10 Powerplays you need to watch to get your Recruitment Business Post COVID-19 ready

There’s no denying it COVID-19 has struck a massive blow to the recruitment industry. You as a recruitment business owner or billing manager may be looking at your strategy, business, marketing and more besides looking for the answers to get back on track. 

That’s where TRN world can help; which you can get for free right now. TRN Powerplays are going to become one of your lifelines once you get acquainted with it. And, are just one of the many benefits of our exclusive library of content. 

So what are TRN Powerplays exactly? 

Powerplays are videos from market-leading experts globally that impart their specialist knowledge to you. From leadership and strategy, to marketing and self development. And the best part? There’s 3 new videos every week from new experts in multiple disciplines!

We’re now up to 94 Powerplays on our system and growing every week, but remember these are part of the premium TRNworld subscription. You can access this for free for a limited time during COVID-19 so don’t hesitate to sign up today to get the insights you need before your chance is gone!

So, with 94+ Powerplays waiting there for you it can be a little overwhelming, so we’ve listed 10 essential Powerplays you need to watch to help get your business post COVID ready.

1: Workforce Planning

Get to grips with your resources and make the best use of them.

Workforce planning is what organisations do to work out what resources they need where – as talent acquisition partners and true consultants we should be asking the questions that they should be asking themselves.#

2: Winning Retained and Exclusive Business

Secure the next few months by landing retained and exclusive clients.

Identifying and selling retainers can be easy once you have mastered the basics in order to turn it into an art form, including:

  1. Knowing what you need in order to sell a retainer or pre-payment
  2. How to avoid the confusion with your choice of language and solutions
  3. Knowing what to listen out for to identify a retainer solution
  4. Clearly differentiate between your service offerings   

3: Power Pitching

Learn how to land those clients in an increasingly online world.

The secret to converting more opportunities from video pitches and client meetings.

4: How to Find Contract Opportunities

Find new opportunities in these strange times.

In the next few months, perm opportunities may be thin on the ground, but companies will increasingly consider contract staff as a way of executing change programs without committing to permanent cost. 

In this video, Russell will give perm recruiters the questions to ask their clients to understand more about the client’s contract usage and identify opportunities to cross-sell and offer a wider range of solutions to their clients.

5: The Power List

Turn up your ‘power’ in these next few critical months and get your business back on track.

How to coach yourself to really step up into your full power.

6: LinkedIn Activity

Master LinkedIn and engage with prospective candidates and clients.

Do you want engagement on LinkedIn but never engage with others?

7: 5 Steps to Shape your Recruitment Marketing Strategy

Supercharge your marketing strategy before your competitors have a chance!

The key things recruiters can do to create a unified sales and marketing strategy and put strong foundations in place to help you grow your client acquisition strategy as we return to our new normal.

8: Adding Value During a Hiring Freeze

Don’t waste time during one of our toughest times, learn how to add value.

When faced with a hiring freeze or slowdown, it’s important to demonstrate your personal value in your organisation. Take some time to reflect on your position, how it’s changing and how you can use this time to add value to your team, clients and candidates.

“Little did I realise that my desire to add value to others would be the thing that added value to me” – John C Maxwell

9: Positively Courageous

Learn how to score non-customers in your biggest customers with Blue Ocean thinking.

Use Blue Ocean Thinking to find ways to get non-customers to become your customers. 

10: A word on content

Finally get a grip on all that content you know you should be producing!

As recruiters, our role is to attract the right people to our jobs and a great way to do that is through the posts we share each day. But we are recruiters not marketers, so what are we supposed to share? Well, it depends on who you are looking to recruit, but here are some ideas and a few tips on etiquette! 

TRN Powerplays are being produced and brought to our community every single week. Giving them the insights and answers they need to be the absolute best version of themselves. 

Jurgen Klopp – My 20 Tips on How to Run a Brilliant Recruitment Business

1st June 2019. On the flight from Paris to Madrid with my son Frank to watch Liverpool play (and beat) Tottenham in the Champions League Final, I struck up a conversation with a German guy on my left, also called Frank. We did the inevitable ‘there are aren’t enough Franks in the world’ pleasantries then moved on to sport and football.


It turns out he ran one of Germany’s leading sports marketing businesses and had clients such as Borussia Dortmund, Jurgen Klopp’s former club. He knew Klopp well and his best mate was Jurgen’s business manager. We parted at Madrid-Barajas Adolfo Suárez Airport having connected, I’d said we would take him up on his offer to go and watch Borussia Dortmund and was even more excited about the opportunity of being introduced to Klopp’s manager.


Jurgen was right at the top of the list of people I wanted to interview and probably never would (just ahead of Michelle Obama, David Attenborough and Bruce Springsteen).


I was convinced this was my ‘in’ to get an interview with the great man (yes, I’m a massive LFC fan and have been fascinated with how he’s transformed us from being ok/good to winning the Premier and Champions League.)


Anyway, needless to say, it never happened. He’s too busy, too expensive and too in demand ☹. In my mind I’ve conducted that interview a few times and having studied him, I have concluded he would have 20 lessons for business leaders in recruitment. In this interview that never happened, my opening question after our hug (he’s a big hugger!) would have been


‘So Jurgen, if you were running a recruitment business, what leadership lessons from the world of football and your success would you apply?’ 


This is how he would have answered:*


  • Define your Vision of Success and align, align, align  –  When Klopp joined the club in 2015 he developed a long term vision of success with the owners at Fenway Sports Group and every decision, player and investment ever since has been aligned to an achieving the agreed commercial and footballing success
        • What can we learn? Create a longer-term picture of success (more than just the numbers) which everyone can get behind and align every decision, every hire, every process, every investment to achieving it. The ability to focus and deliver on the short term is critical but we’ve seen at TRN the traction, growth and success businesses enjoy when they shape and share a longer-term vision of success that engages shareholders, management, employees (existing and future)


  • Data led decision making Klopp hired Ian Graham, Director of Research, who heads up a team of 6 providing intelligence led insights into player performance. Passion and opinion matter but underpin it with some data.
        • What we can learn? Analytics and data should be at the heart of the business – markets should be researched, performance analysed and data reported – make sure you have the systems and tech in place to provide it (it’s all out there if used properly)


  • Marginal gains – No stone unturned. Jurgen recruited Thomas Gronnemark to improve retention of possession from throws – it improved by 23% making Liverpool the most effective in the league.
        • What we can learn? If we embed a culture of cultural improvement and everybody buys into the concept of CANI (continuous and never-ending improvement, we’ll just get better and better). It’s an attitude.


  • Leadership at every level –People are encouraged to think for themselves and be leaders. Think of Trent Alexander-Arnolds epic corner in the semi-final against Barcelona (and the initiative of the ball boy who was so quick to give him the ball). Everybody can and should influence.
        • What can we learn? Encourage leadership and initiative at every level. Create a risk taking culture where risks and front line entrepreneurialism are encouraged. Bring in the right people, train them, trust them.


  • Culture first – Stay loyal to the Liverpool way and the agreed principles or you won’t last. Sakho missed the flight to the preseason tour, training sessions and voiced his displeasure on social media. He never got near the first team again and was sold to Palace.
        • What can we learn? Culture eats strategy for breakfast. Set expectations for behaviours and hold people to account. TRN is full of recruitment business who have built and nurtured great culture, leading to productivity, performance, reward and fun.


