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Welcome to issue 361 of the ukrecruiter newsletter.
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CONTENTS
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Article One: Bringing perm to blue collar By Gaynor Lowndes Permanent recruitment and the blue-collar industries are an uneasy mix. Because of the strong element of casual, contract or temp employment within blue-collar industries, associated recruitment consultants have, at best, a limited knowledge of the perm process, or at worst, virtually no knowledge of the perm process and almost a fear of this very different recruitment beast! There is nothing wrong with this in itself. Many blue-collar industry consultants only require knowledge of temp/casual recruitment, and that is obviously fine for the roles they are generally required to fill. However, in my experience as a trainer, I have come across a significant number of blue-collar consultants who wish to consolidate their thriving temp/casual revenue with perm opportunities, but simply don’t know how to go about it. Awareness is the key here. Because temp/casual and perm recruitment require different mindsets and approaches, being aware of how attitudes and approaches must change when moving between one and the other is imperative to success. Here are some key points to remember if you are a predominately temp/casual consultant, wishing to branch-out into perm placements as well: For your perm recruitment, use a mixture of existing temp/casual clients, and new prospects who have a stronger perm requirement. I have spoken to many consultants who’ve attempted to branch out into perm recruitment, and they often go to one of two extremes with regards to their clients. They either waste their time by trying to generate perm business from their existing temp/casual clients only; or they attempt to find a completely separate client base for their perm business, and ignore the few perm opportunities that arise from their existing clients. The key here is to do a mixture of both. While it may not be wise to rely on existing temp/casual clients for perm opportunities, it can be said with certainty that perm opportunities will arise from them, and that your rapport with them as a client will serve you well! However, because these perm opportunities may be limited, it is best to, at the same time, prospect for clients with a greater need for perm, rather than temp or casual employees. Get ready to be persistent! Business development is an important part of any area of recruitment, whether it be perm, temp, casual or contract. However, a perm desk requires a different brand of persistence to a temp desk. Keep in mind that a client often requires a temp employee in an urgent situation. The client generally cannot recruit a temp themselves, so they will call an agency, thus providing them with reactive business. Obviously enough, the same cannot be said of perm recruitment. Unlike in the above situation, when a perm vacancy occurs in an organisation, the decision maker has the option of recruiting to fill the role himself. The point here is that perm recruitment is seen as a “convenience” or a time-saver for many clients who would be quite capable of filling the role themselves. This is why a consultant moving from temp to perm must be prepared to persuade his prospects that it is worthwhile for them to take the option of using an agency, rather than running the process themselves. Make a list of objections that a prospect may raise at cold call, and make a corresponding list of remedies that will overcome these objections and emphasise to the prospect that using your services as a recruiter will save them valuable time, and that your extensive candidate base and experience in matching the candidate to the role will produce a better result. Remember what your perm candidates want: Job security A temp and a perm candidate have completely different needs and expectations. A perm candidate needs and expects job security and stability. I have met a number of consultants who moved from temp/casual to perm recruitment, and realised after a time that they were being insensitive to these needs. As a result of this, they were failing to properly counsel their candidates if concerns about job security were expressed or implied, and some of their matches of a candidate to a particular role were made without consideration of these issues. As obvious as this sounds, it is an easy mistake to make. Our entrenched and often sub-conscious approaches and attitudes have a powerful affect on the consequences of what we do. The key here is to heighten your awareness of the different needs that perm and temp/casual candidates have, and adjust your approach accordingly. There is no need for temp/casual consultants within blue-collar recruitment to shy away from generating permanent business. What is often perceived as a lack of ability is actually just a lack of awareness of the changes in approach required to successfully switch between the two. Put the points I have mentioned here into practice, and you will master with ease the opportunities of both temp/casual and perm recruitment. Gaynor Lowndes, the Managing Director of The Recruitment Training Company and The Factory (an innovative private training college for the recruitment industry), has over 20 years recruitment experience, gained in both Australia and the UK. If you liked this article, consider Gaynor’s highly successful book “The Art of Recruitment”. Visit www.trtc.com.au to place your order. |
