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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.

How and why should I improve my healthcare recruitment website?

The recruitment industry has always been one step ahead of the curve when it comes to technological advancement. From the early adoption of Blockchain stepping up cyber security around candidate data, right up to developments like Tengai, a robot job interviewer that does so without judgement.

Despite this, one question keeps popping up within legacy recruitment agencies – why should I bother jumping on board the digital transformation train when I’ve gained success without embracing technology that enterprise technology companies push? It’s safe to say, it’s a legitimate question; as the saying goes, if it ain’t broke don’t fix it.

At Volcanic, we understand that throughout our vast client-base, every customer’s needs and wants are different and unique to them. Every client has different strengths and most likely a pile of evidence to back that up. However, who’s to say that embracing change means leaving old tricks behind?

With close to 40,000 recruitment agencies in the UK, with the majority of these agencies adopting new technology such as a data-driven recruitment website, it’s easier than ever to get lost in the crowd with such fierce competition. Now it’s fair to say that your recruitment agency is niche – there aren’t 40,000 recruitment agencies specialising within healthcare, but how many of those do you think represent a combination of both healthcare and generalist agencies? A fair few we’d wager.

By creating or updating your website, you are being given the tools to sift through the crowd and show off your agency to potential clients and candidates. Through the use of our unparalleled SEO toolkit, boasting an array of technical tweaks to help conversion, alongside social media pages and email campaigns, your audience just got a whole lot bigger than the old ringbinder could contain.

With a modern, adaptable and vibrant healthcare recruitment website, you step into the same league as all of your competitors, no matter how large they may be – and with the right jobs from your clients, the competition could be knocked out of the park when it comes to a candidate converting on your website. Let’s face it, most candidates don’t care how high of a turnover an agency has, they care about getting the right job for them. All you need is the ability to be visible and stand out.

So, we’ve covered the why – now to turn to the how. How can you manage this? Sure, many of the larger companies spend hundreds or thousands on paid advertising and unless you’re really in the big leagues, that’s not always an option. Don’t fret, Google For Jobs paired with Access Recruitment’s website technology by Volcanic has you covered.

Giving your website the care it needs for not only how pretty your website looks, but also how seamlessly it works alongside some of the largest tech providers in the recruitment industry. With the SEO capabilities of a Volcanic website, you have everything you need to get to the front page of a Google search plus everything you need to optimise your website to rank on Google For Jobs.

See how you should build your healthcare recruitment website now or better yet, make the beginning of the recruitment process easier than ever by getting on board – see how we can help you today.

Less Portal, More Personal

So over the last couple of weeks, I’ve been working on a number of tender documents for a number of The Recruitment Network members, I’ve been helping them put together their proposition to send through to different organizations, to win their business.

 

Something I’ve been amazed about is how impersonal these have been. I find it incredible

in today’s day and age that businesses are still trying to develop relationships with suppliers and customers or companies are trying to develop relationships with recruitment companies, based on tick boxes on documents, as opposed to really getting to understand how a partnership could be formed.

 

Obviously, we’ve written these proposals, and we’re going to win a couple of them, which is great news, and they were obviously worth quite valuable sums of money. So we’ll carry on doing that and we’ll carry on helping our members win proposals, public sector, private sector, etc.

 

But I do think it’s really important as recruitment organizations that we spend more time with our customers trying to build up the personal relationship side of what we’re doing.

 

I’m still fearful that recruiters spend a little bit too much time hiding behind emails, hiding behind InMails, almost delivering a bit of a portal-driven service, in essence, because sometimes it’s easier to do that, sometimes maybe we’re a little bit lazy, or maybe you don’t even have the time to do it.

 

Whatever the reason is, I think it’s happening more and more at the moment. I can’t help thinking that whilst technology is there to make us more agile in how we do stuff and I certainly get that and I certainly embrace that. I do think recruiters need to get out and spend more time in front of customers to develop proper relationships, to be able to tender and pitch for business

based on building a partnership proposition that is fit for purpose and best in class and best practice for both parties, not something that just ticks a number of boxes on a tender application.

 

So, I think that a lot of this is down to us as recruiters to spend more time developing minimum standards and targets and objectives based around what I’ll refer to as touch time with customers.

 

So, I don’t know, in your business, how much time you’re spending as a recruiter, how much time you’re spending in front of your customers, talking to your customers, getting to know them properly, but if you’re not doing enough of it, then I suggest it’s something that you need to think about.

 

Otherwise more and more we’re going to end up being in a very portal-driven relationship, which based on this tender, 60% of the weighting was based purely on the price, as opposed to the quality of the delivery or the quality of the relationship.

 

That, to me, is quite scary and quite frightening. Certainly, a question mark whether you want to go for a business like that or a partnership like that, but more importantly, I think we need to try and help our customers move away from that mentality as well.

 

It’s up to us as the recruiters to become more personal and less portal.

Goal Setting 2020: Ships in a harbour are safe…

Where has the year gone?!

 

With just 9 weeks to go until the end of 2019, recruitment business leaders should be focusing on 3 things:

 

Ensuring the year finishes on an absolute high –

 

There is still time to make 2019 your best year yet – a big chunk of the work / effort you and your teams have put in these past 43 weeks is still yet to be realised, so close off October, then rally the team together and get everyone to commit to the next two months.

 

Make everyone pledge to what they will contribute to the Big end of year Push – a nine week sprint to the end of 2019 – no excuses of distractions (aka the Christmas parties!).

 

We’ve just posted all of ours on the walls in our office, so everyone is accountable for what they have to do, no hiding.

 

Celebrating the successes, and the failures –

As the year starts to draw to a close, it is the perfect time to reflect back and celebrate your W3 (what has gone well in 2019, what hasn’t gone so well, and what will we do differently in 2020?).

 

If you’re planning an end of year awards, then use the good news stories to remind people on all the good things they have done (back office to front office) and use the bad news stories and learning points to build on.

 

This needs to start happening now, as the data and insights this gives us, enables us to properly…

 

Set Stretch Goals, that everyone wants to achieve –

 

Well ahead of the end of the year, your 2020 goals need to be defined, agreed, signed off and shared.

 

Everyone in the business should be doing this from operations, to leadership, to recruiters, to BD, to marketing – this is not just a Directors’ thing behind the closed doors of the Boardroom.

 

In recruitment, your 2020 year starts in November 2019, as a two-month lead time keeps the cycle of BD and talent pooling ahead of schedule, so give your people a simple goal setting template (ask me if you need one to use as a template) to complete in their own time and present that back to the management team to mutually sign off in the next couple of weeks so they can start working towards them already, well ahead before the new year kicks off on Jan 2nd.

 

The key here is to make sure the goals that are agreed for 2020 are in the stretch zones, not the comfort or panic zones.

 

If the goals are genuinely unrealistic, that puts people in a Panic Zone which in turn creates negativity, fear and actually shrinks the size of someone’s original comfort zone.

 

Similarly, staying in a comfort zone does not create growth, learning or even aspiration.  It is safe and boring, and that is not what Goal Setting is about. Never forget, “a ship in harbour is safe, but that is not what ships are built for”.

 

So, what are your goals for 2020?  How far will your stretch yourself, your business to make next year the best year yet in your business?  Now is the time to decide…