Factors that dictate your desk development

Factors that dictate your desk development

Whilst we will want to have as much control over how our desk evolves, it is worth recognising that there are certain factors that will dictate how our desk ends up on the efficient to effective scale that we have little control over

Balance Vision, Strategy and Planning

Balance Vision, Strategy and Planning

We defined all three of these terms during the module, but perhaps the most important thing is to create a balance between all three. With achieving this balance in mind, we asked you to write answers to three questions in your booklet and below you will find our answers

Use a ‘drop alternative close’

Use a ‘drop alternative close’

This is quite a technical sales rhetoric, but the concept is really straight forward. What you do here is firstly offer a 3 thirds retained option, focusing the benefits around the exclusive nature of retained search and then offer a contingent exclusive option

Position exclusivity as a suggestion

Position exclusivity as a suggestion

When you have established that a role is suitable for exclusivity, you don’t have to be absolute with your sell. Even if your client doesn’t think that exclusivity is the best way to promote the job, you still have the option of working the role on a non-exlusive basis.

Don’t always try to sell exclusivity

Don’t always try to sell exclusivity

Exclusivity can be a great solution for your client and for you – but not always. Once you get used to selling exclusivity, don’t make the mistake of always selling it. There are some jobs which just are not right for exclusivity

See client myths as good

See client myths as good

We mention three myths in the module and gave you some ways of dealing with them, but it can be easy to see these myths as negatives – in fact they are great things to hear! Sounds odd, but let us explain why they are good

Get used to asking

Get used to asking

We mentioned in the module that one of the most common reasons that recruiters do not work on more exclusive roles is that not enough ask and sell exclusivity often and well enough. So, provided you want more exclusive work, then you should get into the habit of asking for it and selling it – frequently

The medium is key

The medium is key

The pace at which we need to work may well mean that on occasion we have little option but to qualify our candidates over the phone.  Please bear in mind that when we do this, we miss out on lots of information that we could easily pick up in a face to face meeting. 

Judge candidates – not CV’s

Judge candidates – not CV’s

If you think about it, the CV is a very limited and limiting document.  It’s a candidate’s opportunity to tell us exactly what they think we want to hear and we should see it for what it is – a sales document for the candidate.

Apply Synergy

Apply Synergy

Synergy or ‘synchronous energy’ is one of the most frequently used and least understood concepts in contemporary business speak. We can apply synergy to time management by blocking tasks together – for instance grouping a batch of sales call and doing them altogether will ensure that we see momentum and better pace to our work

Do the bad things early…

Do the bad things early…

“If it’s your job to eat a frog, it’s best to do it first thing in the morning.  And if it’s your job to eat two frogs, it’s best to eat the biggest one first.”  Mark Twain’s advice on eating amphibians is strangely appropriate to effective time managemen!! Get the tasks you’re not looking forward to out of the way early

Focus on one thing at a time

Focus on one thing at a time

Allied to working faster, try to focus on just one task at a time.  Much conventional wisdom around time management advocates multi-tasking – be cynical of this as in many cases it means doing several things badly rather than focussing on a single thing and doing it well

…and work faster!

…and work faster!

 

Keep a good tempo to your work. Recruitment is such a fast paced environment to operate in that it’s easy to get distracted by new tasks and activities as they emerge

Work harder

Work harder

Working hard has had a bad press over recent years as people shift towards trying to work smart.  Whilst working smart is all well and good it’s not a substitute for working hard! However, don’t confuse working hard with working 16 hour days, 5 days a week – this’ll leave you exhausted and unproductive.

Don’t forget to question!

Don’t forget to question!

Whist there’s certainly a value in developing tip-of-the-tongue responses there is also a danger that we just sound like slick but insincere sales people.  If the client gets the idea that the response is just a stock, scripted comeback they’re unlikely to be won over.

Convert memory to muscle

Convert memory to muscle

You’ll quickly recognise that some objections will crop up more frequently than others and it won’t take you long to think about a suitable initial response, questions to ask and a strong rebuttal

Emotions are key

Emotions are key

The last thing we want to do when dealing with objections is argue.  So be prepared for objections and recognise that you will get them in any (successful!) sales process.  If you have the right mindset you’ll be more naturally receptive and this will more sincerely be reflected in your initial response

Don’t force the issue

Don’t force the issue

Whilst we should definitely treat every negative as an objection in the first instance be mindful that we should be seeking to qualify whether we are dealing with an objection (which we can work around) or a condition

Be prepared

Be prepared

You’re a professional recruiter operating in sales situations where there are a finite and predictable set of objections that you are likely to hear in any single interaction.

Justify your cost

Justify your cost

Many clients don’t really understand the costs that we incur in providing a temp.