From checking boxes to qualifying and selling. Everything you need � before your first session, during training, and on the job.
First read (before your session): Understand the big picture � what a screening call is, its 4 phases, and why each component exists. Don't memorise scripts yet.
During training: Open the Components section and follow along. Use the script blocks as reference.
Revision & on-the-job: Use Quick Reference for instant script lookup. Use the Objections section before calls.
Before you learn the script, you must understand the purpose. Every word you say has a reason behind it.
You are interrupting this person's day. They did not ask for your call. The only reason they stay on the line is because you make it worth their while � you have a better opportunity than where they are right now. That is your leverage. Use it.
The same call, the same components � but a completely different outcome depending on how you approach it. This is what separates great recruiters from average ones.
You are calling a professional who likely wants career growth, and you have a real opportunity for them. Your job is to communicate that opportunity clearly and get their commitment. That is not pushy � that is service.
Every component maps to one of four phases. The phases are sequential � you cannot skip or reorder them. You cannot negotiate pay (Phase 3) before establishing that the candidate can do the job (Phase 2).
If a candidate asks "what's the pay?" during Phase 2 (too early) � the correct response is: "Great question � I want to cover that in a moment, but first I want to make sure this is the right fit for you on the technical side." Never jump to Phase 3 before completing Phase 2.
Learn these by name and purpose first. The scripts come after. Click any component to expand the full detail, script, and tips.
Read through each component's WHY first � don't fixate on the script yet. Understanding the reason each component exists is what makes the script sound natural when you do say it.
Pitching the wrong person happens more often than you think. Calling the wrong number and going into your full pitch is a waste of time and damages credibility instantly. Always confirm identity before revealing anything.
Leave a voicemail with your name, company, the job title, and a callback number. Keep it under two minutes. Never reveal the client name in a voicemail.
This is your 30-second commercial. You need to establish: who you are, that you're credible, what the opportunity is, and get permission to continue � all before they hang up. Every word is deliberate.
Your job is to bring the role to life. A candidate who is bored by your narration is a candidate who's half-out before the qualification even starts. Know the role well enough to talk about it like you've worked there.
Think of the job like describing a movie character: "They're building a real-time payments engine � it's a fintech startup, fast-paced, Java backend, microservices architecture, and the team of 8 runs Agile sprints." That's a story. "5+ years Java, Spring Boot required, nice to have Docker" is a JD. Be the former, not the latter.
Keep it to 45�60 seconds � enough to create interest, not so long they switch off. Mention team culture and project scope � what's NOT in the JD.
The skill matrix is NOT you asking the candidate to read their resume back to you. It is you giving them the stage to prove they fit the role. Listen for specificity � someone who says "I have used Python extensively" is not the same as someone who says "I built a data pipeline in Python using Pandas and PySpark that processed 2 million rows daily." Specificity = credibility.
"You mentioned X but I didn't hear about Y � can you touch on that?" � Don't let a critical gap slide silently. Flag it gently.
Open questions create longer, richer answers that help you assess depth of experience. A yes/no answer tells you nothing. A 3-minute response from the candidate tells you everything you need to make a quality submission.
Gaps and education are MSP compliance requirements � missing or inconsistent information kills submissions. You must catch this during the call, not after you've submitted.
Get the exact dates, reason, and location. Document it clearly on the resume note before submitting. Unexplained gaps are a red flag for MSP compliance teams and can result in outright rejection.
Walking through a full pay discussion and then discovering the candidate is on a visa type the client won't accept wastes everyone's time and is deeply demoralising. This is a bright-line question � it must happen before pay negotiation. Treat it as routine and non-judgmental.
Always verify the specific client requirement on the job order before the call. Never assume.
Understanding motivation tells you: (1) whether they're passive or active � which changes your urgency and approach, (2) what to sell them on � if they want growth, emphasise project scope; if they want stability, emphasise the client's size. And it tells you whether they're a flight risk.
This signals low commitment � they may drop out for any counter-offer or better option that comes along. Probe further. Low motivation = high dropout risk = wasted submission slot.
See Section 6 � Pay Negotiation for the full breakdown, worked example, and step-by-step sequence. Summary script:
If they ask "What's the bill rate?" � respond: "The billing arrangement is between us and the client. What I can tell you is my offer to you." Margin is confidential. Always.
If they have an offer closing in 48 hours, you need to move immediately. If they're just casually exploring, you have more time. This question sets your urgency and lets you create appropriate pressure to submit fast.
A candidate with competing offers needs you to move fast. This information gives you the lever to speed up your own submission process and set the right expectations with your client manager.
Legal name must match government ID for the background check. A mismatch causes a BGC failure. Start date tells you if they are immediately placeable � a candidate who accepts and then reveals 3 weeks of booked vacation can delay or lose the placement.
BGC and drug test are standard for all placements. Asking now means no surprises after offer � which is the worst outcome for everyone. A candidate who declines the BGC after offer acceptance burns the entire placement.
Don't over-explain or sound apologetic. Every staffing agency does this. Treat it like asking for their email � routine, professional, expected.
VMS (Vendor Management Systems) require the last 4 digits of SSN and a partial DOB to create a unique Candidate ID. Without this, the profile literally cannot be uploaded. This is not optional. Missing it means going back to the candidate � awkward and delays submission.
See the Objections section � this is one of the 10 covered objections with a full ARA rebuttal: "I only need the last 4 digits, not the full number. This is a mandatory requirement from the client's VMS system to create your Candidate ID."
RTR (Right to Represent) is your legal authorisation to submit this candidate to the client. Without it, you cannot proceed. ~50% of candidates who say "I'll reply later" never do. Get it confirmed while on the call.
When the same SSN or email appears twice for the same job in the VMS, both profiles are rejected automatically. One lost duplicate can cost two candidates their interview opportunity � and waste submission slots your agency paid for.
Do not submit � pursue other candidates and follow up once. If still no reply, move on. A submission without RTR is a compliance violation. Never take the risk.
Collecting availability during the call prevents delays when a client requests an interview same-day. Always confirm email � this is where the RTR will arrive.
The sweet spot is the highest rate the candidate will accept that still keeps the agency margin above the internal threshold (typically 18�22% for contract staffing). Never negotiate blind � know your max pay rate before you dial.
If they ask: "What's the bill rate?" � say: "The billing arrangement is between us and the client. What I can tell you is my offer to you." Never discuss markup with a candidate. This is one of the fastest ways to lose a manager's trust.
You can't memorise every objection. But with the ARA framework, you can handle any one you haven't seen before.
You deliver a great acknowledge and reframe � but then fall silent. The candidate now directs the call. Always close with a question. A question is an invitation. A statement is a wall.
ARA in action: "I completely understand you're happy where you are (A). Many of my best placements started that conversation the same way � it just took hearing the specifics to change the picture (R). Would you give me 60 seconds on the highlights? (A)"
Many experienced recruiters still make mistakes 4 and 6. Awareness is the first step to not repeating them. Learn these from a slide, not from a failed submission.
Every fresher is scored on all 14 components across three dimensions. Review this before your Day 5 simulation.
Job: Java Software Engineer � Client: Fintech � Bill Rate: $80/hr � Your max offer: $65/hr W2
Candidate persona: 6 years experience, currently employed, passive, rate expectation $70/hr, USC.
Objections: "What's the pay?" (early), "I'm happy where I am" (opening), "I'll reply to RTR later" (always).
Duration: 15 min minimum. No notes. JD may be open only.
Use this as a rapid scan before or after calls. All 14 components in order with their opening script trigger.