This article I am pretty sure will trigger a lot of attention as there are 2 groups of people that will be very interested, on one side, we have the existing recruiters who most likely wanted to become their own boss and on the other side, the existing recruitment agencies bosses who will want to know what I would be writing.
Anyhow if you are a current recruiter and you are planning or intending to start your own firm, perhaps reading the insight of this article may bring you some interesting lights.
Alright, this is what had happened, you had generated plenty of sales for your current company and you could be earning good money (Most of them don’t!) and commissions and you have the financial resources to start your own firm! Isn’t that great!!!! Oh yes, it is…starting your own firm could be the best thing that could happen in your life, imagining having a company named after you and you have a great logo in front of the office…
That FEELS wonderful…..
But hey….before we continue with this amazing dream……I need to let you know what you need to become a great boss of a recruitment company…..
1) Great Sales Records
This is pretty obvious, you ought to have already achieved some interesting sales figures consistently every month so that you will have the confidence and resources to use them to move it to another firm.
If you are not achieving great sales revenue now as a recruiter for other company, how would you be able to generate more clients and sales with your new company which has ZERO brands, no identity, and NOTHING to showcase….
Defining Your Role
Are you a good sales person or a good operational person as a recruiter?
The first role needs someone who is more outgoing and the other could be someone who can sit on the computer for 12 hours every day. What are you? What are you good at doing? Here is the problem, most people are good in one role and if you were to ask a salesperson to do an operational role, then he or she will not be efficient.
On the other hand, if you ask an operational person to do sales, very likely he or she will not generate even one client! Once you define your role, it will be best that you do the role that you are better in so that you can cover more and generate a better ROI compared if you were to do a role that you are not good at.
Willingness to Delegate
Do you dare to delegate the task to new staff? Many will have this problem because they will afraid that their staff might take away their clients or candidates if they know too much information. Here’s the problem, if you do not delegate, you only can cover THAT much….if you delegate, both of you can cover more…which one is a better choice? You decide…. SECURITY or MORE SALES?
Well, this part is very important and you can relate them to point 2. If you delegate the selling part to an operational person, then the possibility of getting a good number of clients will be pretty tough.
First, you need to identify what category are the staffs better in so that you can ask them to focus on the area where they are good in.
Many bosses would like to ask the consultants to do a 360 recruitment process so that by paying them a fixed salary, they are able to do 2 tasks. Ideally, this is the best scenarios however in real life, it seldom can work very effective that way. Hence you will need to be bold and effective in delegating the right task to the right person and not all chuck all the task to the very few people…
An article by Dougles Chan – A 15 years experienced top SEO consultant and SEO experts that specialised in Search Engine Optimisation, provides quality SEO services in Singapore. An author of 8 books and having 25 years in business and SEO experiences in Singapore and New York.