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Aimed at corporate employers, especially those who make use of recruitment and staffing companies. Great articles, advice and issues of general interest to HR managers and others involved in talent recruitment, selection and retention.

 

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Creating Action Plans that Work

Posted By APSO, 19 December 2014
Updated: 04 December 2014

        

In recruitment activity equals results. Contingency based recruitment means that if you’re not careful you can be VERY busy but end up losing money as you chase down “placements”’ that have no chance of actually coming off. Having clear action plans are critical to focusing your efforts and working towards measurable results.



Step 1: Know where you want to be

All great leaders understand that if you don’t know where you’re going you could end up anywhere. Do you have a clear focus of what kind of recruitment you want to practice? The kind of clients and candidates you want to service? If not, now is the time to reassess and make some clear decisions.

Step 2: Be specific

Not only must your goal be specific, but you must also create a specific intention as well as very specific tasks or steps that will move you toward the completion of that goal. Assess the activities and actions that you need to perform in order to move towards your overall goals.

Step 3: Create measurable milestones

Once you have a clear picture of what you’re out to accomplish, as well as the targets you will need to hit throughout the specific period you’re measuring, the next step is to create measurable milestones. Of course ultimately placements are the key measure of success for recruiters but set up some interim milestones, such as CVs out to clients, interviews set up, etc, to track your progress.

Step 4: Make a list

Create a list and accompanying timeline of specific action items or tasks to complete in order to hit those milestones. Lists are great ways of keeping on track as well as visually reminding yourself of what needs to be done and/or how far you are in the process.

Step 5: Break large tasks into smaller, more manageable chunks. 

Some tasks or milestones may seem more daunting to achieve than others. That’s when it makes sense to break larger tasks down into sub-tasks or steps. For example, “source scarce skills” might be broken down into several sub-tasks, such as, scope task, search LinkedIn, contact network, etc.

Step 6: Assign deadlines

Without specific time frames and deadlines, work will definitely expand to fill the time allotted, and certain tasks may never get completed. An effective “To Do List” has clear timeframes that enable prioritisation and planning.

Step 7: Visualise your Goal

Once you’ve created your action items and set a specific timeline, the next step is to create some type of visual representation of your plan. You might use a flowchart, a Gantt chart, a spreadsheet, or some other type of business tool to accomplish this. This is particularly useful for individuals who better interpret and comprehend information in visual format.

Step 8: Acknowledge your accomplishments

Large tasks can be intimidating and overwhelming. Keep your positivity by acknowledging and recording your accomplishments. Why not utilise a highlighter when “crossing off” tasks on your To Do List that have been completed. Rather than the negative association with a strong black line, the use of coloured highlights helps to positively reinforce the items on the list that are finalised.

Step 9:  Work your plan and don’t stop until it’s complete. 

Once your plan is established take daily action and follow up with any other responsible parties to ensure that everyone is doing their part towards the overall goal. If you’re the only one responsible, set aside time at the beginning and end of each day to review your list and assess whether you’ve achieved the goals you’d hoped.

Step 10: Change the date if you must, but never give up on the goal. 

Occasionally, circumstances or unforeseen events can arise that throw a wrench in your ability to meet deadlines, complete tasks and achieve your goal.  This is especially true in recruitment when your ultimate goal – making placements – is dependent on the actions of at least two other people, the client and the candidate. If this happens, do not get discouraged – revise your plan and continue working to meet targets and move forward.

Tags:  action plans  APSO  apsogram  deadlines  decision making  goals  planning  results 

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8 Traits of Successful People

Posted By APSO, 12 December 2014
Updated: 04 December 2014

Ten years of research and 500 face-to-face-interviews led Richard St. John, a globe-trotting marathon runner turned motivational speaker, to a collection of eight common traits in successful leaders around the world.

He interviewed individuals from a broad range of backgrounds, businessmen, sports stars, Hollywood greats, Nobel prize winners, academics and others, including Ben Cohen of Ben & Jerry’s, Bill Gates, James Cameron, Matt Groening and even Dan Ackroyd. The list of successful, influential people he interviewed goes on and on.



