5 Ways to Deal With Skill Mismatches

72% of Directors and business leaders are worried about their skills pipeline. Permanent candidate availability is at an all time low. Skills gaps are reaching crisis proportions. 740,000 more people with digital skills will be needed in the workforce this year alone. Half of recent graduates are working in non-graduate jobs. 66% of engineering graduates don’t work in engineering. 1 in 4 vacancies are going unfilled.

Barely a week goes by without statistics like these being used to demonstrate an acute skill shortage. And for recruiters, there’s more. Time to hire is rising. Cost per hire increasing. Interview processes getting longer. Recruiters have more open requisitions than ever. Quality of hire is going unmeasured but, anecdotally, could be better. Productivity is affected.

What can be done? To rely on bringing in developed skills and finding the ready made, perfect fit candidate from outside isn’t the answer. Waiting for a magical piece of sourcing code to help identify candidates with perfect skill sets from across different platforms isn’t the answer either. Even if you could find them, how do you they would join you? What have you got to offer them?

Your vacancy isn’t always the holy grail for a job seeker. Sure, some of the positions you are trying to fill might present interesting challenges for them, but then so might other vacancies in other companies. Even if you had a steady stream of candidates, how many would come and work for you?

In times of heightened hiring challenges, you need to be a place where people want to work. If you’re not, then no amount of sourcing, searching, advertising and referring is going to produce successful results in the long term. Here’s what you need to be doing first…

Consult with hiring managers

You are the recruitment professional, and the labour market – where the skills are – is your specialist area. When you take a briefing from a hiring manager be armed with all the data and manage their expectations. Know what the market is like for candidates with the skills you need. Educate the hiring manager in where the candidates are, what the pool looks like. Use data from REC, FIRM, ONS, job boards and sites like Indeed and Broadbean to make your case and let them understand where there are candidate shortages and what roles create the most competition.

Don’t just accept a job description, particularly one that replicates what the last incumbent did, but rip it up and find out what the role really needs – skills, competencies, capabilities. Begin to build a profile of what you will be looking for and how to assess it. Re-design the role if needs be around the kind of skills and experience available and help the hiring manager to understand the candidates they will be getting.

And test the hiring manager. Can they sell the company or vacancy? Are they a credible interviewer? Candidates always say that the key interview is the one with the manager they’ll be working for, so what impression will they get?

Understand the internal market

Know the talent pool inside your organisation – what skills people have and who is ready for a new challenge and an internal move, or stretch assignment, to help with their development. Make sure your managers are talent producers, not talent hoarders, and encourage them to support employees with internal moves. Identify the people who could develop with some training or input, and convert those you have into the candidates you need. Remember, people want to work for an organisation that helps them grow, develop and realise their potential, so play your part in making the company a place where that happens.

Research the external market

Do you know what candidates look for when they change jobs? How to make your company and open roles attractive? Well find out! There’s plenty of content out there about what job seekers really want, or why not do your own research amongst candidates and people who have applied previously.

What three things are most important to them? Do you market your roles to show that your organisation can provide them with what they want? People with the skills you need might be out there but not responding to your messaging or not perceiving you as a place where they would want to work.

Leverage all the networks you can. Previous candidates, alumni, clients, customers, suppliers and collaborators all have a relationship with your organisation, and all of them have connections. Somewhere in those extended networks might be the person you need. Find a way to reach them and get your message across.

EVP & Employer Brand

What are you like to work for? How does the employee experience shape up? The way you hire, orientate, develop, engage and retain people counts. The way you treat people and support them in reaching their own goals and fulfilling their potential will mark you out as a great place to work. What is your external brand? Does it align with internal values? The early period of employment is when someone reaffirms their decision to join you. If you don’t have an experience that underlines they have made the right choice in joining you – they’ll leave.

Candidate Experience and Recruitment Process

Have you applied for your own jobs? Do you know what the experience is like? Take feedback from candidates going through your hiring process and act upon what you hear. And don’t just take feedback at the end as it will be affected by the outcome.

You can’t expect there to be a pool of skilled and work ready candidates waiting to jump through hoops, endure long absences of communication and non-existent feedback, and work their may through a selection and interview process resembling the labours of Hercules, just to join you. So ditch the gladiatorial approach to hiring.

Make it easy to apply. Give information and let people show you what they can do. The technology is there so why not let people take video interviews at a time to suit them. Find out how they can perform when they are relaxed, rather than trying to find the perfect fit by seeing how they react under pressure.