  • Minimum standards matter – if you’re not good enough, you’re not good enough. Loris Karius, our keeper before Alisson Becker, was a really great guy but not good enough despite the training and support he received. He had to go.
        • What can we learn? We need a team of people who GWC (get it, want it and are capable). If you don’t have that, your performance suffers. Be very clear what you want, very thorough when you recruit, and move fast if someone’s not right.


  • Delegation and defer to others – Klopp has surrounded himself with people who have strengths that he doesn’t have and doesn’t feel the need to pretend to be the best at everything. He delegates authority to specialists and players to implement the vision, the game plan and to uphold decisions made
        • What can we learn? As we scale our businesses, identify in advance what competencies you need moving forward in the business and develop people accordingly. Set expectations, create the agreed processes, experiences, activities and behaviour and delegate responsibility – it’ll slow your growth if too much is sitting with you. Release the grip.


  • Develop, develop, develop – turn potential into top performers. Robertson, Mane, Wijnaldum were good players, not great players. They’re now great players. The potential of people with a great attitude is extraordinary.
        • What can we learn? Build a learning culture – it starts with you and your management team. Be a role model for learning. Fast growth recruitment businesses are hungry to learn at every level. TRN members have a hunger to learn and access ideas which is why they join.


  • Grow your own – apart from spending big on Alisson and Van Dijk, Liverpool have invested and grown young and good players. They have avoided going for the individuals who are at their peak.
        • What can we learn? Taking big billers comes with a risk because of the habits they have. Show me less experienced talent with good mental horsepower that can be mould into someone who does it our way every time. Compromise on expertise if you need to, never compromise on attitude and character.


  • Listen to your team: Listen to your team. Give them a voice. Klopp changed his demanding training regimes and their schedule when players shared they missed the morning school run.
        • What can we learn? Your team and the individuals have a voice. Listening is easy. Doing something with it is what the best leaders do. The ideas and input from your team will make your business more profitable and better. Develop your ability to coach and question and facilitate. They need to feel listened to, cared for and valued. At TRN we run hundreds of engagement studies every year and insights can be transformational.


  • Wellbeing and resilience matters – Christmas 2019 – Liverpool’s players were tired (Klopp is very demanding) and he decided they should spend Christmas at home (unlike most teams) and not worry about the pre-match training. They recharged and smashed in-form Leicester 4-0 on Boxing day
        • What can we learn? The mental well-being and resilience of your team has a direct correlation with their performance. Develop a wellbeing programme – there’s plenty on this on TRN World www.trnworld.com. Re-energising, re-engaging, re-charging matters.


  • Customer led Remember the 2-2 draw with West Brom at Anfield in 2015. It wasn’t a great performance, result or supporter experience. At the end of the match, Klopp walked the whole team to salute the fans at the Kop end. Great for his personal brand, great for the reputation of the team (although it was questioned at the time). He has built a phenomenal relationship with the supporters and the community (locally and globally) – he knows his customers and cares.
        • What can we learn? Obsess about your reputation and brand. Obsess about giving a consistently excellent experience (rather than having pockets of excellence). Personal brand matters and the experiences you give your candidates and clients will influence behaviour – referrals, retention, cross selling etc – and impact performance and profitability


  • Be human Klopp makes sure he is kept informed on family issues of members of staff and players so he can empathise and support accordingly
        • What can we learn? Our employees work for us. They are contracted to do certain things. They also have lives and challenges and bad days. Get to know them as humans


  • Trust is everything – he trusts people to do their job. Michael Edwards is trusted to do run the transfer strategy. Players are trusted to play their part.
        • What can we learn? Trust has to be earned through competence and reliability. Micro-managers and controlling leaders rarely get the performance they want.


  • Leadership depth – Klopp has leaders anywhere and he knows his ideas will be managed and standards upheld when he’s not there – Hendo, Milner, Van Dijk, Wijnaldum all are key players in the dressing room, on the training ground, on the pitch and in the community.
        • What can we learn? No recruitment will scale without the strength and depth of management who can translate the vision, the decisions and the values into daily reality. Without exception, every successful TRN member has invested heavily in getting the leadership and management right. It underpins everything.


  • Team first Klopp memorised the names of all 80 employees who worked with and took care of the players. ‘Together Strong’ is on the wall of the executive suite and every employee, irrespective of their role matters and know they matter to the success of the club
        • What can we learn? Build a family, build a team and business full of people who care – for the purpose, for the customers, for their colleagues, for the quality of what they do. That’ll only happen if they know that you care for them in the first place


  • Total fitness leads to performance – Liverpool’s nutrition coach Mona Nemmer transformed the player’s intake and how they look after themselves. The full English was replaced with personalised menus based on individual blood values.
        • What can we learn? Whether it’s the food we eat, what we drink, how we sleep, the breaks we take – our physical state directly impacts performance. Educate and support the team


  • Values led “To have a complete idiot with you just because he can kick a little better is totally annoying”. Klopp has strong values and wants people who share them. Klopp invited Wijnaldum to his home for lunch before signing him – not to talk football but to ask him about his last holiday, to understand him and his Values and whether he would be a net contributor to the team culture
        • What can we learn? There are businesses that talk about Values (the majority) and those that live them and build a great culture (the few). Check out how to do it right on TRN World – there are plenty of tools and insights


  • Positivity Fact – Klopp has the best smile in world football, in sport globally and in fact anywhere you want to look. His smile makes you smile, even if you’re a Man U supporter. His positivity is infectious.
        • What can we learn? Positivity is a huge engager. Focus on the strengths, not the weaknesses. Focus on the successes, not the things that went wrong. Celebrate always, even the little things. Life is a dance, not a destination – enjoy it


  • Build the Network – Klopp has a phenomenal network of contacts and experts that he can and does draw from including Fenway Sports Group. He excels at relationships and has access to people around the world who can help him be a better manager, leader, expert and man.
        • What can we learn? Simple – join us at TRN therecruitmentnetwork.com. We’ve designed TRN to help recruitment business leaders build an even better business, have an even better life and become even better leaders (just like Jurgen!)


That’s what Jurgen has done and on top of the footballing success, the commercial value of LFC as a business has doubled and their customers (fans) are three times as happy. Jurgen – I salute you!


NB*full creative licence has been applied and the great man had zero input (unfortunately).



12 Reasons why recruitment leaders need to think about what they are doing right now.

There is no doubt that these are very unchartered waters for recruitment leaders and recruiters across the globe and whilst the current situation we are facing creates immense challenges for many of us, it does also generate some unique opportunities to create more productive, more profitable and more sustainable recruitment businesses that are truly fit-for-purpose in tomorrow’s market.

Over the past few months, I have worked with literally hundreds of recruitment leaders, all currently navigating through a global crisis unlike anything anyone has experienced before. No one has a guaranteed, fail-safe, textbook plan to get through this and that is ok.

However, as everyone is trying to figure it all out, there are some clear common themes that I am seeing emerge from the thousands of conversations we have had these past few months that I have pulled together into a simple 12 point plan.

