I was on LinkedIn one day this week and I saw a question that one of my connections had commented on. Let me share it with you…
Akin to marketing, recruiting is also a complex and multifaceted activity that involves selling. Whereas marketers need to be successful at selling products and services, recruiters’ job entails “selling” job positions to candidates and jobseekers.
Correspondingly, in order to be a good recruiter, you need to start thinking like a marketer. This involves “stealing” some successful marketers’ habits. Let see what some of those are!
The art of leadership entails a great deal of knowledge, know-how, interpersonal skills, along with a myriad of work and non-work related activities, ranging from employee productivity, to brand recognition and trust, all the way to meeting the deadlines and leading the business to success.
As you can probably tell, being a leader is no easy task. While true leaders are born with a natural talent for the job, it doesn’t mean that leadership skills cannot be practiced, learned and improved upon.
Let’s take a look at some of the best actions you could implement in order to bolster productivity and become a better leader all-around.
Here’s a question that I have been asked many times over the years, “How can I get motivated when my team aren’t?”
Whether it is due to team members changing, a new manager, or just a change in personal circumstances, many salespeople, at some point in their career, end up working in a team where others are not as motivated as they are. If you cannot deal with this, it can drag you down too.
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.
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?
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?