You can tell a lot about a company by the way they go about recruiting and enabling their people. Stop waiting for the perfect match to come along and start sending out the right messages about the kind of place you are for people who want to learn, grow, develop and reach their potential.

Just Another Massive Monday

It started with Blue Monday. Not the New Order song, but some pseudoscience, with a complex mathematical formula, created to try and sell holidays by convincing us that one of the Mondays in January is the most depressing day of the year – due to be the 26th this year. Few take much notice of it now.

Recruiters don’t like to be outdone so we have our own version – Massive Monday. Its the first Monday of the year when everyone and their mother returns to work to start searching for a new job. And the evidence? The UKs biggest job board say that it’s the day that they get most traffic. Interestingly it’s also the same day they usually launch their new TV advertising campaign – this year is no different. Having worked for a job board I can vouch for the fact that a new burst of TV advertising produces a big spike in traffic.

Supposedly its the day we all look for new jobs. Or its the day we all quit our jobs. Or is it the day we switch jobs?

This year the Massive Monday bandwagon was rolling early. Reed themselves have a book to promote. And in a first you can now pay for a Massive Monday report, which will let you know which of your staff are likely to look for another job on the 5th January – and what you can do to keep them.

The first Monday of a new year for most recruiters isn’t traditionally about floods of applications but more than likely involves checking that all new starters have started, interview processes that were ongoing before Christmas are still moving ahead, candidates who had accepted offers before the break haven’t changed their minds, live briefs from late last year are still live…and many more such pressing concerns.

The Massive Monday noise sounds very outdated. Recruitment is no longer about driving volume applications, whilst job hunting is more nuanced than a knee jerk search of job boards to find lots of roles to apply to.

The pressing concerns for recruiters are pipelines, employer brand, hiring manager expectations, dealing with skill shortages, candidate experience, streamlining the application process, developing new routes to market. Reinventing talent acquisition. For agency recruiters it’s also about becoming a strategic business partner, knowing their market, offering insights and perspectives, being part of a tight supply chain, building networks.

New Year New You? New Year New Career? Massive Monday? All sounds like a bygone era.

Recruitment’s evolving. It’s about time the job hunting narrative did too.


(Image via John Rensten)


Thank You For Your Interest. Now Go Away.

Imagine this scene


You’re out shopping.  There’s quite a bit you need to buy and you’re getting frustrated because shop after shop doesn’t seem to stock what you want. And if they do, then invariably it’s the wrong size or colour.

Then you spot a new shop, one you haven’t seen on your High Street before. Looking through the window, you can see that it stocks much of what you’ve been trying to find. But it’s crowded, and you can’t really identify who is serving. There seem to be a few assistants but not enough to cope with the number of customers.

Undeterred you go in and start easing your way through the crowds. You can’t get close to the stock but from what you see it’s what you need. You start pushing through, looking for someone to serve you.

Suddenly you spot someone wearing a t-shirt bearing the shop name. At last, someone who can serve you! It’s been a long day of shopping with little reward and this is a great opportunity to get what you’ve been looking for.

You move towards the guy in the t-shirt – he appears to be free – but just as you’re about to reach him a bouncer appears from nowhere and blocks your path.

He stands there, arms folded, shielding the assistant from you. He hands you a card. It says…

‘Thank you for showing interest in our shop but as you can see we are very busy. Please go and wait at the back of the store. If no-one serves you within 5 minutes you can assume that we do not need your custom and you should leave’ Continue reading “Thank You For Your Interest. Now Go Away.”

Customer 2.0…Social Calling…So what IS the point of a cold call in 2011?

During my recent period of job hunting I was at home a lot more, so took the opportunity to help out a relative who rents out a flat nearby. Told her she could use my number on the ads that she was placing on Gumtree and I could take calls and arrange viewings for her. She did use a lettings agency once, a few years ago, but in recent years has been happy to find tenants directly. There is a willing pool of potential tenants reachable through online advertising.

She thanked me for offering to help out, as she said that the worst part of advertising directly was fielding the calls from agents, many of whom were quite devious and often didn’t own up to who they really were.

The ad was published online, and with an hour the calls started. About half were people looking for a flat to rent, most of them wanted to view, whilst the rest of the calls went like this:

Them : I’m calling about the flat in xxxxxxx Street, is it still available?

Me : Yes it is, are you calling for yourself or are you calling on behalf of an agency?


Them : er, well I’m calling from ******* and we have a lot of people registered with us who are looking for flats in your area. Continue reading “Customer 2.0…Social Calling…So what IS the point of a cold call in 2011?”

