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The Fordyce Letter

Straight Talk for the Recruiting Profession


Articles tagged 'management'

Ask Barb

8 Suggestions for Retaining Your Recruiters



Ask Barb

Dear Barb,

How do I compete against the companies that offer my recruiters the ability to work from home, much higher commissions and provide them with an ATS, back office and support?

Sarah R.
Los Angeles, CA

Dear Sarah,

This is no different than your recruiters going to work for one of your competitors, except for the ability to work from home. Many recruiters

Ask Barb

The ‘Go To Gal’ Who Doesn’t Want to Be



Ask Barb

Dear Barb:

In the past 15 years, I’ve opened new offices and even new divisions for my company. My owner just informed me that this year, he wants me to start up an entirely new niche in a different state.  I know I’m one of the few women who is single and not tied to the area, but I don’t want to start over again. Do I approach my owner or do I just leave?

One of my clients has been offering me a job for the past year and I know some of our competitors would love to hire me. Why does my owner think he can constantly do this to me?

For Managers

7 Easy Ways To Measure Employee Performance



Worker review-free

Worker review-freeProductive employees are the lifeblood of every recruiting business, but how do you assess their performance levels? Do they understand your goals and expectations? Are they meeting their personal objectives?

Every company should continually monitor and evaluate their employees; here are seven easy ways to quickly gauge performance and ensure your firm is on the right track:

For Managers, The Business of Recruiting

When You Set Standards and Manage to Them, Everyone Knows Where They Stand



hiring right 4

Note: This is the fourth article in a series on decreasing turnover and increasing profits. In the previous three articles Terry discussed turnover  (High Turnover Is NOT Just Part of the Business), who to hire (What It Takes to Attract and Hire Recruiting Winners), and setting expectations and training (Your Onboarding Should Not Be Like A Box of Chocolates). 

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Fast-Paced! Volatile! High Risk! High Return! Competitive! Sophisticated! Pressurized! Stressful! Demanding! Exhilarating!

These are some of the terms used by managers to describe our business. However, as with most adjectives, these terms are subjective and can mean different things to different people. That is where performance standards come into the picture.

For Managers, The Business of Recruiting

Your Onboarding Should Not Be Like A Box of Chocolates



Forrest Gump box of chocolates

hiring right 3In our previous two articles (Part one: “High Turnover Is NOT Just Part of the Business“; Part two: “What It Takes to Attract and Hire Recruiting Winners“) we discussed whom to hire and how to attract them to your organization.

In this article, we will focus on one of the most overlooked functions of the selection process, that of establishing realistic expectations for the employment relationship.

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If realistic expectations are not established between you and your new employee a state of mutual mystification will result whereby neither of you will have a clear understanding of what to expect from the other. To begin the employment relationship in a state of mutual mystification is analogous to Forrest Gump’s comments about the box of chocolates, “You never know what you’re gonna get.” This can lead to fear, confusion, anxiety, and frustration on the part of your new employee, which can produce a lack of commitment and effort. Without the proper commitment and effort, failure is assured and turnover will result.

How-To, The Business of Recruiting

What It Takes to Attract and Hire Recruiting Winners



Nowork illustration-free

Note: This is the second in a series on decreasing turnover and increasing profits. In the first article Terry identified the eight major factors that contribute to staff turnover and he looked at whom to hire. In this article he discusses how to attract the right individuals (winners not whiners) to your firm.

