This
article, I am pretty sure, will trigger a lot of attention, as there are two
groups of people who will be very interested. On one side, we have the existing
recruiters who most likely want to become their own boss, and on the other
side, the existing recruitment agencies’ bosses who would want to know what I am
writing.
Anyhow,
if you are a current recruiter and you are planning or intending to start your
own firm, perhaps reading the insights in this article may bring you some
interesting ideas.
All
right, this is what has happened: you have generated plenty of sales for your
current company, and you are earning good money (most of them don’t!) and
commissions, and you have the financial resources to start your own firm! Isn’t
that great? Oh yes it is…starting your own firm would be the best thing that
could happen in your life. Imagine having a company named after you, with a
great logo in front of the office…That FEELS wonderful…..
But
hey….before we continue with this amazing dream……I need to let you know what
you need to become a great boss of a recruitment company…..
1)
Great Sales Records – This is pretty obvious—you ought to have already achieved
some interesting sales figures consistently every month so that you will have
the confidence and resources to take with you to another firm. If you are not
achieving great sales now as a recruiter for other company, how would you be
able to generate more clients and sales with your new company, which has ZERO
brand, no identity, and NOTHING to showcase? Get the clients and sales in
first, then we move on to the next step….
2)
Defining Your Role – Are you a good sales person or a good operational person
as a recruiter? The first role needs someone who is more outgoing, and the
other could be someone who can sit at the computer for 12 hours every day. What
are you? What are you good at doing? Here is the problem: most people are good
in one role, and if you were to ask a sales person to do an operational job,
then he or she would not be efficient. On the other hand, if you ask an
operational person to do sales, very likely he or she will not generate even
one client! Once you define your role, it is best that you perform the job that
you are best suited for so that you can cover more and generate a better ROI,
compared to if you were to do a role that you are not good at.
3)
Willingness to Delegate – Do you dare to delegate tasks to new staff? Many will
have this problem because they will be afraid that their staff might take away
their clients or candidates if they know too much information. Here’s the
problem: if you do not delegate, you only can cover THAT much. If you delegate,
both of you can cover more…which one is a better choice? You decide…. SECURITY
or MORE SALES?
4)
Delegating Skills – Well, this part is very important, and you can relate them
to point 2. If you delegate the selling part to an operational person, then the
possibility of getting a good number of clients will be pretty tough. First,
you need to identify what category your employees are best fitted to so that you can ask them to focus on the area where they excel.
Many bosses would like to ask the consultants to do a 360 recruitment process
so that by paying them a fixed salary, they are able to do two tasks. Ideally,
this is the best scenario; however, in real life, it seldom can work effectively
that way. Hence, you will need to be bold and effective in delegating the right
task to the right person and not just chuck all the tasks to a very few people…
All
right, it is getting late now; I will touch base on Part 2 later when
available. Cheers!
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