After analyzing everything he’d learned, he settled on these eight common traits:

1.       Passion. Love what you do.

2.       Work. Really hard.

3.       Focus. On one thing, not everything.

4.       Push. And keep on pushing yourself.

5.       Ideas. Come up with good ones.

6.       Improve. Keep improving yourself and what you do.

7.       Serve. Serve others something of value.

8.       Persist. Because there is no overnight success.

Whilst there are many technical skills that will be needed to drive your career forward, without exception every successful person Richard interviewed believed that without the “8 to be great” traits above, they would never have reached their goals. 

Tags:  APSO  apsogram  focus  ideas  passion  persistence  success 

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HR Future LITE: Complimentary November 2014 Issue

Posted By APSO, 28 November 2014
Updated: 26 November 2014

Herewith the complimentary digital edition of the November 2014 issue of “HR Future LITE” 

To view the November 2014 issue of HR Future LITE, please CLICK HERE or on the cover below. To become an HR Future member and gain access to all the articles in the complete version of HR Future (R950 ex VAT for 12 months), email Chantal at chantal@hrfuture.net.



Tags:  Age management  APSO  ethics  HR technology  Leadership  qualifications  SME  Stress management 

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Corporate Recruitment Trends: How do your clients measure up?

Posted By APSO, 24 November 2014
Updated: 10 November 2014

Corporate Recruitment Trends: How do your clients measure up?


The reality is simple. Your clients are no doubt spending time and money trying to gain control of their talent management including recruitment processes and in many cases this means employing in-house recruiters, utilising recruitment software and trying to lessen their reliance on external providers.

And whilst the temptation may be to throw your hands in the air and cry “woe is me”, it’s best to acknowledge that clients will try to streamline their processes in the hope of improving their talent pipelines, decreasing their costs and employing the best people. Knowing what the trends are in corporate recruitment can help you to better understand how to work with your clients during their process and to adapt your service offerings to ensure continued relevance.





#1 Social Sourcing

In SA it is already clear that companies are equipping their internal HR teams with LinkedIn recruitment licenses and they’re actively using the web to source potential employees. Even though LinkedIn is widely used, it’s used by everyone and is now considered a necessity rather than a competitive advantage.

Globally there are a myriad of new tools that have been created with the specific purpose of empowering companies to find (source) and attract candidates. As recruiters, it’s important to keep abreast of technology and wherever possible embrace and utilise these tools ahead of your clients. We will always have access to the same online sources, stay one step ahead and ensure that you can use them BETTER to continue to be of value.

#2 Building Corporate Talent Networks

Companies have evolved from focusing on “candidate management” to building “talent networks” from which they recruit. The “talent network” is not just a place to post jobs - it’s a place to attract people: and it includes fans, candidates, employees, alumni, and even customers. Integral to this, is the development of an end-to-end talent brand, not just an “employer brand”. Today’s internal recruiters work closely with their marketing counterparts and focus on sharing research-based, authentic  employment brand campaigns on the company’s website home page, not just their careers section.  

According to recruitment expert @josh_bersin, “a modern talent brand is highly specific, authentic, and narrow – so you attract just the right people.”

#3 Technology enabling process

Applicant Tracking Systems (ATS) are becoming a standard tool for companies and whilst there is definitely room for improvement, particularly in regards to the experience for candidates (and external recruiters) applying online, they are here to stay. They are critical for managing and monitoring the recruitment process and become critical for analysis and future improvement.

Assessments continue to be an important part of the candidate verification process and with the increase in cloud-based assessments that are now quicker and cheaper to employ, companies are once again incorporating these into their standard recruitment process.

#4 Focus on candidate experience

Good news for recruiters....companies are now spending more time, money and energy in improving the candidate experience, ensuring that the experience of applying and being considered is a positive one. As networks get smaller, companies must ensure that from application, through interview, feedback timelines and even regretting, candidates have a positive experience, lest word spread that will undoubtedly have a negative impact on the company’s attractiveness to future employees.

#5 High Value Staffing Firms

Whilst generalist recruiters may be feeling the pinch, a whole new breed of high value recruitment ‘outsourcers’ have sprung up to help companies find the right people in critical roles. The belief that external recruiters and staffing firms would disappear as LinkedIn and other online job boards grew, is prevalent in SA at the moment. However, global lessons prove that this is not the case. The complexity of the sourcing landscape has made it more important than ever for companies to look for seasoned professionals (and often specialists) to help them find just the right people.  

