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Working smarter effective leadership-oaesp

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Effective Recr

Effective Recr

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    Working smarter effective leadership-oaesp Working smarter effective leadership-oaesp Presentation Transcript

    • WORKING SMARTERMaximizing Performance throughEffective Recruiting LeadershipJon Bartos
    • PART I MANAGEMENTFOR PERFORMANCE
    • Management for Performance • What type of manager are you? • Autocratic • Paternalistic (The General) • Democratic (the Listener) • Laissez-faire • MBWA
    • Management for Performance • What real effect are you having on your team?  Neutral  Negative  Positive • Recruiting Leadership takes active management  Have to be involved with lots of communication.
    • Management for Performance• Process of Managing • Set Direction • Set Expectations • Educate and Inform • Refocus and Redirect • “What gets measured, gets managed.” – Peter Drucker• Successful Management Strategies • Daily: set goals, get commitment and ask for results • Parachute Time • Complement, Suggest, Complement • Manage by their goals and tie to company goals • Your Success Strategy will depend on Hiring Strategy
    • PART IIENVIRONMENTFOR WINNING
    • Environment for Winning • Components of Environment • Developing a Habit of Planning and Effective Planning Sun Tzu – Art of War. “Every battle is won, before it is ever fought” • **9-10am phone time… Noon….. by 4pm in afternoon • Making the Right Decisions • Which Job Orders to work on • Which Candidates to work with • Conditioning from the beginning • Selling Time Versus Non Selling Time • Creating Buzz • Focus on daily Goals and Getting Commitment
    • Environment for Winning • Have Defined Process • Planning and Research • Recruiting • Marketing
    • Environment for Winning • Other Important Topics • Getting Good at the Objections • Thou shall never accept an offer without…… • Role Play, Role Play, Role Play • Depositing Money in their Bank Account • Competition Encouraged • Winning Recognized and Rewarded
    • PART III CREATING A CULTURE OFPERFORMANCE
    • A Culture of Performance Definition: A culture in which each and every individual in an organization is focused on achieving performance goals. These are quantifiable targets that are set for each individual, team and broken down by time – from year to quarter to month to week to day. Where every employee knows the importance and significance of their particular contribution in order to attain the team goals. Performance goals are also translated into activities and results that need to be accomplished in order to achieve the target.
    • Gartner’s Definition of Business Intelligence An interactive process for exploring and analyzing structured and domain-specific information to discern trends or patterns, Thereby deriving insights and drawing conclusions. The business intelligence process includes communicating findings and effecting change.
    • Benefits of a Culture of Performance • Individuals accountable for their performance • Specific focus on activities needed to be performed to attain targets • More individuals hitting goals • Reward systems are in place for achievement of targets – individual and team • There is a specific measurement tool that shows progress to achieving the targets • New Hires up to speed 50% faster • Decrease turnover • Pareto Rule is reversed
    • The Recipe for Creating the Culture1. Setting Personal Goals/ Match to Team Goals2. Calculate Activity and Results Metrics needed to obtain goal: Yearly, Quarterly , Monthly, Weekly, Daily3. Put a System in Place to Monitor4. Review and Refocus Weekly5. Redirect and Reward
    • Recruiting: What the Metrics Tell Us• Activity Metrics - Volume # of Calls, Connects, Marketing and Recruiting Presentations “When a team outgrows• Results Metrics – Getting it Done? individual performance and learns team Sendouts, QCs, Placements, Cash in confidence, excellence becomes a reality.” - Joe Paterno, Penn State• Ratios - How good is our quality? Cap/QC, NMP/JO, JO/PL, QC/SO, $/CT• New Versus Tenured
    • PART IV HIRING ANDON-BOARDING STRATEGIES
    • Hiring and On-Boarding Strategies • Successful Recruiter Traits • Fast paced and activity oriented • Smart – Pass the Wonderlic and Selecsys tests • Sales-oriented – outgoing; like to talk to customers • Have above level of ambition to achieve • Have a high sense of urgency • Have a track record of success • Continually sets high goals and achieves them • Competitive • Have the ability to create rapport instantly • Ability to multi-task and not be bogged down in the details • Background in business-to-business sales • Superior communication skills both verbal and written
    • Hiring and On-Boarding Strategies • Successful Recruiter Traits, continued… • Good listener • Experienced in full life-cycle selling – from prospecting to close • An outwardly energetic attitude with a superior work ethic • Goal driven with a history of working towards defined metrics • Inquisitive and asks good questions • Must be a student of business with an entrepreneurial spirit (understands they can build a business within a business, without financial risk) • Computer literate • Can type ____________ words per minute • Stable work history • Understands that this is a high level phone-centric position – making 80-100 calls a day resulting in 20- 25 business
    • Hiring and On-Boarding Strategies • Starts from the Interview Process • Phone Interview • Sales Assessment • Face to Face Interview plus Wonderlic • Personal Goals – Set before next interview • 2nd face to face Interview – Role Playing and Tech Screen • 3rd Interview – ½ day on the phone
    • Hiring and On-Boarding Strategies• Communication of Real Expectations • My goal – Condition YOU to Be Successful • First Week, Second Week, 30 days, 60 days and 90 days • Daily Setting Goals, expecting Plans, getting Commitment and Results Wrap-ups • Explain the Transition between – Telemarketer, Tactical Recuiter, to Trusted Advsior to Power Broker • The 30- 45 day Chasm • Missing Critical Steps in the Process • 9 out of 10 don’t make it… why?
    • PART VMANAGEMENT TOOLS
    • InConclusion…
    • Jon Bartos President, CEO – Jonathan Scott International Revenue Performance Management jon@rpm-usa.com 513.701.5904 www.jonathanscott.com RPM Dashboard: www.rpm-usa.com