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Article: Developing Experienced Recruiters Part 2 by Steve Finkel

In the last issue of the newsletter, we discussed the fact that while adding to staff in the current market can have positives, most firms would be better served by concentrating on improving the skill level and production of existing staff.

Nevertheless, Newton’s First Law of Motion applies to most experienced recruiters as well. An object at rest tends to remain at rest – unless acted on by an outside force. That “outside force” must be the manager!

In the first part of this article, we suggested ways the manager might accomplish this goal, with emphasis upon twice-a-week substantive skill-improvement meetings. We now continue.

Numbers and Ratios

There is no point in repeating what has been covered in detail in two noted books, “Search and Placement” by Larry Nobles and “Breakthrough!” by the author (both available on Amazon US), but at some point keeping track of numbers and analyzing ratios is mandatory.

As top business writer Richard Sloma wrote in his excellent book No-Nonsense Management, “individuals can perform at their best only if they are regularly, formally and objectively measured”. 

Or, as former President Bush said in promoting his successful “No Child Left Behind” education bill, “If you can’t measure it, you can’t improve it!”

Advance Preparation for Meetings

It cannot be too strongly stressed that “winging it”, i.e. no preparation, yields poor results. And in fact, there is no need to do so.

The 50+ chapters in the aforementioned two books or the 24 modules in the Larry Nobles CD series Successful Search and Placement – to cite a few examples – mean that topics and structure are no longer a problem for any manager!

The owner should let his people know at the end of the week in written form what topics will be covered at the two meetings the following week. The recruiters must thus do reading or thinking about these topics, and be ready to discuss them.

For example, if the subject is desk organization, everyone must read the chapters which address the subject, underline or highlight, and be prepared to discuss these chapters.

Each person must have his own copy of the books which are the foundation of our business in order to give structure to the meetings.

Implementing 

It is a fact that in many firms the finest training products in our industry “sit on the shelf” while the manager leaves it up to his individual people to implement the material.

The manager is at fault. He is not doing his job, and is thereby cheating his people and himself by not instituting a culture of continued improvement in his organization. 

Corporate cultures can be changed, and the steps outlined in this article will do so over time.

Nevertheless, there will be a jolt when changes are made. The manager should conduct an initial meeting outlining these changes. He should commit himself to consistent implementation of these steps in front of his people. He should put signs on his own office wall to remind him to continue to do so. And he should get the clear understanding from each person of whole-hearted participation in these changes.

In explaining this to his staff, there is no reason a certain amount of fear cannot be utilized with experienced people only (not with new ones) to motivate them. Experienced people have seen recessions. They know that all markets have ups and downs. Our future is bright. Yet there are less-than-excellent markets, and here we are.

The reason our entire industry suffers so badly in a slowdown is clear. We “confuse brains with a bull market”. We quit expanding and upgrading our client base. And we quit improving our skills.

Tell your experienced people this. They know it is true. And resolve to do your job. Resolve not to let it happen to them.

The Difficult Recruiter 

If you suspect that one individual will not participate in these changes, take pre-emptive measures. Bring this person into your office and give advance notice of your meeting. Flatter him. Tell him you’re counting on him. Tell him he’s the leader. Build him up. Repeat this to keep him on track with the program. Ask for his help, and allow him to conduct sales meetings.

If despite all your efforts, this person not only fails to change but exhibits behavior which slows down the rest, there is only one right answer.

Noted business author, Bob Half of the Robert Half recruitment organization, wrote “One bad person can spoil an entire office, because bad spirit is more contagious than good spirit”. 

A person who consistently exhibits a bad attitude over time and cannot be changed must be terminated, regardless of production.

Consistency 

It is critical to realize that building a culture of continued learning into your entire organization is not a matter of “motivation” or of one-shot blasts as in attending a conference or signing up for a “webinar”, though that may be fine if you can afford the high cost in time and money. The focus must be on comprehensive repeatable reviewable products which represent a long-term investment.

A culture of continued improvement can be achieved only by a consistent ongoing plan which is implemented entailing the above steps and more. This is the responsibility not entirely of the recruiters, but of the manager, who must serve as a coach, guide and shaper of the skill level of his entire firm.

Only in this way can the production of the firm and the individual people be maximized, and the true potential of our glorious industry be achieved.

A 30-year veteran of our industry, Steve Finkel has consulted with hundreds of firms on four continents. He has been described by the US National Association of Personnel Services as possessing “the most in-depth knowledge of search and placement in industry history”. The producer of many excellent training products (www.stevefinkel.com), he is also the author of “Breakthrough! Exploding the Production of Experienced Recruiters”, considered to be the definitive work for recruiters on this subject and also available through Amazon US. He may be contacted at (US) + 314-991-3177.

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