This isn’t just specific to the recruitment industry — workplace learnings biggest pain point is training engagement. This is what we class as an employees positive or negative emotional attachment to their training and this profoundly influences their willingness to learn and perform at work.
Regardless of whether you are a part of it or even want to admit it, we live in a world where the majority of people spend an immense amount of time looking at the screens of their mobile devices. One might even say we are turning into zombies who crave the warming glow of our devices, but as Simon Pegg warned us in the best zombie movie ever, we shouldn’t use the Z word, “…because it is ridiculous.”
Recently, I was speaking at a conference and one of the audience members approached me to ask about a sales presentation that they had recently failed to win and wanted sales tips for the future. They wanted to know what they could have done about it and how they could improve their chance of winning a similar pitch next time. The main issue in this situation was poor sales positioning…
For the owner of a small agency, it’s a difficult decision that could take your business to the moon, or send it crashing into the landfill.
For the manager or director of a recruitment giant, it is also what your reputation and future promotions may hang on.
When to hire, who to hire and whether to hire at all?
Influencing skills are critical for recruiters, so how can you develop yours?
Leaving the EU reminded me of break up where one party just didn’t want the other to leave.
So you’re a great consultant, the top biller in your company and everyone is asking you “when are you going to be a manager?”
This seems to be a typical situation for recruitment consultancies the world over. As soon as consultants start performing well, the senior management team label them as a major part of their succession planning strategy. Sometimes the individual hasn’t even been asked!
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?
OK, I’ll be perfectly honest, the jury is still out for me on social media.
Deciding that you want to be active on social media is always a good start. It’s then what you do next as to whether you execute social media effectively or not.