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Welcome to issue 376 of the ukrecruiter newsletter. The most engaged recruiters look for jobs on UKRecruiterJobs. Join or reach them at www.ukrecruiterjobs.co.uk | 
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CONTENTS
Visit http://www.ukrecruiterjobs.co.uk for the latest recruitment industry jobs. |
Juicy Tips Tip #6: Quality calls vs Quantity Make quality calls to your prospective clients rather than just achieving a call quota. Plan and write your specific call objectives for each call before you make it. Make every call count by gaining one more piece of information to ensure the next call to that prospect is more targeted! Click here to play this clip. ‘Juicy Tips’ provided by Recruitment Juice
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Article One: Practical People Management; Basic tools for extraordinary results - Management Styles by Denise Walker In this series of articles, Denise Walker shares her management experience, ideas and methods that actually work from a practitioner’s perspective rather than HR theory. The way in which managers approach differing situations and people can have a profound affect on business and the people in it. This is not the same as having one rule for one and a different rule for another – and it is definitely not about compromising established standards, and quality or “people pleasing”. It is about adapting your approach according to individuals’ development needs. Known as “leadership styles”, these could just as easily be known as “management styles”, although the labelling is ultimately irrelevant; the important thing is to give the appropriate amount and type of support to the people in your teams. Many new managers (myself included 20 years ago) make the mistake of approaching each individual in the same way and this can have quite negative consequences. Imagine if you were highly competent in your job and your new manager started to coach you in what you already know. Wouldn’t you be annoyed? Or if you were a junior trainee, straight out of college and, after a couple of days’ instruction, were told that you can now get on with it – with no support evermore. Frightening! Managers do not intentionally make errors like this and these situations can be avoided through recognising that everyone will be at different stages in their development and adapting your approach, to ensure that everyone gets what they need - when they need it. There are 4 key leadership styles and effective managers can flit between them all, adapting to different people in different situations. These are: 1. DIRECTING: Giving step by step instruction, for example, when working with brand new trainees. This is the most time-intensive style and it is good to move on from this, as soon as the trainee meets the criteria for doing so (otherwise, you could start to feel that you may as well be doing the job for them). 2. COACHING: Giving initial instruction and then letting the individual practise it, under your guidance – alternating between hand-holding and letting them go but still watching closely. In this scenario, the individual is likely to be relatively new to the role or task and still be learning. From a manager’s perspective, coaching allows both parties to gain confidence in the trainee’s new skills and abilities, because they get the chance to try things for themselves – and are allowed to “fail” in a safe environment. This stage is also the start of you reclaiming some of your time and the coachee finding their feet. 3. SUPPORTING: This is appropriate when the individual is competent in their role but needs some support, often in terms of direction or focus. For some managers, this could mean having set times for meetings or “catch ups” to check activity and results KPIs, keeping a watchful eye or simply being there to answer questions. 4. DELEGATING: At this stage, the individual is highly competent and capable of taking on more responsibility. You can delegate additional responsibilities, such as coaching new employees, taking on more senior level tasks. They may also be ready for promotion or an expanded role. As a manager, your input in this case is less quantity but still quality-focused. For example, the individual may not need help with the nuts and bolts of their job but may like your input when putting together their budgets and sales plans. As people progress, they naturally benefit from different types of support and it is a sign of a good manager to recognise this and also to remember that this process is applicable whenever the individual is learning something new, even if they are capable of getting to the delegation stage very quickly. As a business consultant, I have worked with scores of recruitment companies to help to maximise their potential. In cases where I have had the opportunity to work with their recruitment teams, I invariably find that those that use a solid, effective induction and training programme, as part of their people development strategy, have the most successful, high-billing consultants. Most managers will have a preferred style but effective managers understand the need to regularly adapt their style. Clearly, there can be a large investment of time and effort in using directing and coaching styles during induction but time spent here clearly reaps rewards later, with staff becoming confident and competent in their abilities. And, of course, once they are at the stage where you are supporting and delegating, the further their progression, the less input from you and the more successful the team and the business. Win-win all round. Denise Walker FREC is a business professional, with 23 years’ experience of business, sales, people management and process management, gained in the Recruitment Industry. Through her management consultancy and training company, Absolutely Business, she helps business owners to maximise turnover, profits and staff effectiveness. Contact: 01189 812535 / 07900 266179 / denise@absolutelybusiness.co.uk.and www.absolutelybusiness.co.uk |
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Article Two: Armageddon postponed? By Tony Goodwin A new survey of hiring trends covering businesses in 14 countries around the world has uncovered a generally positive picture of the employment market for managers and professionals despite the effects of the ‘credit crunch’ and higher energy, fuel and food prices. The ‘Global Snapshot’ from the international recruitment firm, Antal, asked over 1500 major companies in both western and eastern Europe, Africa, India and China whether they were currently hiring at professional and managerial level. It then asked whether they planned to do so in the coming quarter and also whether they were currently letting staff go or were planning to do so in the next three months. The results may come as a bit of a surprise. In Germany 57% of companies were hiring now and 64% expected to do so in the next quarter, whilst in Italy over 70% were currently recruiting and expected to do so in the coming three months. In Spain, however, the picture was less positive. Although 63% of Spanish businesses questioned were currently hiring, the deteriorating economy and a slowing of growth in GDP seem set to bite into the managerial/professional employment market next quarter with the hiring figure dropping to 50%. In the UK the survey helped to give credence to the perception that a downturn in economic activity is feeding into the demand for managerial and professional staff – only 31% of employers were recruiting at the moment. However the poll did produce two key findings which qualify this generally gloomy picture. First, employers do appear relatively optimistic about the future and are consequently expecting to ramp up their hiring plans as the year progresses – 48% expected to hire next quarter. Secondly, the hiring and firing picture is by no means a uniform one. Whilst the construction and property sectors and certain parts of the financial services industry are suffering a real crisis of confidence, organisations in other areas such as telecoms and technology are generally positive about hiring. In Eastern Europe the hiring market appears to be an extremely positive one. In Poland 93% of businesses were actively hiring at managerial and professional level, in Bulgaria, 89% and in Hungary 74%. The picture was a similar one in the more developed economies of Africa – in Egypt 86% of businesses were hiring and in South Africa 84%. In India hiring levels are particularly high – as much as 100% in the building material sector, 95% in real estate and 82% in FMCG. Only the banking sector had reduced its demand for staff – only 30% of financial institutions questioned were recruiting now although 60% expected to next quarter. The situation was similar in China. 90% of IT companies were currently recruiting and 96% of engineering businesses. Whilst the jobs market for managers and professionals in China is booming it is also clear that, at least for the moment, the workplace is no environment for the faint-hearted or uncommitted - many companies shedding almost as many employees as they take on. No-one in business can afford to hide their head in the sand and there have been plenty of instances where previously strong businesses have been badly damaged by over-confidence or by ignoring approaching economic storms. At the same time, however, it can be all too easy to talk oneself into a downturn which otherwise might never have had any real impact. Are we in such a situation now? Despite the doom and gloom of major political, banking and commercial figures in the US and the UK and a glut of credit crunch stories in domestic and international media, this survey does suggest that the jobs market for managers and professionals, at least outside the USA, is still largely in good health. In fact demand in some regions is far exceeding supply. In such an environment it may be a complacency about the on-going ‘war for talent’ that ends up causing the most damage to organisations around the world, not any global economic downturn.”
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Regards
Louise Triance
UK Recruiter http://www.ukrecruiter.co.uk
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