#Brexit seems to have had an impact not just on the UK market, but also in countries as far afield as Australia and Dubai. It’s nothing compared to the Global Financial Crisis of course, just a lack of confidence that can hit the permanent placement market in the short term. Recruitment consultancies tend to adjust during these times, but some go too far.
I’m just emerging from a particularly lengthy session of clearing out my emails after my holiday break. I have to say I was a bit nervous about turning the computer back on. It was lovely to be away (we went to Wales). I had fun with the family, took in lots of fresh air and probably put on a stone from all the good food and excellent beer. But after a while it has to come to an end.
Some managers need to be constantly pushing and driving their team to ensure sales activity is completed and targets met. Other managers inspire, positively lead by example and assertively empower their teams so they drive themselves when the manager is absent.
Do any of these styles ring a bell?
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!