Influencing skills are critical for recruiters, so how can you develop yours?
We all know the feeling well. The job market is being squeezed, financial markets are at an all time low and your clients don’t want to use recruiters. When they do come to you they try to squeeze the fees, you are not making many placements and you are looking for the answer, some help, anything!!
When the markets are like this you tend to spend more time analysing your sales staff activity. It is easy to see who is doing what, who is trying their hardest to create something out of nothing and those that are just stumped for ideas, or worse, just can’t be bothered.
With your experience of boom and bust recruitment markets you talk to your staff and you make suggestions, set targets, even have the odd competition in order to give your sales activity the shot in the arm it needs.
Then you pray (joke).
But in a strange way it’s easy to handle contractions or downward trends in the market, even market shocks can be navigated but what if everything is going well? Maybe we are just getting used to it?
But what if the markets are buoyant, your clients are calling in mandates, your teams are making placements, but you know in your heart of hearts that they could be producing more?
What about your top billers – what if they are making a ton of placements, but you know they are not even out of second gear? You know that if they put their foot on the gas they could take it to the next level. How do you get them to listen to you and to do it?
The first 90 days for any new hire is critical. It’s your role as their manager to lead them to success.
It’s the magic formula we all wish we had. The ability to turn poor performing consultants into absolute world beaters.
There are some fabulous training tools available that can help us business owners along the way, both online and in person, but if the consultant just doesn’t have “it” in them, it could turn out to be a fruitless exercise and a waste of energy and resources.
So how do we get them to turn around their performance, how do we give them the tools to succeed in both good and tough markets? From my experience it has to be a combination of things
Empathy; it’s a declining trait in today’s workplace and, according to a recent study, society in general. And that’s a shame because in a people-driven environment like the recruitment industry, learning and developing empathic skills can be a huge boost to your client, candidate and colleague relationships.
If you are an owner or manager of a successful recruitment agency, you no doubt have a number of different personalities and staff of varying levels of performance in your offices.
Big ego’s, quiet and methodical, high achievers, those that talk a good game but don’t deliver — any of these sound familiar?
I regularly meet my peers, other MD’s, CEO’s, and recruitment business owners and it’s clear we all seem to face similar issues with a few, select members of staff, so I thought I’d address this in this article.
Your success as a billing manager is defined more by the success of those around you, than by your own billing success, which is hard for many managers to fully understand.
All billing managers struggle with balancing billing time with finding time to actually manage.
Yet manage that balance we must. And the solution can be found in disciplined personal organisation.
We have to have a work plan, a strategy to make sure we include all the key components of what is important. “Working hard” is not enough. This short video will show you some key strategies to maintain your personal billings but also improve the billings of those around you;