Why do some people stand out from their colleagues and their competitors? Is it natural talent or a gift for recruiting? Some-times, but more often than not it’s down to sheer hard work.
How many call backs are in your diary right now?
Yes, I thought so!
We’ve all done it – had a conversation with a prospective client and at the end, just delighted to still be talking with them, we say “Great, thanks Brian, let’s talk again. I will diarise a call in a months time, speak to you then”
So in it goes in our diary for the same time next month. Only we don’t know whether they will be available then and as it was a “speak soon” type of agreement which they haven’t thought about either. Even then, a monthly call may be too frequent – or infrequent.
So what can we do instead? Try this:
2016 is taking advantage of flexible workforce to handle the peaks and troughs of business in the current market. Finding great temps and contract staff is the recipe for success. You need to build your store cupboard for maximum results. Here are some tips to help:
How much do you know about your market? How up to date are you with what’s going on? Clients and candidates will be keen to keep in touch with someone who knows the market (their market) inside out.
The easiest and most consistent ways of doing that are to;
So you’ve secured a new management or team leader role in a new company? Now what? Before you get too comfortable, you should know that your biggest challenge still lies ahead; making the role a success.
The first six months of a new management role are critical. This is when you set the expectations for the rest of your tenure and when people will be keen to know what you have to offer.
Here are the three important things to do when starting a new management job:
Business is booming and the demand for staff is increasing daily. We are back to a market where, for many businesses, the candidate is king and great candidates are hard to find, hard to recruit and even harder to retain.
Even so, clients are still focussing on driving down recruitment costs. Many more are engaging with RPO’s and MSP’s and recruiters are finding that previously valued relationships have been replaced by a series of cold transactions. Some choose to walk away, whilst others are determined to keep a toe in the water, anticipating the potential for a cyclical change in strategy that will bring the client back on to a relationship based way of working again. How do you continue to supply but not invest your best recruiters time and skills for an often low return?
The challenge of closing can be daunting, especially during tight times. Clients are reluctant to close deals and the decision making process has become 22% longer (SiriusDecisions) and typically there are three more decision makers participating in the buying process, meaning we have to work harder to close that deal. We often feel if we push too hard we may annoy the client but at the same time being too timid may let that deal slip away. Continue reading “The Challenge of Closing”
In fact it is quite the opposite!
As a leader, one of your powerful tools is ‘Leading by example’ and if you are feeling demotivated and worried, start by taking care of yourself! It’s a bit like the instructions you get on an aircraft about the oxygen – ‘always put the oxygen mask on yourself, before you try to help others.’
One way to help yourself is to ask for advice. Have a conversation with your manager, it is their job to support you, share your concerns and ask their guidance and draw from their experiences. Also make sure you know Continue reading “It’s Not a Weakness to Ask For Help!”
Taking your people from good to great, giving you competitive advantage
Isn’t it interesting how different people view Performance Management? Working across a wide range of recruitment companies, the term we frequently hear time and time again is “If you’re not hitting target, you’re going on performance management”.
So what are we saying here? That performance management only happens when objectives aren’t being achieved or when someone is under-performing? No wonder it’s perceived to be a negative management tool by so many! Continue reading “Focus on Performance”