Pre conference workshop 2 best practices with melissa rosenPresentation Transcript
HOW TO SELECT,DEVELOP AND RETAIN TOP PERFORMING STAFF Lisa Novak and Melissa Rosen JUNE 17TH, 2012
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
IRONY Why are staffing & recruiting firms bad at hiring their own staff?
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
WHY EMBARK ON A ROOKIE PROGRAM? Lack of experienced staff Easier adoption of business practices Lower cost overall vs. hiring experienced staff
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
What are things that make your top recruiter/salesperson so good?
FOCUS ON SOFT SKILLS Perseverance Sales Minded Tech Savvy Good Listener Customer Service Mindset Team Builder Focus
WHERE DO I FIND THEM? Retail Mobile/Electronics Hospitality Bartender Misc. Sales Insurance Car Rentals
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.
SELECTION PITFALLS Bullhorn experience Too many interviews Trust your instincts
CONSIDER A HANDS ON INTERVIEW
Next up: How to develop a metrics management plan that optimizes performance
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?
TIGHTEN UP YOUR SALES PROCESS Are key activities able to be documented in BH? How do you manage new customer pipelines?
WHAT SHOULD I BE TRACKING? Depends on your business Is VMO in the mix? Focus on top level organization goals
EFFICIENCY VS. QUALITY Ultimate balancing act How do you measure quality Consider SLA‟s and Vendor Agreements
IMPORTANCE OF METRICS Can‟t manage if you don‟t know what you are measuring Drives profitability Increases accountability
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
METRICS SHOULD BE MEANINGFUL
TYPES OF METRICS Financial Results Activity/Operational Effectiveness Results
FINANCIAL METRICS Revenue Gross Margin Average Spread Total Fees Cost per Hire
SALES OPERATION METRICS Prospects Opportunity Closure Time to Close Visits vs. New Job Orders Hit Rate Fill Rate Time to Fill
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
WIFM? Micromanage without micromanaging Create individual ownership to success
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
WHAT ABOUT ROOKIES? First 6 months – give them the daily/monthly numbers Use formula after 6 months
MANAGING TO THE METRICS Conduct Monthly Check-Ins Research in Bullhorn before hand What specific activity is not being hit? Why?
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?
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.
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.
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).
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
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
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%.
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.
Next up: We hired them, we knowwhat we want to track, how do we train them?
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”
TYPES OF TRAINING Process/Staffing Best Practices Technology and Tools (Bullhorn) Soft Skills
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
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
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
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
ROLE PLAYS Love „em or Hate „em? Have to get out of your comfort zone Most effective way to train on industry situations
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
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
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
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
BULLHORN TOOLS TO HELP RAMP UP FASTER Bullhorn Templates Prescreen scripts Embedded Intelligence Scripts Handling Objections Links to intranet documents Activity Reports
DEVELOPING ONGOING LEARNING Components Industry Best Practices Technology and Tools Delivery Self Paced External Resources Group Sessions
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
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
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
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
CREATING A BULLHORN EXPERT PROGRAM Who should be an expert Getting them up to speed Responsibilities of an Bullhorn Expert Include in career pathing
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
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
CASE STUDY REVIEW What type of activities were not up to speed? What types of training would assist them?
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
ONLINE QUIZ SOFTWARE www.exambuddy.com Low monthly fee Customize online tests anyone can access Can create activities, games and trivia www.webtestingcenter.com Online test creation Automatically scores and maintains results by person Different packages depending on needs www.classmarker.com Free online software for online quizzes Does not automatically score
EXTERNAL RESOURCES FOR TRAINING Bullhorn Bullhorn Training Subscriptions Industry Trainers Online Resources Consider hiring/promoting a full scale corporate trainer
SUMMING IT UP Try hiring a newbie staff Create consistent training program Develop metrics that creates ownership