Award winning & No1 rated growth advisor to the recruitment sector. Accurately opinionated commentator and champion of the SME Rec Space. Founder of RDLC & RecCeleRated
At one stage, Friday was known as deals day. Now it’s a morning of half-hearted sales activity followed by an early finish.
As far as I’m concerned, adding efficiencies and building automation into the front of pipelines hasn’t driven productivity – it’s caused it to stagnate. People are doing the same amount of work in less time, as opposed to using the time they’ve gained to accelerate performance.
If you keep automating duties with rec tech and reward the individual, it’ll only serve to reduce the amount of effort employees are putting in. There’s almost no impact on the age-old £10k-12k average per person per month.
Madness – but it’s easy to see how business leaders fall into these traps. The ‘work-life balance’ excuse has distorted our understanding of business sense vs lazy leadership.
Want to truly get staff onside? Become a better leader…
If you’re doing so well that you can afford an afternoon of no business, then you’re at threat of capitulating to laziness. The world can change at any minute, and if you don’t have a tight grip on your work ethic, all that hard work can be easily undone.
I’m not adverse to an afternoon off based purely on exceptional effort over the week – but it shouldn’t be the norm. Technology is no alternative to hard work.
The pursuit of this so-called work-life balance burns through money. I understand why those without the ability to grow a meaningful business will rely on such a narrative, but the cost of an early finish at the expense of culture remains the same.
Vary your approach
I have to admit, I do kinda love these moves to condense the working week – where businesses have nailed their processes so well that they can cover five days’ work in four.
But I’m not convinced all these companies are genuinely capable of doing that. I personally believe there’s just an epidemic of recruitment leaders who secretly want an easy life.
If you know your organisation is filled with hard-working employees, change your approach so that they enjoy what they do (even on a Friday afternoon). Successful people lovebeing at work. That’s the real work-life balance.
Incorporate tech the right way
Embracing new software motivates employees in recruitment just like it would in any other industry. Provided it truly helps them in their careers, you may find yourself changing their lives – and getting rid of their longing for an afternoon off once and for all.
Technology that automates certain procedures or dramatically reduces the amount of admin they perform can help your staff bill £20k monthly on average. It should not rid them of opportunities to earn.
Embed each tool you employ with an internal process. Teach staff how to use it (don’t make it ‘an option’) and leave no room for a lacklustre alternative. Ensure they know the benefit of every rec tech investment you make – that way, you’re not paying for every brand-spanking-new piece of kit on the market.
Ultimately, provided you stay energised and sustain a clear vision, people will want to be a part of your story. Using ‘employee benefits’ in place of creating a great working environment is cheap and your staff will soon sniff you out.
At RDLC, we can help implement methods that really stimulate your team. So, if you’re interested in incentivising staff without creating a hole in your pocket, email email@example.com.
Recruitment’s No1 rated & award-winning NED & advisor, accurately opinionated champion of the staffing sector. Co-Founder of Europe’s No1 Recruitment Leaders Network. Chelsea, Tennis, Golf & Fun…
People say it flippantly, but every day should be a school day. Thinking otherwise means you’re stagnating and destined to peddle the same old shit over and over again.
That doesn’t have to be the case.
With the support of experienced mentors and the people around you, recruitment leaders have the tools they need to capitalise on new trends and increase their market share.
Don’t believe me? Let me break down the benefits of investing in yourself.
Be open to training
I’m not just talking about qualifications here. I’m talking about anything that improves your capability as a leader. Training from a mentor. A few hours a month with a business coach. You should never see yourself at the peak of your operating power – you know what they say about those at the top. Instead, look for opportunities to develop every chance you get.
Let’s say you’re not confident with social media. Research mentors within the industry and make a note of what they’re doing. Consider courses that offer workshops or identify a coach who has a big following. If it takes an employee to recognise your weakness, it’s already too late – so be proactive.