This is not a guarantee of success, of course, but a guide for recruitment leaders (and their employees) that I am convinced will help recruitment organisations in some way both survive and thrive these extraordinary times, and more importantly emerge as fitter, stronger and better businesses on the other side.

To set things up from the outset, you first need to…

Avoid the Sideshows

All that matters right now is survival. You simply have to be around at the end of all this, when the markets bounce back, to be able to fight another day.

This means absolute focus on that, first.

Understand what sits outside your circles of control right now (you can’t control the markets, you can’t control the macro covid19 situation, you can’t even to an extent accurately control revenue coming in to your business) but instead align your thinking to just the things you can control (costs going out of the business, where you invest your time and / resources, low-risk revenue generating opportunities) and those things that that will have the biggest impact on assuring your survival and your ability to thrive on the other side.

One recruitment business we work with have been running some phenomenal marketing campaigns over this time, being very noisy on social media and keeping their brand front of mind. That’s great.

But what they weren’t doing was selling. They were neglecting sales for marketing. They forget their Calls 2 Action. They weren’t driving a pipeline of new business. They hadn’t adapted their sales approach, so their old approach just felt out of place (and rightly so). It felt good, it kept them busy, but with no real results.

We changed their focus. We realigned sales with marketing and redesigned their selling process to ensure every interaction was output focused with clear measurable actions for the customer to follow up and now they are seeing genuine conversions. It just worked.

You can also control how you plan to…

Design your New Normal

There are too many people simply asking the wrong question right now – what will the new normal be after this? This wrong. The question we should all be asking is what do we want our new normal to be after this?

This is an extraordinary opportunity for us all to take the lessons we are currently learning about ourselves, about our businesses, about what we value and proactively construct a future that we want.

Don’t let paralysis set in, waiting / hoping to find out what tomorrow might look like, but go out instead and build the future you want right now.

As the lockdown has started ease ever so slightly, there seems to be a sudden rush back to the old normal, but why? Is that actually what we want?

I heard of a story the other day of a recruitment manager who had spent an entire weekend in his old office getting it ready for the mass return of his employees. Distancing arrows everywhere, signs on the doors, hand sanitisers on the desks, screens up and so on – he had worked tirelessly to get things ready and had done a great job. But when he announced this to the team on a video posted on social media, not a single one of them actually wanted to go back. They felt they were 10x more productive working from home, using commuting time to do more business and just getting more things done.

I am by no means saying that we should get back to normality as soon as possible, our businesses / our economy needs it, but does that normality have be modelled on the normality of before?

This leads nicely into the next point of the plan…

Look Way Back to See Way Forward

These past few months have been unlike not other. You can’t compare what we are going through to a typical downturn in a typical economic cycle. This is not typical.

This is an event-led downturn driven by something that is impacting people’s lives in very deep and personal ways.

From both a health and economics perspective, we can certainly look back and get some pointers from similar historical events that have occurred before but the world evolves at such a fast pace that comparing the current economical cycle with that of the Global Financial crisis of 2008 is just not a like for like comparison.

Politics and global trade relations have evolved in the last 10 years, social demographics have changed, technology has moved on significantly. Imagine all having to work from home using the technology and broadband capacity that we had even just 12 years ago!

What we can learn from history though are trends and more importantly how certain trends will have both quickened as well as aligned because of this, thus creating new markets, new needs, new opportunities for businesses.

  • Have you mapped out the emerging trends in your markets that came out of the last downturn?
  • What do these trends show you about how your market evolves in situations like this?

But now is really not the time to let your thinking get anchored in the past. Instead, we need to look forward 3 to 5 years at what the current trends are telling us about your markets tomorrow and then work your strategies back from that.

This future trend analysis will then help you to start building out how you will…

Create your Own Recovery

Business leaders in recruitment tend to be entrepreneurial, and entrepreneurs by nature tend to be optimistic. I am definitely an optimist, with a very heavy dose of realism, and personally cannot stand pessimism.

Not for once ignoring the terrible plight that many are facing right now, the reality of the matter is that for most people, we will get through this and good times will return. You don’t have to be an optimist to know that.

The bit that really separates the optimists and the pessimists, the part that prevents the realists from moving forward whilst the opportunists are picking up market share, all comes down to timing. When.

When will the recovery come? When will my markets come back? When will we start growing again?

The optimist in me, coupled with some very sensible data / insights from some of the best social economists out there, points towards a “V” shape downturn – the market drops off a cliff, as it has, and then fairly sharply bounces back again. At the time of me writing this, even the UK Govt are swaying towards that prediction.

Remember what we said above, this is an event led downturn – the recovery will be driven less by the traditional number analysis that the economists calculate and more by the social will of the people aching to get back out working, to get out of lockdown, to just get on.

However, what some leaders forget is that businesses do not have to necessarily follow the same trend as the markets. They will be influenced by that, of course, but a business can have its own “V” shaped bounce even if the market itself is on a “U” trajectory.

Look at it this way, the recruitment market will inevitably be smaller after this. There will be winners and losers, and some business simply / sadly won’t make it out the other side. The markets may contract / shrink and take longer to return to pre-covid19 levels (if at all) but with a smaller market, those recruitment companies still strongly trading have a greater market share opportunity with less competition to go up against.

So, move. Move faster than everyone else and decide what type of recovery you’re shooting for by developing your…

Outside In Strategy

You must look beyond the walls of your business to build your future strategy.

It is easy to become too inwards focused at times like these, when in reality (once you are on top of your business survival plan) you need to look at the bigger picture and more importantly at the wider supply chains within your target markets. If you don’t, you might end up walking head on into a load of challenges that will negatively impact your growth plans or indeed a bunch of opportunities that will make them fly.

Ask yourself questions like:

  • What exactly is going on right now in your markets?
  • What parts of your target market will be decimated because of this, and similarly, which parts will grow?
  • Which companies are just about getting through this and which companies will be thriving? Why?
  • If those companies are thriving, which of their suppliers will also be doing well?
  • Which areas of the market will capitalise most on the ensuing upturn? Why?
  • If those companies start to do well, which of their suppliers further down the supply chain will also follow suit?

What are those supply chain trends telling you about where you should be focusing your sales and marketing resource, and also what products / services do you need to be developing right now that align to what your customers are going to want to buy (from you)?

We recently created a market map for a retail recruitment business, drawing out the future supply chain in retail and how that has and will be affected by all that is going on, helping them identify a number of brand new, high demand / high margin niche areas to target.

If market share is going to start increasing, we now need to maximise our return by doing some…

Bottom Up Planning

Without doubt, one of the clear trends that is coming out of all this, is the extent that many businesses have actually been running fairly inefficiently in the past.

Now, when our backs have been put against the wall, and we have been forced to literally cut out as much as we can from our businesses (and quickly), we have all managed to do it across most areas. Whilst in some cases quite hard to do emotionally, it has been relatively easy to start spotting areas of inefficiency, unprofitability, and wastage that have slowly creeped into our business over the years, especially when we were in the good times and business was booming.

What this period has made us all do (and we have had the time to do this), is to focus long and hard on cash generation and profit maximisation, perhaps more than we have ever done before. Turnover and GP is irrelevant if it doesn’t drop enough to the bottom line.