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 A company is known by the people it keeps.

hiring right 2For most firms in our industry, whether temp, perm or search, the managers attempt to hire individuals who are intelligent, well educated, possessing solid business experience, can think on their feet, present themselves in a positive, professional manner, possess better than average interpersonal skills and are well motivated to do the job. Almost daily, these managers meet individuals who appear to possess these traits. However, most managers we have surveyed described a feeling of increased frustration at being unable to attract these good people to their firms. Over and over we hear comments like:

  • “No one wants to work on straight commission anymore.”
  • “The right people have too many good employment options available to them and, therefore, they will not give serious consideration to our business.”
  • “We can’t match what they can be offered elsewhere.”
For Managers, The Business of Recruiting

High Turnover Is NOT Just Part of the Business



hiring right part 1

Editor’s note: Today, Terry Petra begins a seven part series on recruiting’s most challenging job: recruiting, training, and retaining high performing recruiters. This series first appeared in our monthly newsletter, The Fordyce Letter. Each Thursday look for the next installment of Terry’s series, HIRING RIGHT.

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Based on the tremendous response from readers regarding my previous article on hiring top performers (“Why Can’t I Do A Better Job of Hiring?”),  I will be doing a series of articles on this most important topic.

This article diagnoses the problem and subsequent articles will offer suggested solutions.

Most everyone would agree that the most important factor in determining the long-term level of profitability for your firm is your ability to attract, hire, train, maintain and retain consistent producers. However, many owners and managers believe that having high turnover of recruiters and professional staff is just part of the business. They cite such industry-wide myths as:

Ask Barb

Manage by Numbers and You’ll Hit Them



Ask Barb

Dear Barb:

Our sales are inconsistent and even my managers have accepted the fact that we will have at least one flat month every quarter. That’s four flat months out of the year and obviously my expenses don’t decrease during those flat months. I’m out of answers on how to get more consistent production out of our team.

I know you speak at many conferences and do some in-house training and consulting with owners. Because of your exposure to companies all over the world in our profession, do you agree that flat months are just a reality of our business?

Donna F.
Houston, TX

Dear Donna:

I don’t believe that you should accept the fact that every year you are going to have four flat months. This proves the concept: If you think you can or if you think you can’t you’re right! The only way to guarantee consistent production is for everyone to hit their individual result standards on a daily basis.

Often, a flat month follows a record month because during the record month your sales team is focused on prepping, debriefing, closing, and celebrating. They stop doing the basics that guarantee consistent production (recruiting, marketing, presentations, etc.).

If you monitor sendout totals, you can accurately predict production. It is extremely important for you to manage by numbers because numbers don’t lie. When your team is having a great time, encourage them to stay on the telephone because they are on a high and will obtain great results.

Barbara J. Bruno, CPC, CTS

Business, Viewpoint

It’s Not Easy Building the Perfect Recruitment Company, But Your Future Depends On It



Achievement cloud - free

Achievement cloud - freeA while ago, I wrote an article that was posted on ERE.net (“Why Recruiters Will Be at the Heart of Our Corporate Future”) trying to explain my concept of what of “good recruitment” was and why recruiters will therefore be at the very heart of our corporate future. I received a lot of great feedback on the post but also some negative comments about how employers and candidates felt after interacting with recruiters. There were also some strong feelings about the impending demise of our industry due to technology improvements and in house recruiting teams.

Consequently, I thought I could extend my opinion yet further to outline another opinion of the structure of “the perfect recruitment company” in today’s world and highlight how recruiters can learn and improve using technology, learn lessons from Silicon Valley and out-compete in house teams for high margin business.

There are five key common principals to the mind-set and success of Silicon Valley companies:

Business, For Managers

Success Is In the Numbers. But Which Ones?



Dart board - free

Dart board - freeWe all have heard and most believe, “Knowing your numbers is critical in this business.” Also known as metrics, what are the most important metrics to follow? Tough question since all are important and all build upon each other. Without the desk-builder metrics of job order and candidate presentations there would be no sendouts, and without sendouts there would be no placements.

As a double bred numbers guy (CPA and banker) I have lived my life believing and analyzing numbers. After eight years as owner of an executive search firm — $8,570,487 in collections, 300,982 attempted calls, 33,523 SMP connects, 1,640 first time sendouts, 313 placements, and more falloffs than I want to remember — I am now more than ever convinced the numbers in our business never lie.