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.
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
So you’ve joined a new recruitment company, what can you do in your first 90 days to ensure success? Irrespective of if you have previous recruitment experience or not, this is the time you lay the foundation for future success.
Here are 5 things to focus on in your first 90 days.
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.
Well, Christmas and New Year already seem a long time ago. It’s the time of the year that I really notice the customer service that I receive – good and bad. There’s that old adage that if you have good service you tell 3 people, but if you have bad… then it’s 11. I think social media means we can times that by at least 10 if not 100.
In any industry, your staff members are the most important asset and if their actions are giving a negative representation of your business, then they are damaging your brand. It’s a phrase that I use a lot in the recruitment industry in that a company is only as good as the individual consultants.
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.
Building great business relationships is a fundamental skill for any recruiter but what can you do if one of your business relationships is not great?
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.