Know your networks
Only heed counsel from your own voice, and you’ll turn into an echo chamber. But joining a group of like-minded individuals doesn’t have to be a backslapping exercise. It should provide an insight into what works for others as well as present an opportunity for referrals. A recruitment network keeps you plugged into industry news and legislation changes.
Even your personal network can become a treasure trove of resources. Friends in other sectors can advise you in areas of leadership or put you in touch with businesses looking for a recruiter with your niche skill set. Don’t limit yourself to your own expertise. Always be open to listening and improving.
Don’t forget the basics
Being a business owner leaves little room for self-gratification. Usually, in the early days, your self-esteem and business success tend to go hand in hand. That’s why it’s so important to focus on your wellbeing. Make sure you’re managing staff without your mood getting in the way and take the time to indulge your personal health.
The same is true of finances. Financial anxiety often leads to poor wellbeing. It’s a topic that needs to be talked through frankly and realistically, otherwise your business will start to nose-dive. Personal networks can help here, but pride often holds you back – making an investment in a third-party advisor all the more beneficial.
Start being selfish
I genuinely believe in the benefit of a mentor. I lovetennis, which is why I pay for a coach three times a week – ditto with golf. I know it makes me better.
Professionally, I’m still building my expertise and development practices from being part of the RDLC. Fact is, I’ve easily learnt as much as I have shared in order to remain on point.
So, what’s the right self-investment amount? It’s subjective, but probably £20k/30k a year. £2k a month on making yourself better is nothing. Half a watch!
At RDLC, each individual is committed to bettering themselves andthe industry. We don’t profess to know everything, but we’re dedicated to mutual success. So why not join us? Email firstname.lastname@example.org or visit the RDLC website.
And one of easiest – and free – things you can do to support your learning is watch the new RDLC video Education Series running through August, intro below:
Recruitment’s No1 rated & award-winning NED & advisor, accurately opinionated champion of the staffing sector. Co-Founder of Europe’s No1 Recruitment Leaders Network. Chelsea, Tennis, Golf & Fun…
It’s better to do nothing than be vanilla on social media. Simply regurgitating industry news and age-old wisdom will make you invisible – not interesting. On the flip side, daring to voice an honest opinion will make people stop scrolling and start noticing.
I recently did a piece on internal recruiters. By looking at some of the comments, you’d think I went around their house on Christmas Day and pissed on the tree. But it wasn’t clickbait. I believed in it.
I didn’t shy away from the comments either. Vocalising your opinion and then deleting it after a fallout is even worse. There’s a benefit in being outspoken – so long as you keep your values intact.
Here’s why you should speak out on social media:
Stand for something
You can’t run a business if you’re scared of your own shadow. It’s the kind of thing clients will pick up on. And if they can’t value your opinion, you can’t build meaningful relationships.
Similarly, if you’re starting a business purely to make yourself famous, talking shit about the market rather than making a difference to it, chances are it’ll fall flat. You’ll get people like me calling you out.
Your business needs a purpose – besides trying to survive till next week. The CEOs who tend to get the most respect are recognised for their vision. They know how they’re going to achieve their goals and every word that leaves their mouth is ‘on brand’.
I want this industry to do well, which is why I celebrate those that can influence it. But don’t forget whatever it is that you stand for, don’t take yourself too seriously.
Don’t be a contrarian for sport
Personally, I’ve always felt that being contrary for its own sake makes any point of yours redundant. But trying to please everyone won’t work either. Being vanilla makes you just another one of the recruiters – so to stand out from the crowd, you have to strike a middle ground and know your audience.
Everybody’s petrified of alienating a single lead from their CRM – God forbid they unsubscribe. But the thing is, people have thousands of hiring managers on their system and you’ll only ever deal with a hundred a year.
So, put content out for the hundred who are engaged with you. Maximise your business with them and consider any more as a bonus.
There’s no shame in honesty if it resonates. I’m not advising you to be antagonistic – but saying things that are a little left field draws eyes on social, so play about with your message.
Remember, having fun gets your marketing done. As long as you’re voicing genuine values, you’ll get traction on your posts.
