One of my clients, Matthew, rolled his eyes at our last meeting. “Clients have become such tarts! They’ll engage with anyone these days who promises them a CV.”
I took a postgraduate diploma in L&D. I have since used my knowledge to build and deliver countless bespoke, in-house learning programmes. I understand the science of learning. I’ve won awards for it.
Fostering good habits within your business builds an infrastructure that makes virtuous behaviour more automatic. The result? More success in realising your organisation’s goals, while bolstering the opportunity to take on more challenging goals.
In Part One of this two-part series, I wrote about the distinction between sales success and profitability. Managing costs is the obvious place to start. In Part Two, I want to focus on the areas that very few recruitment business leaders have a grasp of…
Most recruiters I know are enjoying a period where demand from clients is the highest they have ever known.
In Part One of this series, I attempted to give some broad definitions of when sales-led owners of recruitment businesses should seek to develop a back-office infrastructure.
Several clients have asked me recently, particularly the owners of high-growth recruitment businesses, to explain when they should start hiring their own back-office personnel.
Unless you have been living under a rock, you know there is a surplus of vacancies over candidates willing to move.
During the lockdowns over the last 2 years, it was often said that people became either “a hunk, a chunk or a drunk”*, depending on how they responded to circumstances.
Every day my inbox is chockful of new bits of “news” for recruiters – cataclysmic labour shortages, unhappy employees, “revenge resignations”, the skills/jobs mismatch, the rising costs of running a business… the list goes on.
