So, who looks after the Recruiters career when the Recruiters recruiting?

Part Three

Why is it so difficult?

To obtain the career, a role you enjoy most in your chosen profession.

The question I have asked many times is ìwhy are so many organisations so reluctant to implement a team based model?î

Is it because the team-based model is difficult to manage?

Is it management's inability to determine a remuneration structure?

Is it because it is so much easier to maintain the status quo i.e., keep looking for consultants who can do it all (and continually complain about the skills shortage), keep firing those that donít meet quota?

Part of the problem is that the most common model, the 360 recruiter, is so very easy to manage. Set a target, then instruct the consultant to find jobs, find candidates and fill jobs, review each quarter, fire those that donít meet targets. Sound familiar?

If the answer is yes to these questions then the high turnover within our industry is based solely on poor management within the industry. The key of course is understanding the talents of each individual consultant. Once management appreciates and recognises the talent of their consultants, they can then maximise that talent to great effect within the team model. We promote ourselves as being experts in this field, but how successful are we really?

It is encouraging that the more enlightened organisations within the industry have recognised that only a small percentage of recruitment consultants possess all the elements that encompass the recruitment process, sales (Finder), consulting (Minder), resourcing (Grinder).

They have recognised that an employee with any one of these abilities and the right attitude and cultural fit can be of immense value to the organisation, especially if working within a team. They have recognised also that a team-based model is not only a very effective business strategy, but also maximises the skills that their employees possess. Talent management, certainly, matching the skill set of the individual is a win-win situation.

Tinkering around the edges with a day off here and there, bonuses for over achievement really do not address the real issue of industry turnover. Making counter offers to consultants about to resign is merely a reflection of mediocre management and a lack of understanding of the employeeís worth. We all know how to manage the counter offer when we find better positions for our candidates, yet management within the industry still persist with this insulting approach.

Far too many consultants ìfailî because of managementís lack of recognition of the talent that they already have. It is interesting to read in recent articles that the main challenge to management within the recruitment industry, which likewise applies to other industries, is the ìconcern of hiringî.

There are answers there for management, treat employees in the same way you would a valued client. Understand the business, your business, match the talent to the requirements. Donít try to push good consultants into sales. Donít expect your top sales people to be great resourcers.

Next week Michael Webb will ask ìwhat are the answers?î
Michael has worked in the industry for 27 years with large and small recruitment companies and assists many with their recruitment issues. He has managed and owned recruitment businesses and addressed Recruitment Conferences.

Michael@WebsNet.com.au