I use social to communicate with business leaders that are interested in innovating in recruitment. As far as I’m concerned, anyone who’s upset about my thoughts on the industry is unlikely to sit within that audience.
But for those that do want to make a difference, I want to hear from you.
Email email@example.com or visit the RDLC website today, and we’ll set the world to rights.
What will the next revolution of staffing be? I’d be interested to hear your thoughts but, as far as I’m concerned, it’s hiring on competency.
More and more companies are choosing candidates based solely on their ability to learn. But is the rise of competency-based hiring a micro fad, or is it the direction of recruitment as a whole?
Here’s why I think it’s got legs….
No more role requirements
Employers are increasingly prioritising a candidate’s “gift” or “knack” over skills, experience and qualifications. And it’s going to build faster and stronger teams.
Don’t get me wrong, business owners will always want the option of best-in-class quick fixes, especially when going out for contractors.The freedom of hiring people who take full accountability can never be underappreciated.
But replacing role requirements with character preferences is the best way to secure top talent. I mean, ‘Must have worked with .NET for two years’ sounds closer to a theme park ride restriction than a measure of ability to cut code. Bin it.
Changing client expectations
Clients want candidates who demonstrate aptitude. The skills gap is placing pressure on businesses to grow talent in-house, and with such strict restrictions on hiring, it’s easy to see how tech wages have skyrocketed.
Should competence-based hiring turn out to be more than a fad, start-ups will get wise to the shift. Needing to be resourceful, they’ll consult recruiters that are conscious of emerging talent – talent just shy of the credentials to succeed currently.
I’m even seeing signs of a C-change in my home for God’s sake… My daughter will soon be off to university, and I’ve stressed that by the time she’s seeking employment, most organisations will look at her range, scope, agility and overall value – not experience.
The linear career path is dead. Long live multiple roles and varied promotional trajectories! That’s if permanent jobs even exist as they do today, considering the impending world of agile workforces and contract-first employee models.
Shift towards humanist industries
Lastly (the biggest argument for the competence-based hire), we’re prioritising human-focused practices more and more. Let’s be honest, a number of roles associated with post-graduates today will be replaced by automated processes. That’s ignoring the retail and factory positions which will soon become obsolete.
So, it should surprise no one that, in a world where automation threatens manual workers, the value of human-focused vocations will increase. It’s starting already at university level. Psychology is currently ranked as the 57thmost useful degree, but in 2024 it’s predicted to be 5th (hence why my daughter will be reading it)!
The schools are preparing for this; we’re seeing more and more classes across Europe based around self-developmentin order to help develop competencies. The latest generation of workers are being made aware of the skills gap, and a shift to competency willundoubtedlybenefit them.
Personally, I don’t think you can deny that this is more than some micro-fad… Soon, word searches won’t work. Tech checks will be subjective. So, my questions are:
Are you seeing it?
Do you know anyone implementing competency-based hiring and found it to work?
And are any of your recruiters (internal or external) considering this approach?
I really want to hear people’s opinions on this. RDLC is always looking for recruitment business leaders innovating in the sector. Give your standpoint in the comments, email firstname.lastname@example.org or visit the RDLC website.
Congratulations on exiting your business (recruitment or other). A reason to celebrate indeed given how few manage this neat trick.
So, a heartfelt “nice one”!
You’ve now entered the upper echelons of the Business Hall of Fame. Your ‘moment of success’ has placed you within a ratified group of leaders. In fact, your Liam Neeson skill set has seen such acclaim that people dream of leveraging from your experience.
Your next role should be as an advisor, or even a NED! Or not…
The majority of advisors offer nothing but a profit vacuum – and trust me, I should know. Business success does not equal preaching prowess. Advising is a skill that needs to be developed and nurtured, it isn’t inherited, and one wrong move dismantles all the hard work before it.
Lately, I’ve seen a rise in these false prophets, so today I wanted to breakdown what it takes to be a valuable NED.