A Big Thank You! Now, What Would You Like To Know About Me?

So my job hunt is underway, and firstly I want to thank everyone who read, commented on, tweeted and re-tweeted Friday’s blog. And to those who have also reached out into their own networks for me.

No matter how much time I spend communicating through social media, and meeting and engaging offline with  the increasing numbers of online contacts that I now have, I never cease to be amazed and, quite frankly, humbled at the way the community pulls together and offers support and encouragement when it is most needed.

A big THANK YOU to you all.

You have probably noticed that I have refurbished the blog…and I will be adding some extra information over the coming days. One feature that I am looking to add is a vlog where I can talk about some of the things that a potential employer may want to know.

And here I am going to be asking for some help.

A lot of people reading this are involved in recruiting and I am keen to know the key questions that you would ask me. My aim is to take the top 5 and post a clip of me answering them.

Maybe I can call it 5 things you need to know about me.

So what are the questions you would like to ask me? Let me know…

Help! Save Me From ‘Loose Women’!

I need a new job. I need a new opportunity.                                                                    

I’ve been at home for a few days now and after experiencing daytime TV I can tell you that that need is even greater!

Regular readers will know that I’m a recruiter with over 20 years experience, all gained within the agency or 3rd party sector. I’ve recruited across many skillsets from finance to sales and the recruitment industry itself. Recent years have seen me focus on recruiting HR professionals, and they certainly comprise the largest part of my network, the part that I engage with on a daily basis.

I am happy to work agency, in-house, RPO or as an interim. I firmly believe that it’s not where you work but how you work that counts in this industry. The search is only just starting so I am really happy to talk to anyone about any ideas or opportunities.

So what do I do?

I find great people for clients.

I help candidates find great jobs.

I am consultative; I work with clients to identify what the ‘perfect candidate’ looks like and how best to get them.

I help candidates navigate the job market, enabling them to use social media and networking to help find roles themselves…they are potential future clients after all.

I build relationships with candidates and clients based on trust and mutual respect. This helps me gain referrals and repeat business.

I am an ambassador for whichever business employs me and for the clients who brief me.

Oh, and I write a blog that’s been judged one of the top 5 UK Recruitment Blogs!

If you read this blog, you’ll know that I believe in relationships, reputation, respect and realism. And that I also believe the future’s social.

What am I like? Well, I’m honest, agile, passionate and collaborative (in my very humble opinion)…but don’t just take my written word for it. You’ll soon be able to see for yourself.

I was interviewed by Dee Allen from Redmos at TruLondon earlier this year, talking about the ups and downs, highs and lows of my time in recruitment, and will have those interviews here on the blog for you to watch next week.

If you want a sneak preview, then click Redmos and launch the homepage video.

Connect with me on LinkedIn

Connect with me on Facebook

Follow me on Twitter

Or just call me.

Let’s engage. Let’s talk.

Hire for Attitude, Train for Skills

It’s not a new saying, but whenever it’s used now everyone instantly agrees, it should be a resourcing mantra, particularly in tougher times.

As recruiters we spend most of our time looking for people with a skillset, with a historical CV that ticks the boxes that clients want.

It’s changing.

Job description tick lists are no good, because you will rarely find the people who tick every box, and if you do there is no guarantee that they will succeed.

Past performance can be a very unreliable indicator of future achievement.

I was intrigued to read a blog from Katie McNab – Customers Aren’t Always Right.

Read it! Because she is UK Recruitment Manager for one of the largest FMCG brands on the planet. And she wants her team to challenge hiring managers, forget what may suit them and start looking at what the business needs.

My favourite part is:

A line manager with a team of 5-6 people might recruit once a year.  He or she will have a very short-term goal in mind.  They want someone to fill the “empty chair”. And while they don’t recruit very often, they usually still have some very firm views about what “good” looks like.

But we recruit all the time.  We live and breathe this stuff.   We know our markets, our industries and our legal obligations.  And that gives us the right and the responsibility to challenge line managers on their requirements.

How many 3rd party recruiters challenge a client? We also live and breathe this stuff, but how many of us push back and really help the client to be creative?

Very few I guess.

Are we too scared of losing the brief? Scared of missing a fee? Do we want to just fill empty chairs?

Have we lost the bottle to invest time in building credibility with the client by bringing some real INSIGHT to the process? Because that’s how long-term relationships are developed.

Ah yes, INSIGHT.

