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.
I read a story about the late Prince Phillip recently, it described how he had stopped the practice of a bottle of Scotch being placed by the Queen’s bed every night and removed, unopened, the next morning.
The pandemic has made it absolutely clear that we are not “all in the same boat”. More accurately, all recruitment businesses have been through the same storm – but our ships are different.
