This document provides an overview of strategies for maximizing performance through effective recruiting leadership and management. It discusses the importance of active management through communication and involvement. It also outlines key components for creating an environment for winning such as developing planning habits, decision making, focus on goals and defining processes. Additionally, it provides the recipe for creating a culture of performance with goals, metrics, monitoring and rewarding. Hiring strategies are also discussed including desirable recruiter traits and an effective onboarding process with clear expectations.

1. WORKING SMARTER
Maximizing Performance through
Effective Recruiting Leadership
Jon Bartos

2. PART I
MANAGEMENT
FOR PERFORMANCE

3. Management for Performance
• What type of manager
are you?
• Autocratic
• Paternalistic (The
General)
• Democratic (the
Listener)
• Laissez-faire
• MBWA

4. 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.

5. 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

6. PART II
ENVIRONMENT
FOR WINNING

7. 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

8. Environment for Winning
• Have Defined Process
• Planning and Research
• Recruiting
• Marketing

9. 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

10. PART III
CREATING A
CULTURE OF
PERFORMANCE

11. 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.

12. 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.

13. 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

14. The Recipe for Creating the Culture
1. Setting Personal Goals/
Match to Team Goals
2. Calculate Activity and Results
Metrics needed to obtain goal:
Yearly, Quarterly , Monthly, Weekly, Daily
3. Put a System in Place to Monitor
4. Review and Refocus Weekly
5. Redirect and Reward

15. 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

16. PART IV
HIRING AND
ON-BOARDING
STRATEGIES

17. 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

18. 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

19. 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

20. 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?

21. PART V
MANAGEMENT
TOOLS

22. In
Conclusion…

23. 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