  • Where does the real profit in our businesses come from?
  • What drives EBIT and generates cash?
  • Which clients deliver the most contribution to the bottom line?
  • Which products and services that we sell create the most net yield?
  • Who, amongst our consultants, delivers the most ROI?
  • Do we have the right people, in the right jobs, doing the right things that generate profit?
  • What is the one thing we do above all else that really makes us money?

Over the past few weeks, my conversations with recruitment leaders has been firmly fixed on retraining and redeployment of people and re-engineering of business structures to, quite simply, create greater capability to generate greater profit margins.

We have just completely flipped a recruitment business (circa 40 consultants) that utilised a 360⁰ recruiter model to a hybrid 120⁰ / 120⁰ / 120⁰ model redeploying their consultants to be either recruiters, new business or account managers / penetrators – we are reforecasting the second half of the year with greater costs savings per head and increased job flow / conversion ratios accordingly.

This will of course impact everything within your business, from incentives and commissions to hiring plans and importantly culture. That is why a great recruitment leader will always put…

Purpose over Profit

How ridiculous is that! Profit should come before everything right? Wrong.

Profit is created by having products / services that your customers value and want (need) and a team of employees in your business who deliver an amazing user experience to get those products / services out to your customers efficiently. The whole process of profit generation falls down when one of those elements is missing.

Purpose drives the culture, that drives the behaviours, that drive the customer experience.

Deliver an incredible customer experience, backed up with a fantastic product / service and you will create both profit and growth. Focus too much on the profit and you will create a heartless business with limited commitment and a disengaged culture.

These past few months have been an incredible test of a company’s culture and whilst many organisations have stepped up and put their values and purpose at the heart of their strategy during this extraordinary time, many haven’t.

Our employees don’t just have financial concerns right now, they are also fearful for the health and wellbeing, they are being emotionally challenged, they have very real and personal worries, which is why this is so different from a typical economic downturn. The leaders in a recruitment business need to lead with far greater heart and demonstrate genuine empathy more than they have ever done before.

After this, we will all be remembered for what we did and didn’t do, which is why we should now…

Leave the Shutters Up

Never before have we had the most incredible opportunity to get as close to our customers as we have now.

We meet them in their lounges / bedrooms / sheds, our meetings are interrupted by their children and pets running in, we have to look them in the eyes and focus more intently on their words than ever before, we genuinely care about how they are, they genuinely care about us. The barriers between our clients as corporate people and our clients as just people have been removed and the shutters are no longer down. This changes everything about the business of business.

One of those recruitment trends that we have been watching pre-covid19, is the swing away from customer / supplier relationship and more towards true partnerships. Where recruiters are seen as a transformational business partner not as a transactional supplier of services. This has now been accelerated and creates huge opportunities for recruitment businesses to reposition themselves.

Look at what you offer your clients…

  • Is it easy to buy from you easy and use you?
  • Is it hard to get rid of you?
  • Have you an embedded solution that makes you sticky?
  • Do you have a line in your budgets for MRR (Monthly Recurring Revenue) and a matching strategy to deliver that?

Look at how you work with your clients…

  • Do you deliver a truly celebrity user experience to both clients and candidates?
  • Do they value what you do?
  • Do you get paid according to that value?
  • Is most of your business contingent (arm’s length, low trust relationships)?

Look at the output of your client relationships?

  • What is the typical length of a customer relationship?
  • What percentage of your existing customers’ total annual spend on “talent” do you have?
  • What is their intended spend across all agencies and direct hiring over the next 12 months?
  • How much of your new business is referred to you by existing customers?

If you can set your business up to reposition your offering more towards long-term, embedded partnerships and less towards contingent supply, then you can start to…

Feed the Machine

This is where marketing meets selling, and selling becomes a continuous part of your DNA, not an enforced KPI.

For years marketing has been kept independent from sales. It was about making us look good in print and online, about how much kudos you can get per social media post to feed your ego, about how much (often pointless) noise we can make above the competition. Now more than ever, people are online consuming content, seeking out ideas, watching brands and marketing has never been so important.

Sales on the other hand has always been about the phone, the meetings, the numbers game. It is equally as important as marketing, but when done badly can create huge wastage and inefficiency in a recruitment business (do we still think working towards the 80/20 principle makes sense?!) and negatively impact brand value (external) and consultants’ confidence (internal).

So both are critically important, but not in silo. These are not independent things but instead are two very joined up parts of your ability to create consistent sales pipelines – what we refer to as “the machine”.

All day, every day, the machine needs to be fired up and fed – not when we get time to do it (as per the 360⁰ vs 120⁰ example in Bottom to Top Planning above), but continuously. All day every day.

The machine also needs checking every day for performance improvements (squeezing better conversion ratios at every stage of the sales pipeline) and it requires an automated process to sit behind the human effort to ensure efficiency can be made to improve conversion ratios at each stage of the pipeline process.

Don’t forget to adjust your selling styles to fit the market and…

Be Part of the Solution, Not the Problem

This is one of the most exciting evolutions of the recruitment sector that will come out of all this, I think.

In some parts of the sector, selling in recruitment has become as bland as it has become superfluously complex, which is why so many struggle to win good quality new business (exclusive, retained, high value, long term contracts) based on deep relationships and trusted partnerships.

  • We miss opportunities because we don’t explore deeply enough into the customers’ real challenges.
  • We try and sell products and services that aren’t applicable because we don’t understand their real needs.
  • We focus too much on short term, quick wins and less about building long term solutions.
  • We still talk about price and not value.
  • We sell the same “product” as everyone else keeping our competition always relevant

These are of course generalisations, but I am sure ring true for many if we honestly look back on what we were all doing pre-covid19.

Selling is not one dimensional, but nor should it be complicated.

It should be consultative, truly consultative, helping customers to understand their future needs, to challenge their perceptions of what is possible and working collaboratively with them to reengineer talent processes tot drive efficiencies and outputs that make a very real and tangible difference.

It should start with a blank page, a bunch of data and a load of questions – where it ends up is anyone’s guess, but it will more often than not end up far deeper and further down the line than traditional selling does. Let the conversation decide, let the problems be discussed, let the solutions flow.

We built one of these just before the lockdown with an SME recruitment business in the marketing space – literally a dual branded blank canvas that the recruiter literally took to the sales pitch and worked through with the HR team. 2.5 hours later the customer had in principal agreed a six figure exclusive contract when before they just had two perm roles to discuss!

It is about building win:win outcomes where both recruiter and customer achieve what they want and not more one than the other, because if you do that, I guarantee you will far more…

Enjoy the Journey

I’ll start this by going to back to the beginning – these are very unchartered waters for recruiters but even more so for recruitment leaders who are meant to know all the answers right now. Give yourself a pat on the back for what you have done and how you have responded so far, and more importantly give yourself a break.

Recruitment leaders have concerns about the economy, about families, about personal health as everyone does, but they also have to keep an eye on how the overall businesses are faring, about how they are faring as leaders, about the team, about just about everything! Emotionally, this is tough and our resilience is being tested.

But it doesn’t have to be.

