Pre conference workshop 2 best practices with melissa rosen


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  • What experiences have you had with this? Do you rule people out because of a certain industry? Software experience? Bullhorn?
  • Rookie plan and regular onboarding
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  • Pre conference workshop 2 best practices with melissa rosen

    2. 2. WHAT ARE WE LEARNING TODAY? Tips and tricks for hiring a top notch staff How to create a high impact training program How to optimize and retain your staff
    3. 3. IRONY Why are staffing & recruiting firms bad at hiring their own staff?
    4. 4. OPTIONS FOR HIRING STAFF Experienced Recruiters and Sales staff in the Industry Experienced Recruiters and Sales staff out of the Industry Industry experience but not staffing Neither staffing nor industry Experienced corporate recruiters
    5. 5. WHY EMBARK ON A ROOKIE PROGRAM? Lack of experienced staff Easier adoption of business practices Lower cost overall vs. hiring experienced staff
    6. 6. KEY STEPS TO A SUCCESSFUL PROGRAM Management buy In Determine your position requirements Start recruiting Develop an interview strategy Shore up your processes Develop a standard on-boarding plan Develop a “rookie” training program
    7. 7. What are things that make your top recruiter/salesperson so good?
    8. 8. FOCUS ON SOFT SKILLS Perseverance Sales Minded Tech Savvy Good Listener Customer Service Mindset Team Builder Focus
    9. 9. WHERE DO I FIND THEM? Retail  Mobile/Electronics Hospitality  Bartender Misc. Sales  Insurance  Car Rentals
    10. 10. SCREENING AND INTERVIEWING Check out the social networks before the interview STARR Method  Behavioral based interview questions Driving test… Are you sold? Talk them out of it.
    11. 11. SELECTION PITFALLS Bullhorn experience Too many interviews Trust your instincts
    13. 13. Next up: How to develop a metrics management plan that optimizes performance
    14. 14. TIGHTEN UP YOUR RECRUITING PROCESS  How is activity currently recorded?  How does a recruiter know their job priorities?  How does a recruiter manage their available candidates aka relationship management?
    15. 15. TIGHTEN UP YOUR SALES PROCESS Are key activities able to be documented in BH? How do you manage new customer pipelines?
    16. 16. WHAT SHOULD I BE TRACKING?  Depends on your business  Is VMO in the mix?  Focus on top level organization goals
    17. 17. EFFICIENCY VS. QUALITY  Ultimate balancing act  How do you measure quality  Consider SLA‟s and Vendor Agreements
    18. 18. IMPORTANCE OF METRICS Can‟t manage if you don‟t know what you are measuring Drives profitability Increases accountability
    19. 19. METRICS… WHERE TO START Custom for each business Should represent encouraged behavior Metrics should be a mix of activity and financials Roll up to organizational goals
    21. 21. TYPES OF METRICS Financial Results Activity/Operational Effectiveness Results
    22. 22. FINANCIAL METRICS Revenue Gross Margin Average Spread Total Fees Cost per Hire
    23. 23. SALES OPERATION METRICS Prospects Opportunity Closure Time to Close Visits vs. New Job Orders Hit Rate Fill Rate Time to Fill
    24. 24. RECRUITING OPERATION METRICS New Candidates Sourced vs. Screened Activity Ratios  Prescreen/Internal Submission  Internal Submission/Client Submission  Client Submission/Interview  Interview/Offer  Offer/Hires  Hires/Starts  Time to Fill Quality of Hire
    25. 25. WIFM?  Micromanage without micromanaging  Create individual ownership to success
    26. 26. BACKWARDS FINANCIALData CommentsDesired Yearly Commssion data entry field data entry field or can be hard InputAvg Commission per hire coded computes based desired yearlyYearly Placements commission and avg per hire Auto calculates based ofMonthly Placements recruiter ratios Output Auto calculates based ofMonthly Prescreens recruiter ratios Desired Yearly Commission 65,000 $ Auto calculates based of Avg Commission per hire 2,184.29Monthly Client Submissions recruiter ratios Auto calculates based of Yearly Placements 30 recruiter ratiosMontly Client Interviews Monthly Placements 2.5 Monthly Screens 99 Monthly Client Submissions 29 Montly Client Interviews 29
    27. 27. WHAT ABOUT ROOKIES?  First 6 months – give them the daily/monthly numbers  Use formula after 6 months
    28. 28. MANAGING TO THE METRICS  Conduct Monthly Check-Ins  Research in Bullhorn before hand  What specific activity is not being hit? Why?
