be judged in the sure knowledge that you have provided them with a full and honest picture of who you are and what you do, and that they have subsequently made an informed decision to win your business. When contracts are finally awarded, clients often make selections based upon two criteria – cost and size. This is a schoolboy error. In recruitment terms big is not always beautiful, and low cost generally equates to low service levels.

Cost: a recruitment driver
In reality, there are several factors that need to be considered when making this selection, but perhaps the most emotive is cost. It has already been highlighted as one of the key drivers for the recruitment agent, and as such any reduction of the recruitment fee can (and will) affect the level of service that you ultimately receive. It's therefore vital to reach a point in negotiations where the agent remains motivated to work on your behalf, and you feel that you're receiving real value for money.

Recruitment fees will vary, but are generally dependent upon market conditions, the financial value of the vacancies and the future relationship between yourself and the recruiter. Standard Terms and Conditions of Business quote rates ranging from 15-30%, and are often graded according to salary levels. However, this isn't the best method for the client. My advice would be to negotiate a set rate for all recruitment assignments, as this will then enable you to accurately forecast future recruitment costs.

Warning bells should begin to ring if you are able to achieve a 10% or less recruitment fee – this would indicate an air of desperation on the part of the recruiter that is clearly sinking under the burgeoning weight of its own sales targets. The 'feel good' factor of hard negotiation will be very quickly replaced by dissatisfaction and, ultimately, more recruitment costs when you're presented with unsuitable candidates and poor service levels.

The current accepted recruitment fees within the security sector are between 13% and 20% of the candidate's first year remuneration. Governmental involvement and legislation through the SIA will inevitably raise the profile and value of the security professional. The Approved Companies that exist after these changes will naturally be able to charge a premium for their services, but in turn increased recruitment fees will face them head-on. The short-sighted will fight the change and will fail, but the security business of the future will recognise the increased value of its employees and budget accordingly.

The recruiter's methodology
The next important factor in the decision-making process is methodology. In layman's terms this is the process by which the recruiter will search for, identify, brief and then introduce potential employees to you.

The recruiter is an extension of your own organisation and is tasked with discussing your business, your employees and your growth plans with the open market. You need to trust that individual 100%. You need to be satisfied that they have integrity, and t

There are 30 recognised steps in the recruitment process, and each and every one of them must be rigidly adhered to if success is to be guaranteed (see panel overleaf 'The 30 Steps of Recruitment: what the service end user should expect of a recruitment consultant'). Some steps are small and need only be considered very briefly, but others are more lengthy and absolutely necessary.

Question the recruiter on each of them until you're completely satisfied that he or she is representing your organisation in the best possible way. Identify where you are in the process, and be prepared to fulfil your own role to the best of your ability. What is your recruitment plan? What is the format for interviews? What information are candidates being provided with on the company itself? Does the candidate have a full job specification? These are all fair questions that you should be asking.

If your recruiter is either unable or unwilling to answer them then the answer is simple. Choose another recruitment agent.

The ability to achieve the aim is vital. Has the recruiter demonstrated to you beyond all reasonable doubt that it has a proven track record of success in delivering recruitment solutions for others? Remember that the recruiter is a trained salesperson and will have pre-prepared rebuttals for every objection that you present to him or her.

Distance yourself from this sales patter by focusing upon your own questions, and demand facts and figures in response.

Who else have you recruited for? Were you successful? Can I take references from your last five clients? How long have you been in recruitment?

By asking the questions that you want answered you'll remove the recruiter's ability to furnish you with purely that information he or she wants you to have. Recruitment is expensive – as the purchaser of the service, you need to be sure that you're getting exactly what you think you're paying for.

End user-recruiter relations
The final factor in the equation – and perhaps the most important – is that of the relationship between recruiter and service end user. The recruiter is an extension of your own organisation and is tasked with discussing your business, your employees and your growth plans with the open market. You need to trust that individual 100%. You need to be satisfied that they have integrity and that any sensitive information they hold will remain strictly private and entirely confidential.

A relationship of this nature cannot be conducted over the telephone, but needs to be developed face-to-face.

Experience shows that relationships are cemented through physical meetings and that loyalty is more forthcoming with individuals whom you have met rather than those with whom you've merely conducted a telephone conversation. Insist that the recruiter meets with you, and formally presents him or herself and the organisation they represent.

In conclusion, the most effective way to use a recruitment agency is to agree terms by which both parties see a real and genuine benefit. The agent will be committed and you'll be presented with the quality of candidate you really desire. The common failing within the security sector is to begrudgingly commission an agency to fill a vacancy working under low margin terms of business and with little client input. This brings inevitable failure.

The recipe for success is to be selective, and to choose your recruitment partner based upon their previous and proven experiences, their cost versus the added value they bring to your business and the strength of the relationship that you have with the nominated point of contact within the agency. The recruiter's methodology and attention to process is all-important, and you should demand involvement throughout the process.