The start of every new day is a new opportunity to drop in the next building block of our future. Throughout every day we have wins, however small, that we must celebrate with our teams. We also have challenges that ultimately we somehow overcome, that should also be celebrated.

The end of every day is an opportunity to celebrate another step closer to a new and better normality.

As an observer, I find the whole thing fascinating, watching how people are responding to all this, from those who have buried their heads and hope it will all just go away, to those who just want to ensure they…

Don’t Waste a Good Crisis

Winston Churchill said this in the mid-1940s, referring to the emerging US / Russia / UK alliance that would go on to become the United Nations and the opportunities that were coming out of the crisis that was the Second World War. And his words were as right then as they are today.

These are challenging times for sure.

The recruitment industry will change because of this. Recruitment businesses will change because of this. Recruiters themselves will change because of this. But if you want to, for the better.

This is rapid fire evolution.

Be an observer of everything right now – the good, the bad and the ugly, inside and outside of our sector – and look for the opportunities that change creates.

Don’t look at this time as being “difficult” and instead see it as being “different”.

Learn. Adapt. Compete.

  1. Avoid the Sideshows
  2. Design your New Normal
  3. Look Way Back to See Way Forward
  4. Create your Own Recovery
  5. Outside In Strategy
  6. Bottom Up Planning
  7. Purpose over Profit
  8. Leave the Shutters Up
  9. Feed the Machine
  10. Be Part of the Solution, Not the Problem
  11. Enjoy the Journey
  12. Don’t Waste a Good Crisis

The obstacle is an advantage, not adversity.

Since the covid19 lockdown really kicked in I have been absolutely fascinated, you could almost say obsessed, with one thing in particular over these last 9 weeks, and that is how people have responded to what is going on around them and more notably, what has driven their response.

Having never experienced the trifecta of a Brexit, global pandemic, downturn before, the majority of us are sort of making this up as we go… and I think on the whole most of us are doing a pretty good job of it, all things considering!

However, the bit I find truly fascinating right now is the link between people’s thought processes and the resulting realities we end up facing. There is no doubt in mind that a large part of the situation we currently find ourselves in socially, economically, even down to the actual number of cases / mortalities from Covid19 itself would have all been very different had people’s responses to all this had been different. Hindsight is always a beautiful thing, of course!

I am by no means calling into question here how anyone has reacted over this time.  I am not sure I really have a right to do this as my experience of the current situation will be wildly different from many others’ experiences and we all have our own, deeply personal journeys to go on right now.  This is not what this is about.

What this is about, and the question I think we all need to ask ourselves now more than ever, is to what extent are we aware of our reactions that are being driven by certain triggers that surround us?  In other words, do we realise how much our personal behaviours change because of the resultant effect of other people’s responses to a perhaps completely disparate situation?

We’re seeing this right now with the whole Dominic Cumnings situation and how this is currently playing out…

  • An event happens as it did with his trip to Durham (you may think what he did is right or wrong, or you may be indifferent).
  • The media comment (appropriately or inappropriately, you decide).
  • People respond to how the media respond (generally in one of two different ways).
  • People respond to how other people have responded to how the media commented (go with me on this!).
  • People change their behaviours accordingly (again, generally in one of two different ways).
  • A resultant situation occurs that will trigger a new reality (with new belief systems and new responses to future events).

The fact of the matter is, that with all that is going on around us, the way in which we respond to everything now will ultimately determine what each of our own personal outcomes will be coming out the other side of all this, from both a personal as well as a business perspective, and what our journeys will be like on the way.

I’ve been intrigued recently by the work of Ryan Holliday (check out his book The Obstacle is the Way) and how different people over history have responded to the different obstacles they have faced, and importantly the methods they have used to be able do that.

The process Holliday describes in his book can be broken down into three distinct parts, that I believe should make up our strategies moving forward to how we deal with the situations, obstacles, adversity we currently face.

  • Part One – Perception: What is your attitude towards the situation you are facing (remember, this will ultimately determine the outcome)?
  • Part Two – Action: taking each problematic situation, each obstacle, and turning them into an opportunity (this nicely ties in nicely with some of the Blue Ocean Strategy work we have been doing).
  • Part Three – Will: Building up levels of perseverance to help overcome any obstacle

What we have before us right now is not only the ultimate challenge for many of us, but also the ultimate opportunity, and how we respond to what is happening, how we respond to other people’s response to what is happening, will determine what our own personal outcomes will be from this.

Spend less time concerned about what other people are doing, how others are behaving, and more time understanding how you are responding so you don’t miss out on the huge opportunity that will naturally derive from situations like this.  As Holliday concludes in his book:

“The extent of the struggle determines the extent of the growth. The obstacle is an advantage, not adversity. The enemy is any perception that prevents us from seeing this.”

Women in Recruitment and The Recruitment Network announce new online mentoring programme

Women in Recruitment, the APSCo initiative supported by a range of stakeholders in the recruitment sector, has partnered with The Recruitment Network to offer a free online mentoring programme specifically for members of both networks.

The programme is set against a backdrop of recent research by Women in Recruitment which shows that only 11% of recruitment firms offer dedicated female mentoring schemes and over 80% do not offer enhanced maternity benefits on order to aid retention.

The programme enables female mentees in the recruitment profession to access experienced mentors (male or female), equipping them with the skills, guidance, motivation, emotional support and a role model to help them climb the career ladder or develop their business.

Commenting on the launch, Ann Swain a member of the Executive Committee of Women in Recruitment and CEO of APSco said:

“This new scheme has been launched online initially so that we can facilitate mentoring throughout the COVID 19 crisis – but meetings can also take place face to face once circumstances allow.  The aim of Women in Recruitment has always been to give practical support in attracting, developing and retaining female talent as well as helping to establish the recruitment profession as a ‘beacon of excellence’ for gender equality, so that we are able to disseminate best practice throughout the wider workforce. This mentoring scheme will add real value to that aim and will be particularly beneficial at this time to those women currently on furlough.


Gordon Stoddart, Founding Director of The Recruitment Network said:

“Considering the growing fight for talent in our industry and the increased emphasis on diversity within our businesses, The Recruitment Network is committed to looking at how the recruitment industry currently attracts, retains, and treats their female talent. We want to identify any systemic issues currently in place, offering our members not only valuable insight but also practical initiatives and advice to make improvements which will help them to improve diversity. Partnering with Women in Recruitment to make this happen made absolute sense and we look forward to matching up female mentees with great mentors in the coming weeks.”


Find out more about the initiative by clicking here.

Proact, don’t React

I’ll be very honest, I wasn’t actually sure if the verb “proact” was a real word until this morning! I have heard about being proactive, of course and I have heard a lot over the last few weeks about being reactive and reacting, but right now, with all that is going on, if this word PROACT is not in your dictionary, then it absolutely should be.

Let’s put some perspective to all this.

For many recruitment businesses, for a huge part of the global staffing market, things are just tough – a period in time that very few have ever experienced before. This is not a typical economic downturn that we are facing right now, but an event led downturn, fused with high levels of emotions, fear, uncertainty and concern for the health and wellbeing of colleagues and loved ones.

Quite simply, this is extraordinary.

But extraordinary times require an extraordinary response from an industry that I have always classified as extraordinary and that is just what, in part, we are seeing.