In fact, trends indicate that in-house “recruiters” are actually becoming “sourcers” as they focus their time, skills and efforts on sourcing potential employees. The shift for assessing, interviewing and ultimately recruiting talent has moved to line managers who are often ill-equipped. This provides a great opportunity for innovative external recruiters to offer their services in the short-listing (even candidates that were originally sourced by the client) and assessment and perhaps even hand-holding to line management in making a final selection.

#6 Harnessing Big Data
Recruitment is the number one driver of big data within HR. From understanding where the best candidates are found, to why people choose to work for, or leave, the company, harnessing the data is critical. Of course, accessing the data is one thing, unpacking it and determining the trends something else entirely. Companies that measure recruiting well are dramatically outperforming their peers but not many have the time or expertise to do this; yet another opportunity for forward thinking recruitment companies to add value and cement their role as experts.

 

Tags:  APSO  APSOgram  building corporate talent networks  candidate experience  harnessing big data  high value staffing firms  social recruiting  technology enabling process 

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Corporate Recruitment Trends: How do your clients measure up?

Posted By APSO, 24 November 2014
Updated: 10 November 2014

Corporate Recruitment Trends: How do your clients measure up?


The reality is simple. Your clients are no doubt spending time and money trying to gain control of their talent management including recruitment processes and in many cases this means employing in-house recruiters, utilising recruitment software and trying to lessen their reliance on external providers.

And whilst the temptation may be to throw your hands in the air and cry “woe is me”, it’s best to acknowledge that clients will try to streamline their processes in the hope of improving their talent pipelines, decreasing their costs and employing the best people. Knowing what the trends are in corporate recruitment can help you to better understand how to work with your clients during their process and to adapt your service offerings to ensure continued relevance.





#1 Social Sourcing

In SA it is already clear that companies are equipping their internal HR teams with LinkedIn recruitment licenses and they’re actively using the web to source potential employees. Even though LinkedIn is widely used, it’s used by everyone and is now considered a necessity rather than a competitive advantage.

Globally there are a myriad of new tools that have been created with the specific purpose of empowering companies to find (source) and attract candidates. As recruiters, it’s important to keep abreast of technology and wherever possible embrace and utilise these tools ahead of your clients. We will always have access to the same online sources, stay one step ahead and ensure that you can use them BETTER to continue to be of value.

#2 Building Corporate Talent Networks

Companies have evolved from focusing on “candidate management” to building “talent networks” from which they recruit. The “talent network” is not just a place to post jobs - it’s a place to attract people: and it includes fans, candidates, employees, alumni, and even customers. Integral to this, is the development of an end-to-end talent brand, not just an “employer brand”. Today’s internal recruiters work closely with their marketing counterparts and focus on sharing research-based, authentic  employment brand campaigns on the company’s website home page, not just their careers section.  

According to recruitment expert @josh_bersin, “a modern talent brand is highly specific, authentic, and narrow – so you attract just the right people.”

#3 Technology enabling process

Applicant Tracking Systems (ATS) are becoming a standard tool for companies and whilst there is definitely room for improvement, particularly in regards to the experience for candidates (and external recruiters) applying online, they are here to stay. They are critical for managing and monitoring the recruitment process and become critical for analysis and future improvement.

Assessments continue to be an important part of the candidate verification process and with the increase in cloud-based assessments that are now quicker and cheaper to employ, companies are once again incorporating these into their standard recruitment process.

#4 Focus on candidate experience

Good news for recruiters....companies are now spending more time, money and energy in improving the candidate experience, ensuring that the experience of applying and being considered is a positive one. As networks get smaller, companies must ensure that from application, through interview, feedback timelines and even regretting, candidates have a positive experience, lest word spread that will undoubtedly have a negative impact on the company’s attractiveness to future employees.

#5 High Value Staffing Firms

Whilst generalist recruiters may be feeling the pinch, a whole new breed of high value recruitment ‘outsourcers’ have sprung up to help companies find the right people in critical roles. The belief that external recruiters and staffing firms would disappear as LinkedIn and other online job boards grew, is prevalent in SA at the moment. However, global lessons prove that this is not the case. The complexity of the sourcing landscape has made it more important than ever for companies to look for seasoned professionals (and often specialists) to help them find just the right people.  

