| Most executive recruiter training on the market does | | | | predictors of revenue production. |
| an outstanding job covering technique, such as | | | | What you need to Know |
| negotiating, taking better job orders, attracting | | | | The recruiting firm owner needs to know their |
| candidates, use of technology, etc. My favorites are | | | | average fee, the ratio of first time interviews to |
| Danny Cahill, Charles Wadlow, and Peter Lefkowitz. | | | | placements, the number of search assignments or |
| You can not go wrong with any of the above. | | | | job orders to placements, and ideally the number of |
| However, the biggest weakness in the market for | | | | candidates the recruiter needs to speak with to find |
| recruitment training is the area of management and | | | | one qualified and motivated to go on an interview. |
| leadership. Many of my clients express frustration of | | | | With the data your recruiter training can not only |
| how to grow their firms from typically a one to four | | | | focus on the techniques needed to become |
| person firm They want to scale to an organization | | | | proficient, but, the amount of actual activity each |
| producing in excess of two million dollars per year, or | | | | recruiter needs in a given day, week and month to |
| about ten to fifteen employees. | | | | be successful. If the recruiting firm owner can visually |
| The Challenge, get to know the unknown | | | | show the new recruiter the EXACT number of calls |
| The biggest challenge for these individuals is leaving | | | | needed on a daily basis he/she will know quickly if his |
| their role as a producing, billing manager. Their other | | | | new hire is on "track" or not. Quick coaching and |
| challenge is a lack of clarity around what their role | | | | mentoring in areas that are deficient will increase |
| should be in growing the business while mitigating the | | | | performance and retention dramatically. |
| risk of not producing. To "cross this bridge" from | | | | Lastly, being in full control of this information allows |
| billing manager to non-billing manager, the recruiting | | | | the recruiting firm owner to manage his entire |
| firm owner needs to master the metrics of his/her | | | | business to these metrics dramatically increasing the |
| business in order to be able to manage the key | | | | likelihood of building a scalable business. |