In short, there two options here for recruitment businesses, and both options are needed if you want to navigate through this, survive and ultimately thrive.

Option One is a Defensive strategy, about putting in place immediate processes and structure today to secure the long term welfare of your current business tomorrow, and that includes the people you have working in that business. Not everyone needs to do this, but most do.

This is about planning for the worse with your budgeting and cashflow forecasting for the next 9 months, stockpiling as much cash as you can to weather any drop in business, taking back full control of your outgoings, reducing your workforce to those who can add the most direct value to your cash position right now using the government furlough lifeline, squeezing every business opportunity there is available today, setting up your structure to make these unusual working conditions for many to be “business as usual” for the short term and more (you can access a complete toolkit for free to do all this at www.trnworld.com).

None of this is different from what a recruitment business leader should be doing anyway in typical market conditions, but only exasperated by what is going on right now.

Option Two comes next, and you should be well on top of this already.

This is all about what you are doing today to both capitalise on the market when it bounces, but also to ensure that you are 3 or 4 steps ahead of everyone else (competitors and clients) to take a steal on the market when that bounce does come.

Based on some of the socioeconomic studies we have reviewed, I am fairly confident that we are getting to the lower peak of a V-shaped downturn right now (everyone has an opinion, so do make up your own mind on this), so a steep return to some semblance of business normality is not that far around the corner. That is good news for those who have managed their defensive strategies well (option one above) but even better news for those who are now gearing themselves up for the bounce already.

Your consultancy led conversations with customers should centre around “pre-order recruitment”, and developing retained embedded talent solutions today to ensure they are ahead of their competitors when the bunfight for talent kicks back off after the bounce.

Your BD and Account Penetration activity across your non-furloughed workforce should be at an all-time high, albeit adjusted for the current situation (let empathy, common sense and humanity lead your sales approach here).

Your focus should pivot towards current and future niche hotspots within your markets. Never before will a quick PESTLE analysis of your markets be so paramount to determine which areas will bunce back the quickest, the highest and with the greatest need for your products and services when we hit the other side of the “V”.

Your internal workforce planning should not only be focused on training them hard now whilst in furlough to have the skills they need for tomorrow (consultancy, sourcing, talent planning, strategy, social marketeers etc.) but also how quickly and ahead of the pack you can get your team off furlough and back in the game. We’re having some great tactical conversations with TRN members about different ways to increase billing headcount now to be +30 days ahead of their competition when the markets turn.

… and so it goes on.

I liken the offensive part of all this to playing a game of chess – you have to pre-plan what the next few moves are going to be even though you can’t guarantee what the opposition will do; you can only control what you can control and influence where you can and only you can determine how bold your next move will be.

At the end of the day, a crisis is defined as a time when difficult or important decisions must be made. We are currently in a crisis, an extraordinary crisis, that needs pragmatic thinking, controlled decision making, calculated defensive strategies and bold offensive plans.

Now is not the time to react to what is going on around us, but a time to take control, look forward and power our businesses through to the other side.

Now is the time to proact.

Find out more at www.trnworld.com – free to all during these extraordinary times.

Is a CSR Strategy really that important?

The days of running a business solely for profit are behind us and if you haven’t tapped into the importance of Corporate Social Responsibility (CSR) now is the time to do so.


Having a well thought out CSR strategy ensures that your company operates in an ethical and sustainable way, dealing with its environmental and social impacts.


Some companies hold the view that a CSR strategy is a ‘nice-to-have’ rather than business critical policy however, recent studies differ in this view.  Research has shown that 91% of global consumers expect businesses to do more than just create a profit but to also operate responsibly to address social and environmental issues. While 90% of consumers would boycott a company if they learnt of irresponsible or unethical business practices.


If your consumers, be it clients or candidates, are considering your stance on CSR, why aren’t you?

Oftentimes, there is a perception that implementing a CSR strategy is costly for minimal reward outside of a little positive PR however, when you assess the impact on your overall business, it is clear where the true impact lies.

So how will my business benefit from a robust CSR strategy?

A CSR strategy can support your goal of becoming an employer of choice while engaging and motivating your current employees. To be an employer of choice, you need to attract motivate and retain, highly sought-after people. Today, talent pools have access to more information about your company than ever before. Thanks to the likes of Google reviews, Glassdoor etc candidates can find a lot out about your business before clicking the apply button.

So, what are they looking for? Potential employees want to work for “high impact” organisations where they feel they can make a true positive impact. Engaging in CSR may help your business attract this top talent. A survey by the non-profit Net Impact found that 72% of students about to enter the workforce stated that when applying for roles, they considered positions where CSR was highlighted.

Similarly, to your potential employees, a strong CSR policy could improve and enhance relationships with clients.  Executing your business in a socially responsible and ethical way builds trust with your clients. This trust may overtake other buyer considerations considering 88% of consumers are more likely to buy from a company that supports and engages in activities that improves society.

When your employers and clients are happy and trust a business, they become a free marketing tool – the more they love the business, the more likely they are to tell others about it. Happy customers are likely to tell 2-3 others about the experience whereas, a dissatisfied customer will  tell 8 – 10 people.

Finally, a well-executed CSR strategy that can help save money on business operating costs.  A CSR policy will often include a business joining a green accreditation scheme in order to operate more sustainably. Reducing your carbon footprint plays a large part in this and finding ways to do so often require a large process audit. Using less electricity, paper and resources will ultimately save you money as well as improving on business reputation. Win, win!

So where should you start with a CSR strategy?

There are a hundred of things you can look to change and improve but here are some things to consider:


  • Improving work standards and conditions– ensuring your business runs in a fair and motivating way, putting structures in place that ensure an inclusive working environment
  • Engaging employees in a meaningful way – opening lines of communication to your workforce encouraging them to voice concerns or areas of improvement
  • Being involved with the community – find a charity or association that aligns with your business values and support it
  • Environmental Management – focus on your waste reduction & sustainability
  • Responsible Sourcing – auditing suppliers ensuring their labour, health, safety and their stance on environmental practices

Implementing a robust CSR strategy doesn’t happen overnight. Here at Hinterview, we have focused on our waste reduction heavily through 2019 and into 2020. Implementing robust recycling systems as well as moving to a paperless office with a goal of 2021.  We have investigated our software providers and offline business providers choosing more sustainable options wherever possible -simple changes can make a huge impact.

Charity is at the heart of Hinterview and we recently held our second Hintelligence quiz raising much need funds and awareness for two of our chosen charities.

If you haven’t got a CSR strategy as part of your business roadmap think again, it could cost you heavily reputationally and otherwise.

The DIY Method of Implementing Google Job Postings Structured Data in WordPress

The DIY Method of Implementing Google Job Postings Structured Data in WordPress


Google Job Postings was launched back in 2017, adding an alternative source for users of the Google Search Engine to discover job vacancies. Google Jobs makes it convenient for people to discover and sort through a variety of jobs from a range of sources, rather than spending time looking for jobs on each of the third-party job sites; such as Monster, Totaljobs and Reed, which is much more time-consuming.

The vast array of plugins available on WordPress make it easy to implement new features on to your recruitment website, including job posting schema (which is required to appear in the Google job postings). It requires little technical knowledge and can be great way to increase the visibility of your job vacancies.