If you read my last blog you’ll know that the good people from LinkedIn said that the number one priority for a 3rd party recruiter focusing on maintaining some form of market position is Insight over Data.

I would grab this as an opportunity to forget searching for historical CVs and start looking for real talent, with real potential and real attitude.

Clients use us because we can give them an insight to the market, a window onto the world of potential talent that is available, either actively or passively.

So stop giving them what they can find themselves…and start finding people that they can’t.

Rarely a day goes by without talk of a skill shortage…and most recruiters nod compliantly and see this as an opportunity…but an opportunity for what?

If the skills aren’t there, then they aren’t there. So instead of acquiescing, and firing out dozens of headhunt calls, and placing numerous online job ads, just STOP!

Remember Katie’s hypothetical example?

Given the choice of a solid Brand Manager from a global competitor or the owner of a small start up who has managed to launch a fantastic product with limited resources, and really creative solutions… I think the managers would instinctively lean towards one option. And I think the business as a whole would lean in the other direction.

3rd party recruiters need to be able to offer the same approach, the same confidence…and the same INSIGHT.

Stop looking for skills and start looking for attitude…then let the best companies take care of the upskilling.

One Source To Rule Them All?

I’ve sensed for some time that the game is changing for 3rd party recruiters. The industry has gorged for too long on easy fees and low value offerings and this has led to a lack of agility, an inability to invent, create and lead.

Ask any capable recruiter to name their main competition and they will reel off a number of companies who they battle against for the best briefs and candidates.

Rarely will they say LinkedIn. They see the platform as a tool that they may be able to use when they have the time, a source of candidates and vacancies, and a directory of soft headhunt targets.

Not sure how many see it as a primary resource for clients.

Clearly though, with each addition to functionality and capability being aimed solely at the corporate market, the platform has the ability marginalise any traditional transactional permanent recruiter.

On Tuesday I attended the Stepstone Solutions Summit 2010 on the Changing Face of Talent Management. I covered the event for UK Recruiter, and you can read my review of the event here

During the afternoon we had a presentation from LinkedIn. They shared some research findings which certainly captivated an audience of 200 HR and Talent professionals…the very people that most 3rd party recruiters spend their working life trying to connect and build relationships with.

The main points were:

1)      Most corporate recruiters worry that their competitors will learn to use social recruiting better than they do and build better talent pools

2)      Biggest focus for corporate recruiters at the moment is to reduce spend on 3rd party recruiters/staffing agencies. Second biggest focus is to boost referral programmes.

3)      Corporate development resources are now channelled on training in-house recruiters to find the best talent and on measuring quality of hire.

4)      What’s next for LinkedIn? To increase investment in tools THAT INCREASE VALUE TO CORPORATE CUSTOMERS.

They admitted that the outlook was bleak for 3rd party recruiters unless they could show clear differentiation and additional value. Key to this would be:

–          Insight over data

–          Understanding brand equity

–          Creating real depth to relationships

The point that left the most lasting impression was what was referred to as ‘the end of the walled garden’. No more proprietary databases, deconstruct the talent pools, and crowdsource what you need.

I’ve reported those points fairly factually, because that’s how the audience heard them.

An audience who, as I mentioned before, are probably currently dealing with, and certainly getting business development calls from, a number of 3rd parties.

Clearly LI are in selling mode, and I don’t doubt for one moment that their presentations are aimed very much at stimulating a compelling reason for corporates to use them.

Yet I don’t believe that any recruitment agency could have given that presentation. We no longer have the credibility or legitmacy. To address a talent management conference and present staffing sector findings, insights and future developments, in such a powerful way requires a commitment to innovation and a belief in the strength, ubiquity and robustness of your service that I am not sure recruiters can muster.

Change will come I’m sure, but as I wrote in a recent blog, we’re now playing catch up. I left the conference with another 200 potential hiring managers who now will wonder why they aren’t doing more themselves, how they can reduce agency spend and how well they need to ‘do’ social recruiting.

The ray of hope is that we will begin to offer insight, knowledge and value. Make the service less transactional and more about the quality of hire, less about the size of the fee.

Be a key resource, not part of the crowdsource.

At the moment though, there looks like could be one source to rule them all…and it’s LinkedIn not us.

Let me know what you think.

Money For Old Rope??

“How can recruiters find candidates that the corporates can’t find themselves?”

That tweet caught my eye yesterday. I think it emanated from a TruAmsterdam chat, I don’t know who said it or the context but it stood out and really got me thinking…Why ask that now??