    29. 29. CASE STUDIES  As a manager, what do you need to find out?  What are some of the problems?  Where can you find more information to diagnose?  Are the right metrics being tracked?  What kind of coaching is recommended?
    30. 30. CASE STUDY #1George Costanza is a recruiter with Vandelay industries and he has been with the companyalmost 2 years. Vandelay Industries does mostly contract work for the EntertainmentIndustry. George is a likeable guy that people enjoy working with and has over 5 years inthe business mostly in recruiting. Over the past 3 months, you have noticed that hismonthly placements goal(3 per month) is not being hit. Below are his numbers for thisyear.
    31. 31. CASE STUDY # 2Elaine Benes is also a recruiter at Vandelay industries. She has been arecruiter for 10 years and has been on board for almost a year. Elainebeats to the sound of her own drum and always hits her placement goal.The account managers have lately been complaining about orders notgetting filled.
    32. 32. CASE STUDY # 3Jerry Seinfeld is an account manager who has been in the industry over5 years and has worked for Vandelay for the past year. Jerry has beenaggressively bringing in new orders for the recruitment team to workon, as a sales manager you are concerned that Jerry isn‟t hitting hisplacement goals (6 per month).
    33. 33. CASE STUDY # 4Morty Seinfeld is a Recruiter for Del Boca Vista Recruitment Agency, where theyspecialize in high level professional placements. Their business is all directplacements with clients. Morty has been recruiting for 2 years and started withDel Boca Vista in January of this year. Morty has fills many of his orders but heis not meeting revenue expectations (10K/Month). Placements 1 1 0 1 1 Total Revenue 9,000 7,500 0 7,800 8,000
    34. 34. CASE STUDY # 5Estelle Costanza is also a Recruiter at Del Boca Vista Recruitment Agency andhas been there for about 9 months, this was her first job in recruiting. Estellehas been struggling to make placements in general. Estelle is always on thephone and is diligent in her work. Placements 1 1 0 1 1 Total Revenue 0 11,000 0 9,500 0
    35. 35. CASE STUDY # 6Kenny Banian is a recruiter for Vandelay industries, but he works on the vendorteam. Kenny works on all the order s that come in from VMS systems, heattempts to get direct contact with the customer but in most cases can onlycommunicate with a staffing specialist. Kenny has some bad months and somegreat months when it comes to placements. Recently a large vendor putVandelay on probation for not meeting it‟s SLA of response rate of 95%.
    36. 36. CASE STUDY # 7Frank Costanza is the New Business Developer at Vandelay Industries. He hasbeen in the industry for 5 years and has worked at Vandelay for about 18months. Frank is not producing the amount of new business his sales managerhad hoped to see and needs to make some decisions.
    37. 37. Next up: We hired them, we knowwhat we want to track, how do we train them?
    38. 38. IMPORTANCE OF TRAINING 50% Turnover in the Staffing & Industry Reduces job dissatisfation  Most “tech frustration” is related to training needs Increases retention Best Investment to “grow your own”
    39. 39. TYPES OF TRAINING Process/Staffing Best Practices Technology and Tools (Bullhorn) Soft Skills
    40. 40. Creating an Internal Training Program Common training pitfalls Most common client lessons learned Getting started Building an onboarding program New hire learning program Ongoing learning plan
    41. 41. Common Training Pitfalls Not having a well rounded plan Assuming one training session will teach people No ongoing reinforcement activities Lack of consistency in training communication Not making it fun
    42. 42. Training Lessons Learned People learn different ways Average person learns after the 6th time Not all job titles or lines of business can be trained the same way Reinforcement activities are necessary for retention People need to learn the “old way” before they can appreciate the new way
    43. 43. GETTING STARTED Conduct needs assessment Determine overall training needs Evaluate resource availability
    44. 44. ONBOARDING COMPONENTS Weekly Activity Plan  Key tasks customize for your company  Role plays for all key activities Daily/Weekly check in‟s to review progress Training on recruiting/sales skills and soft skills
    45. 45. ROLE PLAYS  Love „em or Hate „em?  Have to get out of your comfort zone  Most effective way to train on industry situations