Here are the steps to implementing Google job postings in WordPress


  • Click “Add Schema Type”

  • For the Schema type, scroll down to “JobPosting”
  • Now, you have to add the schema placement to your designated jobs listing category page.


It should now be set up correctly, however, now whenever you post a new job listing you will most likely have to adapt the associated job posting schema.


  • At the bottom of the job listing, you should see a section called “Schema & Structured Data on this post”, click on “Modify JobPosting Schema Output”

  • Job Posting Schema has a few critical elements that need to be filled out, these include; Title, Description, Employment Type, Base Salary Currency, Base Salary Value and finally Base Salary Unit Text. For more information, read Google’s job posting schema guide

Test with the Structured data tool


If you have a cache plugin, such as W3 Total Cache, make sure to initially refresh the cache.

Next, open Google’s structured data testing tool and input the relevant URL.

If correctly implemented, you will see “Job posting” labelled on the right-hand side.

Make sure there aren’t any “Errors” as this will cause the job posting to not be displayed. “Warnings” however don’t matter too much as these are basically hints to add more information, some of these “Warnings” may not be applicable, such as very specific location data, like postcodes.


And that’s it! Make sure you do this for every individual job vacancy you want to appear in Google Jobs.


This blog post was provided by Few & Far.


For more blogs, tools and templates for your recruitment business visits TRN World.

Are you looking for opportunities where the starts aren’t?

I wanted to tell you very quickly about a cool story that I thought that has always sort of, stuck home with me over the years.

Many years ago I was involved with a program working with underprivileged children where we used to use scuba diving and sailing as a backdrop to help children unearth their real talent, their potential, and stretch their comforts zones.

One of the exercises we did with some kids that we worked with in Australia, is that we took them up to the Whitsunday Islands, and we took them to one of the islands to do some stargazing at night. We decided to take a professional stargazer with us to show us some of the key constellations and different sorts of star patterns out there. As we were looking, the stargazer was showing us all these different constellations and things, but then towards the end, he said, now, I want you to see if you can find the Platypus. 

So I spent about 15, 20 minutes with these kids looking up, just trying to see, where’s this Platypus, I couldn’t see this Platypus anywhere. Then what he said is, just stop for a second and stop looking at the stars, and start looking where the stars aren’t. 

That was interesting because then after about five minutes of looking where there weren’t any stars in the sort of, the dark patches or the patches where there weren’t any stars visible, you could slowly start seeing almost a perfect formation of the shape of a Duckbill Platypus.

What a wonderful analogy I think, to take with you as a child, as an adult, and in business, when it comes to things like business development, and penetrating markets because I think we spend a lot of time working with what we know, but actually what a wonderful way of looking at it, to try and find opportunities, unearth opportunities where the stars aren’t.

Now if you think about anything recruitment, I was making a list of some of the areas where I think, there’s some much opportunity here that we’re just missing, that we need to focus on because we’re too busy focusing on the stars and not necessarily where the stars aren’t.

We’re doing a lot of work recently around Blue Ocean Strategy, there is a document link here (Blue Ocean Strategy)  With a whole load of information about how to get Blue Ocean Strategy in your thinking and your business planning for 2020.

As recruitment leaders, we need to be thinking around things around penetrating our customer base.

Are we cross-selling?

Are we upselling as much as we could be?

Have you mapped out how much market share you have within each of your existing customers?

Have you identified what your customer lifetime value is? And what percentage of that do you currently have?

Have you identified how many of your products and different service lines, if you have multiple products, multiple service lines, are your existing customers buying?

What is your strategy, your innovation, your incentives within your business to make sure that people are cross-selling and upselling a lot more than potentially they are today?

I think that’s a massive opportunity that we’re missing.

Also, from outside of your existing customers, looking at your product mix, we talk a lot about the Boston Matrix, the types of products that you should have in your Matrix, but certainly thinking about the types of products you should be developing or taking to market, in tomorrow’s markets, especially in 2020.

You’ve done all that work to get that business, how do you get more out of them?

So I think it’s a wonderful analogy to think about as your looking for strategies for 2020.

It’s not just looking up at the stars and thinking where are the stars, but also looking where no one else is looking where the stars aren’t.

Flexible working – the question of choice is no longer a question of choice!

Look at any of the multitudes of data that has been produced around the subject, and the message is clear – the jobseeker of today, the jobseeker of tomorrow There is absolutely no doubt in my mind, having worked in the staffing and recruitment industry now for over 25 years, that the world of work has not only changed significantly but is also continuing to evolve at a breakneck speed… many businesses, however, just haven’t kept up or aren’t responding at the same pace and this is having a clearly detrimental impact on their ability to stay agile, competitive, profitable and ahead of the curve.

Simply put, jobseekers today, wants flexibility in terms of where they work, when they work and how they work.

Evolutions in technology, changing skill requirements, the live and uninterrupted access to behavioural norms through social media, global talent shortages and more, all play their part in ensuring that the ball falls perfectly back in the court of the jobseeker when it comes to what they want from an employer and how they want work to be.

The choice for employers is simple – either ignore the reality and hinder your growth potential as a business, or adapt to what is going on around us and develop alternatives ways of providing work solutions, in ways that we are being asked to provide.  And this is pertinent right across the board…

In my experience, there is definitely the perception that evolved, adapted worker solutions are only really applicable across senior skilled roles – the idea that we can only offer alternative ways of working to white collar, corporates at the higher end of the pay scale. That is just wrong.

The common thread across all workers today is flexibility – they want to have fluidity and agility in their work, whether they are a chef, a software developer, a mechanic or an banker – and if businesses aren’t offering that flexibility then they are risk of missing out on attracting the best talent in the market (which can stifle growth), of not retaining their workforce (which can squeeze profitability) and in many cases harbouring non-engaged workers (which can wipe out productivity).

I have always been a big fan of the concept around creating “non-customers” in constricted markets, something that many organisations are currently experiencing in what is becoming an ever more prevalent talent short market – the idea that if we have to fight against heavy competition in a market for a share of the pie then we are always limiting our scope and potential for growth.

Equally, I am convinced there is a huge amount of skilled talent out there that companies are just not getting anywhere near, simply because they are “non-candidates”.  In other words, these are jobseekers who simply would never work (even consider working) for your business because you don’t offer an attractive enough proposition that meets their needs around flexible working conditions.

So, what can the leader of a profitable and successful business do if you want to remain relevant, competitive and agile?

Training and developing new skilled workers is a great way to, in essence, create the talent you need, but that is both time consuming and costly and often a distracting, non-core function for many business owners – partner with experts who know how to deliver this efficiently and profitability as an outsourced function or recruit someone internally to focus 100% on this.