Why haven’t recruiters been asking this kind of question for years?

Surely that’s what recruiters should always do…find talent that clients can’t find for themselves.

The flipside of this would be to say that recruiters are too used to offering clients a route to market that the client could use themselves. Which is of course mainly true.

Job board advertising, CV databases…all very well, but why?? Surely a client has always been able to utilise those for themselves?

Unfortunately it’s been too easy for too long for most 3rd party recruiters…take a brief, advertise the role, wait for response, blow the dust off a few database CVs…and charge a fee.

Money for old rope? Harsh, but looking at it from a client’s viewpoint you may ask where the value is.

Having said that, clients themselves have often been complicit in allowing this to happen, but the times they are a-changing…

Clients are doing it for themselves

Recruiters are now trying to use LinkedIn more, but guess what…they’ve missed the boat! Clients are already starting to use it…and LinkedIn themselves are offering functionality and capabilities that are ONLY for the corporate market. A corporate recruiter will now probably be able to find a much stronger shortlist than a third party using LinkedIn.

Barely a day passes without another blog or article criticising the attitudes and behaviours of 3rd party recruiters, and you can’t deny that we often give them an easy target.

In the last couple of days we’ve had ’12 Lies Recruiters Like to Tell’ by Christine Livingston and ‘I Strongly Dislike Recruiters’ by Veronica Ludwig. There was also had a long piece in Recruiter Magazine which further drove a wedge between agency and in-house recruiters, painting them as two tribes with different views, attitudes, aims and rewards. My colleague Andy Young responded to that with the excellent ‘It’s not WHERE you work, it’s HOW’

We seem to be here on a weekly basis. I wrote recently about the sales model and how it was responsible for so many of the behaviours that annoy clients and candidates and had the usual range of responses from believers and deniers.

In reality there seems to be a real ‘if it ain’t broke don’t fix it’ attitude and unfortunately the measure of ‘broke’ isn’t customer satisfaction but bank balances.

The belief seems that it makes money, and if it makes money it must be right. New offerings, which are invariably old offerings with new price models, are aimed at cost and speed, not really with providing a better or different experience or building long term relationships.

There seems little appetite for re-invention. We hear talk of communities, talent pools & puddles, social sourcing, but ultimately most 3rd party recruiters are remunerated and incentivised to place as many people as possible, whilst their employers look for the cheapest, quickest routes to market.

So what are we really doing that’s different?

What do most 3rd party recruiters offer clients that they couldn’t do for themselves?

How are we adding VALUE?

Let me know your thoughts.

Blogs mentioned above:

It’s not WHERE you work, it’s HOW

12 Lies Recruiters Like to Tell

I Strongly Dislike Recruiters

Making the Switch

It’s The Sales Model, Stupid!!

Whatever the industry cheerleaders will have you believe, there can be little doubt that the recruitment sector is facing critical problems that whilst not terminal, could be very damaging. Threats from direct sourcing, downward pressure on fees and timescales, upward pressure on candidate and regulatory volumes, increasing service demands and expectations from clients and candidates, and the advocacy that social media brings enabling poor practice and experience to be communicated widely and quickly, will inevitably create burdens that many underfunded, complacent, inflexible recruiters will struggle to see off.

The debate has raged again in the blogosphere this week with a quite stark view from @theHRD on this blog. Needless to say, it attracted opinion on both sides, and the debate immediately moved to figures and semantics…always a stifler to any argument of ideas, ideals and passion.

Only a few commentators picked up on the obvious fact…this piece was written by a client. The HR Director of a fairly major (so we believe) business who would almost certainly a ‘sales’ target for pretty much every 3rd party recruiter in the UK and here he was telling the industry that the party was over, the days of high volumes and big bonus cheques were probably  disappearing fast…and what was the initial reaction?

To disagree with him!

Can you think of any other industry in which a customer telling you that your offering is poor, outdated and no longer does what is wanted would be told that he was wrong??

Me neither!

I wouldn’t mind but the industry prides itself on being a sales led industry…and what is one of the first things a trainee salesman learns?  Don’t say ‘yes, but’! You don’t win business from someone by disagreeing with them and telling them they’re wrong.

But then optimism, whether unfounded or real, is a key driver for a sales business.

So what’s the main thing wrong with recruitment industry in my opinion?

It’s the transactional sales model!!

It’s been unchanged for 50 years and there seems no appetite to change it now. Not when it’s made many people wealthy in the past. I can’t think of another business sector that has a standard operating model that has been unchanged for so long.