In fact, trends indicate that in-house “recruiters” are actually becoming “sourcers” as they focus their time, skills and efforts on sourcing potential employees. The shift for assessing, interviewing and ultimately recruiting talent has moved to line managers who are often ill-equipped. This provides a great opportunity for innovative external recruiters to offer their services in the short-listing (even candidates that were originally sourced by the client) and assessment and perhaps even hand-holding to line management in making a final selection.

#6 Harnessing Big Data
Recruitment is the number one driver of big data within HR. From understanding where the best candidates are found, to why people choose to work for, or leave, the company, harnessing the data is critical. Of course, accessing the data is one thing, unpacking it and determining the trends something else entirely. Companies that measure recruiting well are dramatically outperforming their peers but not many have the time or expertise to do this; yet another opportunity for forward thinking recruitment companies to add value and cement their role as experts.

 

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How storytelling can help you make more placements

Posted By APSO, 17 November 2014
Updated: 10 November 2014

How storytelling can help you make more placements


According to Rivka Willick, a story coach and writer who works with salespeople to help infuse a story into their brand and content, storytelling is the hot new trend in sales. She believes that the ability to tell a story escalates a salespersons success dramatically and says, “A good salesperson knows how to talk; a great salesperson knows how to tell a story”.


Whilst reading the associated article I got to thinking: in my experience the most successful recruiters are those who are able to tell their clients the candidate’s story and help them to visualise why the candidate would be a great addition to their team. Far from simply pushing CVs at a client, the ability to unlock the candidate’s story from them, and then to tell this to the client in a way that helps them to understand why this candidate would be a great fit is crucial to making long-term mutually successful placements.

 



Why stories sell

It is well documented and scientifically proven that stories have a profound effect on our brains and our behaviour. Experiments by neuroeconomics pioneer Paul Zak found that for stories to be highly engaging they should contain key elements including a climax and the final wrap up where all the strands come together connecting the dots. A successful story can trigger empathetic responses, associated with the release of Oxytocin, often referred to as the “trust hormone”, that when released in the brain of your prospect can help to build trust in you, your brand and product or service, and in doing so increase sales.


Building a Successful Story

Killer stories are those that are full of visual and sense-based detail and should move in “real time”. Of course, no matter how good the story, unless it is relevant to your audience, it is not likely to have the impact you’re looking for. Here are some top tips for building a successful candidate marketing story:


1.       Appeal to both logic and emotion by combining facts with narrative

Combining compelling facts with attractive stories is a winning recipe as the combination of logic and emotion helps to engage both the left & right hemispheres of our brains.

E.g.: Incorporate facts about the candidate such as their qualifications with stories from their previous jobs, ones that illustrate just how the candidate has utilised their qualification, experience and expertise in solving a previous employer’s problem, particularly if this is a problem that your client (and their prospective employer) is also experiencing.

 

2.       Be structured

Stories that do not have a clearly defined beginning, middle and end do not engage our brains in the same way, in fact, according to Zak, people ignore them. To tell an effective story you should spend time developing it. Find the story. Write it. Hone it to perfection by re-writing it. Run it by someone you trust and then commit it to memory. Stories should ideally be confidently told, not simply read, in order to have the most effect.

 

E.g.: Once you’ve interviewed the candidate and have sufficient stories from them, review your client’s key issues and find the relevant candidate experiences that would clearly show why they are a good option. Build the story logically, taking care to structure it in a logical flow.

 

3.       Use metaphors

Stories, especially metaphors, work on the subconscious mind. In sales situations, stories allow the subconscious mind of the prospect to truly “get” and see the valuable application of the product or service. Neuro-linguistic programming (NLP) shows that all humans run 99% subconsciously and only 1% consciously and so metaphors help our brains to experience the story, as if we are living it ourselves. Semantics matter! Choose your words carefully to help the prospect feel the message you’re trying to convey.

 

E.g.: When presenting a candidate as a potential employee, take care to use descriptive words that resonate with the client and help him to imagine him/her in that role.

 

4.       Do your homework

No matter how compelling your story, if it does not mean anything to the listener then it will not have the desired effect. You need to do your homework and truly understand your client’s points of pain and what they believe they need to resolve them. Once you understand this, you can craft the story to illustrate exactly why the candidate you’re presenting will be their best choice.

 

E.g.: If your client has previously had difficulty finding someone to lead a team of highly strung creatives you need to find examples from your candidates that can clearly show the client how he/she has previously worked in a difficult environment and ideally provide examples of where they have managed difficult individuals to maintain team dynamics and overall goal achievement.