Leadership doesn’t equal teaching talent
Receiving board questions doesn’t translate to asking them. You can’t parrot queries you were once asked; you need to understand the context behind each question. It’s about having the foresight to see long-term implications of wider business decisions.
Helping a company you don’t know, define andrefine a plan requires a different methodology. I’m not diminishing overnight business success - you’re still a cut above the rest – but that doesn’t make you a guru.
Sure, a meaningful provenance can be your brand, and you’d be right in thinking that no one in their right mind would follow someone without believing they’re a catalyst for change. That said, think about how you can practicallyhelp someone progress.
Aspire to inspire
I’ve seen some ‘advisors’ make £35k for regurgitating the equivalent of fortune cookie wisdom. Others I’ve heard request three days a week (no seriously) to sit with your sales team to develop their ability.
Supporting the development of a team, is not the same as nurturing a boss. There are different dynamics at play, you’re not leading, you’re helping owners to express and develop strategy.
If you’re a quality NED, your aim is to make recruitment business owners ‘shift right’. Forget past victories, offer useful support wherever possible instead.
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Know your service
Refine the exact offering you’re presenting to businesses. For instance, my bag is driving sustainable growth and gaining market share. Narrow your angle and confirm where in the journey they are. Whether that’s:
Once the business has legs, it’s easy to hook them up on exit or M & A trails. Just be confident in your area of expertise and help drive the industry forward.
Ultimately, if you’re all about the money, advising is the wrong move. NED’s are often short-term so don’t expect shares – you’ve done nothing to deserve them anyway.
Me, on the other hand, my services are half the market rate, but I live and breathe recruitment. And currently, I have countless roles and opportunities for enthusiastic individuals.
In fact, I want to get evangelical about the unsung industry heroes, so if you’re a born leader and haven’t become a recruitment dickhead, email email@example.com I would love to hear from you.
Early in my career, I recognised the value of solution selling and developing "products" in recruitment was, back then, truly stand out!
Midway through my career, I struck "productisation" gold, by leveraging a deal Bill Bottriell (god), did with paper advertising, and I started sourcing and delivering first-time contractors.
Persuading businesses to employ "box fresh" but exceptionally qualified talent as 1st freelancers! was a skill. However, the way we wrapped it up into a product (service, solution, price), acted as a catalyst for substantial global growth.
... this is what a product suite can deliver. But even if you simply just listen to your clients and candidates, you can raise your game and take your business to the next level without a major shakeup.
One of my pet hates is that, too often, people list what they can – supposedly – do, but deliver nothing with creativity or innovation #YAWN.
Social media is full of empty promises about … developing services that are just boring iterations of what's always been done; with just a cosmetic paint job!
My opinion? Recruiters should offer services that actually make them unique and embrace fresh ideas that position them as an answer to clients woes – especially if you're a step ahead of them realising their real issue!
An insight into how
Find a problem
Productising is a chance for you to be creative, different and new. Don't list basic buying options; be compelling! Describe what you do best in a way that warrants your clients' investment, trust and belief.
Think of your client's challenge in a specific arena: the need to hire killer perm talent; to light up their dull employer brand or to deliver sophisticated and complex programs – not just hire warm bodies.
The list goes on, and talent acquisition partners (recruitment agencies as we were once labelled!) can deliver innovative fixes - way ahead or dry internal recruitment teams!
There are loads of other benefits to presenting a "smart" product suite - internally, by pre-empting your client's sales objections you're on the front foot, where your staff can predict the challenges and perfect their pitches. This approach means you can train newbies to be brilliant faster, and it's way more interesting than filling jobs, blah blah blah!
Market your solution
Whatever your approach, if you can't explain it, no one will buy it. You need to document your process. Again, if you can't draw it, no one will be able to understand it – so be infographic-led in your comms.
Build and test your solutions, and then start shouting about them. Testimonials are okay but are only persuasive from leaders who are respected in your client's niche.
It's the way you go about selling a product that matters, and aligning you, your brand and values. It's a grown-up sales process but it's marketing-driven.
Once you've got your offering firmed up and everyone's singing from the same hymn sheet, engage with the broader market.