Before I go on, let me try and establish a case for having such a strong opinion on this. It’s not just thrown together! I have been a billing recruiter, month after month, for over 20 years. I spent a number of those years placing recruiters, during which time I must have interviewed at least 3000 experienced and trainee recruiters and sat in well over 500 client meetings where I have been briefed by directors/managers of agencies on their requirements, culture, values and goals.

When you look at the recruiter behaviours that most annoy candidates and clients I believe they can all be traced back to the transactional sales model. So let’s consider a few inconvenient truths about the sales model. For starters…

It makes the recruitment process all about the fee and not about the person.

Yep, it sure does. Number one target for any recruiter is fees. Don’t bring in the fees; you don’t keep your job. In fact I can think of few business sectors in which an employee can have a clause in their employment contract which states that failure to meet targets for 2 consecutive months will lead to a written warning. I have seen these contracts and people sign them. Unbelievable short-termism. Similarly I cannot think of another industry in which an employee can be told that they are now on a commission only deal, and if they don’t like it they can leave. Yep, I’ve seen that too. In fact I’ve heard directors talk of having done it. In a tough market, with pressures on all sides, those fees have to be made…and when your job could be at stake, that’s quite a pressure.

There’s no money in candidate experience.

Damn right there’s not! (Irony alert) Well, there’s not if you’re measured on fees, jobs bought in, interviews, CVs submitted, and interviews gained with client. Why spend an hour interviewing someone you can’t place in a job this month? Why spend a few minutes ringing back candidates who have applied but aren’t relevant? Get on the phone…find a new vacancy or find a candidate you can place. This isn’t a guess on my part…it’s something I have been told many times by recruiters.

As I’ve blogged before, in my company we have a team who speak to every single candidate who applies for a role. They don’t have targets. A year on I have still to find another recruitment business that understands the value in a candidate facing team that have no fee or activity targets.**

No time for feedback.

I blogged about this last year…inspired mainly by a comment from a recruiter in another business who told a candidate chasing feedback “To be fair if we spent all day phoning people who were ‘no’, which we’d like to do because it’s the ‘experience’ as much as anything that counts, we simply would go bust”. So there you have it from the horse’s mouth. No money in feedback…get back on that phone and cold call. If you spend time talking to unsuccessful candidates you’ll go out of business.

Inappropriate and poorly matched CVs sent to clients.

Another metric favoured by agencies is number of send outs. It also pays to send as many CVs as possible, in case a competitor sends the candidate over. More CVs may also get you more chance of interviews…it’s all a numbers game. And it’s sticking to the numbers that will keep you in your job.

I could go on, but that’s enough for now.

None of this should come as a surprise to regular readers. My first ever blog was about how I believed that tomorrow’s recruiter should be incentivised on feedback not fees. I’ve recently blogged on how business communication is changing and how business to business sales is changing.

This isn’t an anti recruitment industry rant. Anyone who was at the last Recruiters Networking evening would have heard me debate passionately in support of the industry. It’s the way we operate that needs to change. The transactional sales model rewards behaviours that have gradually dragged us in to disrepute…which is probably the biggest inconvenient truth of all.

I am also lucky enough to work within a business that rewards on client and candidate feedback and is prepared to invest in areas that do not lead to immediate fees, but provide a service and experience to the candidates and clients who use us.

At least the recruitment industry apologists all seem to agree that behaviours have to change…but my question would be how…without changing the operating model? You can’t change the way people behave without changing the way they are rewarded and motivated, and they way that their performance is measured.

I just scanned some online ads for recruiters and picked up these essential qualities:

‘Successful candidates will have a good academic background, but most importantly will be focused on entering a target driven environment where there is the opportunity for rapid career progression as well as significant earning potential within the first 12 months’

‘You must be hardworking, driven and determined with a strong aspiration to make a lot of money and a desire for success’

‘The role is a traditional recruitment position involving, winning, maintaining and developing business. You will do this in a mature environment and have the ability to work both autonomously and also as part of a team’

‘You will not be afraid to pick up the phone and enjoy business development as this is a key part of the role’

‘You will be a graduate with some sales experience’

These people will be looking after your careers and recruitment processes.

Reading that lot, I can’t see behaviours changing anytime soon…can you?

** Previous posts mentioned are:

Incentivising Tomorrow’s recruiters – it’s Feedback, not Fees

No transferability, No feedback…Candidates have feelings too

The End of the Phone?

Four reasons why recruitment sales is changing

Candidate Care – do you value your currency