The process of uncovering and re-telling candidate stories may seem like extra work but the rewards will be evident. As access to information becomes increasingly easy for clients directly, consider this a unique opportunity to reinforce your value.

Don’t be a data-seller, be a story-teller!

 

Tags:  APSO  APSOgram  emotion  facts  logic  metaphors  narrative  placements  storytelling  structure  success 

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Agility: The number 1 trait of Future Leaders

Posted By APSO, 11 November 2014
Updated: 10 November 2014

Agility: The number 1 trait of Future Leaders


Over the past decade or even just the last five years, managers have worked in an almost constant state of change. We have witnessed the continued march of globalisation and rapid pace of technological development. Virtual teams made up of globally dispersed members now communicate in real time via multiple channels, sharing data, information and ideas via the cloud. Major social and demographic changes have been taking place with the Baby Boomers starting to relinquish power to the Millennials, the oldest of which are now in their 30s. As we progress through 2014, we hope to fully emerge from the shadows of the 2008 financial crisis but there is still a degree of economic uncertainty ahead.


Through their online community members and a survey of more than 1000 managers, ILM concludes that the 2020 Manager will need to be agile and adaptive but also that the fundamentals of good leadership and management will matter more than ever. It should be noted that should be noted that flexible working, identified as one of the key trends, has a correlation with some of the other trends highlighted. It is a driver for increasing importance placed on relationship-building and one of the reasons why managers will face more complex challenges over the coming years when it comes to performing core management functions.

 



Flexible Workforce gather momentum

Unsurprisingly, the growing trend is driven by improvements in IT and data transfer speeds. It isn’t only about technology though. Organisations are increasingly recognising the benefits of working more flexibly for the benefit of consumers and their staff. Flexible working provides an additional and highly effective incentive to attract and retain talented employees. It will be expected by the Millennials who are becoming an increasing part of the workforce although flexible working is popular with older workers too. By giving individuals greater control over their working day, they also feel more empowered and this can lead to increased engagement and productivity levels. When implemented correctly, flexible working can also reduce office overheads.


Better Together

The research revealed that working relationships are increasingly important both within teams and with external stakeholders. More than half of managers surveyed recognised this as a future trend and the same percentage though that working relationships were now more important than five years ago. The results underlines that the ability to form and manage working relationships will be central when it comes to leading and managing people in the future. The business of managing such relationships is far more complex that it was: it involves far more than holding a weekly meeting or addressing a room full of people but also projecting a presence via multiple channels as well as being an expert listener. This is as much about emotional intelligence and trust as it is about technical proficiency.


Core Competency required

The core functions of good leadership and management will be more important but harder to achieve. Overall, more than half of managers agreed that skills such as communication, delegating, goal-setting and motivating direct reports were more important but 46% agreed that tasks related to these skills were harder to achieve. Flexible working will continue to impact traditional working patterns and structures. Work is something that can be done anywhere, any time with traditional 9 – 5 parameters being eroded. For many managers there is no clearly defined “end of the day”. Less time due to competition from other priorities, and the growing complexity of structures, processes and systems were cited as reasons why basic management tasks are proving more difficult to perform. The top three areas for development highlighted by respondents include clear communication, effective planning and problem-solving.


Employability vs. Stable Employment

The traditional legal and psychological contracts that long existed between employers and employees are changing rapidly. Few buy into this concept of a job for life any more. While this is unpleasant for some, for others it provides opportunity for career progression and to adjust their work/life balance to best suit their personal circumstances.

 

More measured approaches

The majority of managers agree that the means of measuring and rewarding performance has changed over the past five years. Increasingly sophisticated performance indicators are possible and there has been growing interest in big data, which some expect to revolutionise a number of areas, including performance management.

 

Know...Do...Be = Future Leader Success

To succeed in the future, managers must be more agile, responsive and able to adapt to the needs of a radically different workplace. They must also continue to contend with further technological and cultural changes that will impact how organisations operate. At the same time, managers must ensure the core management and leadership practices are successfully carried out.


Know

And understand the core functions of leadership and management from planning to vital people skills such as motivation, effective communication and driving engagement. Crucially, the key to being a successful manager will be, knowing how to apply these skills within the change workplace.


