New recruitment business owners often make this mistake – in fact, more often than not. Maybe they don’t consider it important. Or maybe it gives them a nice, warm feeling when they show it to their friends and family.
I have observed a “generation” of recruiters entirely focused on filling jobs. Their tools are speed and technology. I have no issue with both of these, which are sufficient for closing deals and hitting numbers – in the short term.
I have several recruiter clients who work with sexy, high-growth start-ups. Both the recruitment business owner and their teams enjoy their interactions with a forward-thinking CEO. As well as their
A couple of months ago, I started to work with a new client. This business owner was recruiting in a buoyant sector but his sales revenue had dipped a little over the last two years, due to difficulties retaining staff.
Regular readers will know already that I broke my arm and foot while on holiday. Consequently, I am relying on taxis to get me to the clients near me so that I can still visit in person.
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.