Instead, create a structure within your business that both enables and embraces flexible working by following these five simple tips:

  • Create flex with your flexibility – you don’t have to have one singular way of working for everyone. Let the flexible working model evolve around the people in your business so keep reviewing it and getting feedback from your workers as to what works for them.
  • Forecast your workforce planning – the agility a flexible workforce can create for your business is immense when it comes to managing peak periods, not over employing when you have quiet periods, dealing with last minute contingencies, so wherever you can, pre-plan and pre-empt when these peaks and troughs are likely to occur to maximise the benefits.
  • Promote what you do – if you are a forward-thinking business that has built an environment that is clearly attractive to today’s jobseekers, then make some real noise about it. Build social campaigns to get your message out there, get your compelling proposition in front of the people you want in your business, use a specialist partner to help take you and your business brand out to the jobseeker market.
  • Treat all your workers in the same way – even though you may end up with a blended workforce of perm, part time, gig workers and so on, consider them equals in how they are dealt with / your processes so you don’t lose the philosophy of being one, unified team (even if they are disparate).
  • Trust your instincts – if you are going to go for it, then go for it. Don’t go half-hearted into creating flexi working but instead trust your instincts, trust your workers (you may feel a little less in control – that is ok) and trust your processes / technical infrastructure to keep order.

Recruitment businesses today understand the jobseeker market better than anyone else – they spend all day in it, talking to the market and creating solutions that support the needs and challenges of their customer base.

Partnering with a specialist recruiter who understands your specific market and working with them to build an appropriate outsourced talent solution that is not just about finding talent but about creating a total talent solution – flexible, agile, progressive and fit for purpose for your growth plans – is something I would suggest all business explore in detail. With the right recruitment partner in place, you can literally transform your potential and remove one of the biggest barriers to growth.

For any business owner that wants to attract and retain the best talent in the market, who wants to enable the growth of their business, who wants to increase profits, then the question of choice is no longer a question of choice – it is business critical.

3 Tips to Engage Potential Candidates with Elliott Manning

When Elliott Manning Managing Director of Kayman Recruitment visited TRN HQ we asked him for his top tips when it comes to engaging potential candidates, especially for recruitment business leaders.


With candidate engagement being a massive push for businesses now it’s imperative we do this right and engage the right people to be able to build their teams. Demand for recruiters is through the roof at the moment, perhaps now more than ever. 


Let’s hear from Elliott and his tips to get on top of candidate engagement.


Firstly, Social Media


Social media is huge at the minute. Linkedin is growing to the point where it’s one of the biggest social media networks and has a lot of pull for professionals looking to grow their business networks.


The market itself is an interesting one. Now it’s all millennial-based, it’s all digital age. So we’ve got to try and keep up with that. And over the last, even, ten years of me being in recruitment, it’s changed dramatically to the point where we’re not active as much on job boards. We’re trying to now sort of approach the market more on a social media basis where we’re attracting talent, you know, through that route.


So we make a lot of noise on LinkedIn predominantly. Making a lot of noise on social media for us is attracting a lot of attention.


 That attention, we try and convert it into people that are interested in coming to work for Kayman, that know about Kayman, that know about us as a business, that are aware of us through different things that we’ve interacted with them on social media. Predominantly videos, general market-relevant information, what’s going on out there, statistical stuff, blogs.


We’re pushing it out to the industry as well as utilising things like events. What we’ve actually noticed is while utilising social media, is rather than us talking about businesses as a whole, which as you know every business will represent themselves as the best company and the number one to work for. We’re trying to sort of be a bit more specific. You’ll know as a recruiter, they are approached all day everyday by different businesses.


So for them, it’s more about getting to the point and providing value to them, what can they be expecting from your business, what are the benefits and incentives? What’s the business culture like? If they already know this because they’ve seen it on their social media feed they’ll be much more likely to engage with your approach.


As I said, if they’re a good recruiter, they could be getting approached daily from different recruitment companies, that are all similar in size, offering the same incentives and commissions. But where is the hook? With this, you need to be a lot more specific about why they should be coming to work for you. Which leads me on nicely to point number 2…


Marketing collateral, 


It’s important to have something to send out to potential candidates, even if it’s just a 1 page document, a 1 page PDF that has all the companies benefits and incentives, laid out nicely so they can either download it from your LinkedIn page, or if you’re approaching them it can be sent with your opening message. It can also be worth including links to videos around your incentives and team holidays if you have any.


This saves them a lot of extra work, rather than having to go away and read up about you they have all the headline information available to them as and when they want to read it. When we send out for example confirmations from the clients we work with I encourage them to give us marketing information to send on to the clients. We find that when this is an option we get a much better response than if we’re just directing them to a website. This information is also great for the candidate as they can use it for preparation when they come in to interview.


Point number 3. Reputation.


This is such an important thing for businesses to get right, having a great employer brand is for me the number one thing we look for when working with recruitment businesses. These are the questions you should be asking yourself as an outsider looking in:


What’s your reputation like?


What’s your retention like?


Are you an award-winning business? if so, in what, where, why?


Are you putting this out to the market? Are people aware of you? How successful you are? There’s a recruitment agency that are based in the city and they are pushing out all their awards nonstop. They’re entering as many awards as they can, and fair play to them, they’re winning. They’re doing great and it just shows there is so much more about them as a business and their reputation is second to none. Then if you look at the staff who work there, there’s so much more longevity to the business, everyone seems really happy, they have a great team ethos and that’s a massive thing for a potential new employee to see.


One last piece off advice from a reputational point of view is no matter who interviews with you, whether you’re going to hire them or not always leave them with something good to say when they leave. Tell them about the business, about the plans for the future. So that whether they like you or not (or vice-versa) you can give them something positive to say if your business ever comes up in conversation and that conversation can be a positive one.

I hope this gives you something to think about when it comes to attracting candidates, if you have any question or want to get in touch regarding any positions then please connect with me on LinkedIn or visit kaymanrecruitment.com

3 Tips to make your video voicemails stand out

Does anyone look forward to making cold calls? Some days are easier than others, but it’s never been the most inspiring part of sales for me. Using video to introduce yourself and leave a “Video voicemail” in someone’s inbox, mixes things up and gives you an opportunity to stand out. To make sure your videos look and sound as good as possible, there a few small changes you can make which will have a huge effect.

1 – Lighting
How you light your video has a huge effect on the quality of your video.

If you only make one adjustment, make sure the main light source of the room is in front of you.

If you have a lot of light behind you, your face is going to be super shaded and you’ll look like a silhouette against the bright background.

In an ideal world, you want to reduce the shadows across your face and having the light directly in front of you will help.

2 – Sound
Relying on just the built-in microphone on your device means that you’re likely to pick up a tonne of background noise.

We’re not looking for flawless sound.

All we’re trying to do here is make sure people can hear you clearly over the background noise.

If you haven’t got a quiet space that you can easily jump in and record, we recommend that you use a dedicated headset or microphone.

That way, you can record video while sat at your desk. The point of a video voicemail is to make it quick and part of your routine.

3 – Camera & Background

Camera angles can make a big difference too.

At least bad angles can ruin otherwise great content!

We do recommend framing yourself in the middle of the screen and looking directly into the camera.

This comes across more engaging and feels like you’re talking to the viewer.

We don’t recommend having the camera at a really steep angle (up or down), it doesn’t look great.

You don’t need a professional camera, a HD webcam is good enough.

And to be honest, people don’t mind if you have a busy office in the background, it comes across more natural.

Here at Hinterview, we use video voicemails (Hintros) for both business development and headhunting candidates.

Visit www.Hinterview.com for more information.