Do

With the increase of flexible working, managers must trust their reports and avoid micro-management. Some may struggle if they cannot adjust their style and techniques and learn to measure performance on outcomes rather than hours worked.


Be

Agile and adaptive but also reliable and solid managers. They should be comfortable themselves working flexibly and leading virtual and flexible teams. They should be emotionally intelligent as the qualities that embody this will be required in all aspects of management whether it be engaging and motivating teams or building successful working relationships and partnerships.

 

Extracts from: ILM Research Report “2020 Vision: Future Trends in Leadership & Management”. The full report is available www.i-l-m.com The Institute of Leadership & Management (ILM) is the UK’s largest management development organisation. They are passionate about good leadership and management, and its power to drive organisational performance and wider economic prosperity.

 

 

Tags:  APSO  APSOgram  core competency  employability  engagement  flexible workforce  measurement appraoches  stable employment 

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Unlocking a Productive Workplace

Posted By APSO, 06 November 2014
Updated: 18 September 2014

Unlocking a Productive Workplace

Productivity relies on engaged workers who are happy and confident in themselves, their environment and their abilities. As productivity rates continue to fall in South Africa it is increasingly important to focus on providing an environment that enables people to succeed.

Research shows that “Happy” employees are sick half as often, six times less absent, nine times more loyal, 31% more productive and 55% more creative. Can your business afford not to drive the happiness agenda?

Productivity can be unlocked with a few simple steps.



Step 1:  Trust your people

Sadly, many organisations still operate under the old “command and control” management style where individuals are treated like children. To truly empower people you need to trust them. Treat your employees as adults. Provide them with the freedom to operate but give them clear responsibility and you will see an increase in their personal happiness and associated productivity.

Step 2: Encourage entrepreneurial spirit

Embrace diversity in your business and encourage individuals to share ideas, suggest new ways of doing things and participate in decision-making. Whilst you don’t have to accept or implement all of these ideas, the opportunity to contribute and design their workplace will encourage and motivate your employees.

Step 3: Lead through Evidence-Based Management 

Time does not equal results. Focus on three core areas for managing individuals – quantity (results according to target), quality, and attitude. Reward positive attitude and hard work, not just ultimate results.

Step 4: Eliminate red tape

Bureaucracy, especially outdated red tape, frustrates everyone – employees, clients and suppliers. Review your processes and streamline wherever possible. Policy and processes should be kept KISSS: 

·         Simple  - easy to explain,

·         Short - quick to implement,

·         Sustainable - usable, long-term,  and

·         Sexy - interesting/exciting.

 

Step 5: Eliminate conflict or complaints culture

 

Negativity breeds negativity. Try to nip whingeing in the bud. Implement a policy that seeks to focus on solutions, not problems. Encourage employees to raise concerns but to do so with a counter-proposal or alternative suggestion, not simply a complaint. Ensure that you listen and have appropriate mechanisms to address employee concerns and to manage expectations, particularly if the “problem” is unable to be changed.

 

Tags:  APSO  apsogram  complaints  culture  productive workplace  productivity  red tape  trust  workplace 

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Boost creativity: Encourage outside-the-box thinking

Posted By APSO, 30 October 2014
Updated: 18 September 2014

Boost creativity: Encourage outside-the-box thinking

The recruitment industry is tough and getting tougher by the day. It’s time to brainstorm and get your thinking cap on. Boost creativity in your business and invest in an afternoon of random thoughts (remember, nothing is too wacky and most of the best ideas start as completely manic!) and open discussion in an attempt to re-invent your business, your services and your value.




Before you can get down to creative thinking, make sure that you eliminate these creativity hurdles:

  •  Heavy workloads
  •  Tight deadlines
  •  Red-tape (business processes)
  •  Managers/Clients who are closed to new ideas
  •  Limited budgets

Provide an environment that encourages entrepreneurial thinking and “different think”. Whilst you don’t have to accept (or implement) every idea that is presented, make sure that you listen to the idea, ask questions and actively consider it to see if it could make a positive difference.

Consider “time to market” in your planning. Rather implement a good idea quickly and see if it works. If it doesn’t, pull it quick and lose nothing. Waiting to see if someone else tries it will only defer your potential advantage but also ensure that you’re always seen as a follower not a trailblazer. 

