Good question, but what sort of recruiter do you want to be?
Much has been written this year about the failings of the recruitment industry.
Many have tried to put a positive spin on this.
But in reality it’s not the industry itself, but management within the industry.
There has been, for many years a universal expectation within the industry that for recruitment consultants to succeed they must be highly skilled salespeople, be able to account manage clients and candidates and be outstanding resourcers. Terms such as “end to end recruitment”, “360 recruitment” are terms often bandied about.
This was confirmed recently in a recruitment magazine where three senior managers of recruiting organisations were asked the question, “if you had to choose between two candidates, one with an impressive sales history but poor service levels and attention to detail, the other with strong customer service orientation but call reluctant, whom would you choose?”.
All the managers had the same answer, choose the customer service candidate and turn him into a salesperson.
With a sales focus on short-term objectives rather than retention, high turnover within the industry will only be compounded. Setting inflexible targets that have little bearing on consultant’s abilities shows a considerable lack of talent recognition, something on which we pride ourselves within the recruitment industry. As recruitment consultants, as expert authorities to our clients we preach, “understand the position and match the talent to those requirements”.
How many times have we heard/said this?
Until management within the industry moves away from the “do it all” or “get out” model, the industry as a whole will continue to be poorly regarded.