The first 90 days for any new hire is critical. It’s your role as their manager to lead them to success.
“Do you come here often?”
“Can I buy you a drink?”
“Do you want to dance?”
“Can I have your number?”
What answers normally follow these questions? Whether you get an air punching YES or a heart dropping NO these are usually the two options offered that follow a closed question.
Are you measuring a compliant Claire…Or a Rebellious Robert?
When making the choice to set KPI’s I would advise you are clear on the reason why you are setting them in the first place. To help the individual, to give direction or to check up on individuals?
Compliant Claire can be compared to Lisa Simpson: ‘nice, willing, compliant, honest and very eager to please. Having a detailed outline of what Compliant Claire needs to do could work well for her…as long the instructions are clear not open to interpretation. Someone like Compliant Claire will need specific and measurable KPI’s so she can ensure she achieves them.
Quarterly business plans (QBPs) work so well in recruitment. As with the four seasons, recruitment trends change considerably throughout the year, so planning in detail for more than 3 months at a time, can sometimes be counter productive.
Recruiters are always demanding more training and when it’s delivered there is always the flurry of noise from managers claiming the consultants have ‘too much time away from the desk’!
Companies cite training as a positive differentiator in attraction and retention of staff but rarely make reference to the quality & outputs of the training.
In my experience the recruitment sector is divided into two distinct schools, albeit they don’t recognise it themselves.
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.