Opportunities for differentiation

Recruitment is recruitment....or is it? The labour market is the same for everyone – same access to clients, candidates and technology. So? How do you differentiate yourself in an otherwise crowded marketplace? Consider...

  •   Different fee models – shift from contingency and traditional % on remuneration
  •   Unbundling your services – think a la carte menu, not one price all you can eat buffet
  •   Partnering with specialists in aligned services, such as HR, psychometrics etc.
  •   Expertise due to specialisation
  •   Individual, not company, focused services, such as payroll management

Employee engagement increases when individuals are asked to participate in discussions and feel that their opinions, input and suggestions are seriously considered. In addition to the potential of creating an entirely new way of marketing, service or product line or candidate attraction programme, a brainstorming idea will also lead to more engaged employees and a happier and more productive workplace.

 

 

Tags:  APSO  apsogram  budget  creativity  deadlines  innovation  thinking 

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9 Time Management Tips for Recruiters

Posted By APSO, 23 October 2014
Updated: 18 September 2014

9 Time Management Tips for Recruiters

 

Author: Gary Stauble is the Principal Consultant for The Recruiting Lab, a Coaching Company that assists Firm Owners and Solo Recruiters in generating more profit in less time. Visit his site for additional resources, www.therecruitinglab.com.

  • Practice Single Tasking:

Batch your activities into segments such as marketing calls, recruiting calls etc. Do one type of activity at a time. This type of organised execution is a hallmark of high production.

Is it easy? Not at first. But, if you train yourself to do nothing but execute one type of call (marketing, recruiting etc.) during a calling hour, you’ll get out many more calls each day.

  • Do not take incoming calls during a calling segment:

This takes discipline but will produce big results for you. Return calls after you finish each calling segment and after your planning session at 5pm. Exceptions would be for placement-sensitive issues only.

  • Ask yourself, "What’s the fastest way to a send out?" In real estate, there are three things you must keep in mind when buying a home: location, location, location.

In recruiting, there are three things that lead to placements: send outs, send outs, and send outs.

Send outs (your candidate interviewed by your client) are more important than search assignments. An average send out to placement ratio is 1 out of 7. So if you just focused on getting 15 send outs per month, with a 1 out of 7 ratio, you’d be making 2 placements per month. With an average fee size of R25 000, you’d be over R175 000 in production.

  • Do a little bit of each part of the business each day:

If you do some marketing, some recruiting, some sourcing, some closing each day, you’ll even out your production and sleep better at night. I heard this idea from Peter Leffkowitz when I started out as a recruiter and it’s made a huge impact in my ability to avoid the peaks and valleys of production.

  • Do the closest activity to a placement first:

What could be simpler than this? When planning your day simply prioritise what’s closest to revenue. Usually the money oriented tasks involve these things: scheduling send outs, debriefing with clients or candidates after an interview, reference checks, closing issues etc.

These tasks are the first thing you should do each day and take priority over any other task regardless of what you’ve got down on your planner. Top producers have a laser-like focus on what leads to revenue.


  • Plan each activity segment the night before:

You’ve heard this before but are you really doing it each day? I recommend planning for a full hour each day from 4-5pm. Hold all calls during your planning time.

  • Execute marketing calls each day:

I suggest making between 5-25 calls each day. The amount you make depends on how close you are to "full capacity".

Full capacity for most contingency people is 5-10 "A" level contingency searches. For retained or engaged assignments, usually 3-4 search assignments would be determined as full capacity.

Think of your marketing calls the way you think of brushing your teeth; not the most exciting part of your day but it definitely pays off in the end and is a good thing to do early in the day.

  • Print your plan:

Have a physical plan in front of you so you can cross things off. For most people, this will increase your investment in finishing your plan for the day as we are generally visual people and can execute what we “see” we need to do.

  • Create a daily template for what time you will do each activity:

You must have a set schedule template in order to plan. See my example below:

An example of a daily schedule:

08:30-09:30 AM- Priority calls (prep/ debrief/ references/ offers etc.)    

09:30-11:00 AM- Marketing calls               

11:00-12:00 PM- Interview candidates   

12:00-01:00 PM- Lunch

01:00-01:30 PM- Sourcing/ Name Gathering       

01:30-04:00 PM- Recruiting        

04:00-05:00 PM- Planning

 


Tags:  APsO  apsogram  tasks  templates  time management 

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2017-10-25
Tendering - DBN

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