    46. 46. EXAMPLE RAMP UP PLAN - ROOKIE  Week 1  Intro to Company, Industry and Tools  Technology Training - Basics  Shadowing  Homework on Industry  Week 2  Key Process Reviews  Role Plays – Recruiting Calls, Voice Mails  Resume Matching/Sourcing Activities  Internet Sourcing - REACH  Week 3  Review of Activity Goals - Daily  Technology Training - Advanced  Start conducting own recruiting/sales calls  Role plays – interviews, handling objections  Start presenting candidates internally
    47. 47. EXAMPLE RAMP UP PLAN - ROOKIE Week 4  Continue regular key activities with set daily goals  Sourcing, Calls, Internal Submissions  Shadow Client Customer Calls – obtaining a job order  Role Plays – Interview Prep, Candidate Objections Week 5  Continue regular key activities with set daily goals  Sourcing, Calls, Internal Submissions  Role Plays – Handling Client Objections, Taking Job Orders Week 6  Continue regular key activities with set daily goals  Start own client submissions (sendouts)  Role Plays – Counter Offer Prep and Objections
    48. 48. EXAMPLE RAMP UP PLAN - ROOKIE Week 7  Continue regular key activities with set daily goals  Sourcing, Calls, Internal Submissions  Conduct process training  Pre placement, post placement  Role Plays – Handling Turndowns, Rejecting a Candidate Week 8  Continue regular key activities with set daily goals  Sourcing, Calls, Internal Submissions  Final Exam Role Plays
    49. 49. KEYS TO SUCCESS Regular check Ins  Review of daily activity  Get involved in Role Plays Stay with it  Commitment, but worth it in the long run
    50. 50. BULLHORN TOOLS TO HELP RAMP UP FASTER  Bullhorn Templates  Prescreen scripts  Embedded Intelligence  Scripts  Handling Objections  Links to intranet documents  Activity Reports
    51. 51. DEVELOPING ONGOING LEARNING Components  Industry Best Practices  Technology and Tools Delivery  Self Paced  External Resources  Group Sessions
    52. 52. FIRST STEPS IN CREATING A LEARNING PROGRAM FORBULLHORN  Review what you have done in the past  What do people often forget  Determine the resources you are willing to commit  Determine which job titles/departments (if any) use Bullhorn differently  Determine company specific documentation  Utilize people to train whom understand the corporation needs
    53. 53. NEW HIRE LEARNING PLAN FOR BULLHORN  Utilize the Resource Center Learning Map  Set up online quizzes after self learning  Utilize Bullhorn Training  New subscription service  Regular Webinars  Bullhorn SME‟s
    54. 54. ONGOING LEARNING PLAN FOR BULLHORN  Set up quarterly refresher sessions by job function  Sales, recruiting, employee maintenance, management  Leverage Bullhorn Webinars  Include most commonly forgotten key tasks  Include key data points for reporting  Involve sales and recruiting staff to assist in training  Consider an expert “mentor” program
    55. 55. COMPANY SPECIFIC DOCUMENTATION  Decide which data you would like entered into Bullhorn  Create a job aid to explain WHY this data is important  For example: If a paid candidate source is not identified, it cannot be shown that the costs for it are justified  Train employees on how to pull their own data to track themselves
    56. 56. CREATING A BULLHORN EXPERT PROGRAM  Who should be an expert  Getting them up to speed  Responsibilities of an Bullhorn Expert  Include in career pathing
    57. 57. CREATE ONGOING INDUSTRY BEST PRACTICE LEARNING-RECRUITERS  Candidate Sourcing Techniques  Social Networking- REACH  Searching tips and tricks  Cold Calling  Candidate screening tips  Handling objections  Candidate  Client  Calling Techniques  General Communication Best Practices
    58. 58. CREATE ONGOING INDUSTRY BEST PRACTICE LEARNING- SALES  New Client Discovery  Social Networking Techniques  Pipeline Development  Pipeline and Client Management  Handling objections  Acquiring job orders  Calling Techniques  Communication Best Practices
    59. 59. CASE STUDY REVIEW  What type of activities were not up to speed?  What types of training would assist them?
    60. 60. USING QUIZZES  Utilize to identify training needs  Better retention  Cost effect training tool  Best if used after new hires and at least bi-annual  Increase effectiveness with rewards/contests on results
    61. 61. ONLINE QUIZ SOFTWARE   Low monthly fee  Customize online tests anyone can access  Can create activities, games and trivia   Online test creation  Automatically scores and maintains results by person  Different packages depending on needs   Free online software for online quizzes  Does not automatically score
    62. 62. EXTERNAL RESOURCES FOR TRAINING  Bullhorn  Bullhorn Training Subscriptions  Industry Trainers  Online Resources  Consider hiring/promoting a full scale corporate trainer
    63. 63. SUMMING IT UP  Try hiring a newbie staff  Create consistent training program  Develop metrics that creates ownership