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Article Two: Review: Recruiting in a Tough Market by Stuart Ellis As someone with around 15 months in the recruitment industry, I had yet to work in a period of economic uncertainty. I attended the session to see how I could work at my most effective in such a climate. The session was delivered by the revered recruitment trainer, Warren Kemp, and one of his Recruitment Matters co-workers, Matt Wilson. The first instructed part of the session was a workshop on charging higher fees and minimising the chances of clients asking for reductions. Warren rightly pointed out that charging a lower percentage of first year annual salary translates into a higher percentage reduction of actual fee income. For instance – say a recruiter normally charges 20% of first year salary as a fee. A client negotiates the recruiter down to 15% of first year annual salary as a fee. The fee income is reduced from £4000 to £3000 – a fee reduction of 25%, not 5%. The second part of the session was focused on clients and making relationships more profitable. Warren and Matt explained over 10 key factors that recruiters must focus on to gain client trust, commitment and, hopefully, loyalty. Each attendee was then asked to evaluate their own client relationships using 10 criteria and see where improvement could be made – or whether effort would be best spent elsewhere. In order to assist us with this task, Warren and Matt introduced the ‘Client Audit’ – a measure as to how ‘recruiter friendly’ an organisation is, as well as ascertaining how many recruiters that business uses. There was also a discussion on how and why to contact clients, as well as some very helpful suggestions to enable regular dialogue between clients and us. Overall, I found this section to be excellent at pointing out where client relationships aren’t as strong as they could be, why this is, whether the situation is worth rectifying, and how to go about it if it would be advantageous. The session then moved on to how to sell to clients with the aim of providing solutions. This was a brief, but information-packed, section that helped us to focus on: This segment was a good primer on sales strategy - something that sales and recruitment trainers tend to overlook - as well as technique. The course then shifted emphasis to maximising candidate relationships. Commencing with a reminder that the only criteria we should use are those stipulated by our clients and how to find out this information, the discussion then covered obtaining candidate referrals. Warren and Matt identified 5 key moments when a request for a referral is most likely to succeed and why this is better than a ‘scattergun’ approach. This was followed by a tutorial on how to use candidate relationships as an information-gathering tool to enable us to build information on the businesses in the market sector(s) we recruit in, the key names and the functions these cornerstones provide. I am a bit of an obsessive when it comes to finding out about clients. This is partly due to the fact the people from a legal background (those that I recruit) are trained to make decisions based on factual information. I try to find out as much as I can about a law firm when discussing vacancies of possible interest. Warren and Matt’s presentation on market mapping will enable me to build as much background as possible and enhance my ability to provide information that my candidate audience needs to decide whether a position is right for them. After a snippet on the use of social networking websites, the third and final section of the course was delivered. The idea here was to assimilate all the information we had been given and using it to run an effective desk. This covered a broad range of topics such as how to build trust (including a nifty equation to demonstrate how trust is won), use of key performance indicators (KPIs) versus use of targets, and marketing our own recruitment services. Warren reminded us of a tried-and-tested copywriting formula; discussed how to write to sell generally and rounded off with how to make sure any testimonials you have are used to attract and keep new candidates and clients. I’ll admit to being sceptical as to whether a course not designed with a desk speciality in mind would be any use, but I was pleased to be proven wrong. Although not all of the information given was relevant to my own performance, I will be able to use at least 60-70% of the course. It was also delivered in a friendly and informal way and there was excellent banter and interaction between Warren and Matt. A nice touch at the finish was that the attendees were able to select one of Warren’s books on recruitment for no extra cost. The course was ideal for a relative newcomer to the industry like myself, giving new insights into better relationship management. Having said that, I think recruiters of any level of experience would benefit from attending as the course would help them to refocus on the rudiments and pick up tips along the way. Overall – an excellent course.
For more information on the training offered by Recruitment Matters
visit their website at http://www.recruitmentmatters.com/ Stuart has been in recruitment since March 2007, at the award-winning legal recruitment company Chadwick Nott. He was appointed to undertake the challenging launch of the Legal Executive and Paralegal Division, despite being a newcomer to the industry. The team has since undergone further expansion. |
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Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk
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