Make sure the finished product suite POS is 100% right, in your tone of voice and pulls all the right buying triggers. Do not compromise!
This suite of products will give you amazing marketing content, event topics and a chance to really stand out. Create advocates (not the same as testimonials) and watch how this makes you fly.
Interested in productising like a pirate? Email firstname.lastname@example.org now or visit the RDLC website to instil ideas that stimulate stagnating clients.
As the old saying goes: ‘give a recruiter an account and they’ll eat for a year, but teach them business development and they’ll eat for life’! Or something like that…
I remember thinking in 1995 that you should make yourself redundant ASAP so you can do the jobs you need or want to do next. It’s still relevant now. Your success should set the tone, but if you’re still the major breadwinner two years in, then something is drastically wrong.
Training your staff to recruit will only get you so far. To really leave a legacy, you need to create restauranteurs, not chefs. When your team start to go out and win their own business, that’s a true reflection of success.
Here’s how to go about it:
Divide and conquer accounts
Split your accounts across the floor, putting two or more people on each. Then set targets that you can measure monthly.
Trusted clients provide an easy stomping ground for untested recruiters and, provided all goes well, you can still booze with the head honcho – depending on spend that is.
Implement a winning methodology
Your success is not scalable or achievable for rookies. The standard you work to is based on your provenance and experience in the industry.
Instead of trying to replicate your approach, build products with clear deliverables and features that answer today’s customer challenges and navigates all gatekeepers. Nail your pitches, then start rolling it out!
Shout loud and proud
Distil your methodology into a marketing plan that gets your name out there.
You’re looking to stand out. So, remember that an idea that’s already being communicated to within an inch of its life isn’t going to be unique. Wear your ingenuity proudly as it gives rookies a fighting chance when making your pitch theirs.
Have realistic and measurable goals
You need one eye on the market at all times, monitoring supply and demand while predicting impact on your target audience.
It sounds overwhelming but building up industry knowledge and identifying client needs long before they can is why companies choose recruiters. Once you’ve nailed this and hit six heads, start working on the business and extract yourself from winning clients.
Ultimately, your job as a recruitment leader is to grow 6 members of staff to 20, and you can’t do this while chasing deals.
Say it once, say it twice, then say it again
Recruitment is hard. It involves repetition, persistence, hard work and repetition – your staff need to understand this.
Sure, it might take twenty calls and five meetings to win ‘the right to trade’. But that’s how you build lasting relationships. Coming to grips with the fact that a ‘no’ is just a ‘not today’ is essential, and it’s your job to teach that.
You’ve probably heard me wax lyrical about billing managers, but remember: while this is your job today, tomorrow you need to be a CEO. Email email@example.com visit the RDLC websiteto map out your success today.
Recruitment’s No1 Rated Advisor, Award winning NED, Founder RDLC & RecCeleRated, Accurately opinionated champion of the Recruitment Sector. Passionate advocate of innovation & change. Tennis, Golf & Laughing
I’m a recruiter at heart. So, I fully endorse any and all methods that result in clients attracting, hiring and retaining talent as and when they need.
But the days are numbered for internal recruiters. Companies’ needs are changing, and agency recruitment is having to evolve to match. Leaders are denouncing relics of the past and embracing a method of recruitment that scales with business objectives.
That method is outsourced in-house.And it’s leaving in-house recruitment in the dust.
The trouble with in-house
In-house recruiters are typically burned-out employees who, frankly, didn’t cut it in the agency world. Barely pitching for one role at a time, these recruiters struggle to compare against the companies that scale the whole market. Their inability to recognise the movers and shakers, or emerging technologies that affect roles, prevents them from being totally effective.
The process of attracting people for a single organisation, where the role is standard (most are) and the organisation is run-of-the-mill, is hardly revolutionary work. That’s why in-house methods are (in the main) mediocre. I mean, sending InMails to people they don’t know on LinkedIn professing to have the best possible new opportunity for them… c’mon.
This is common though! Over the last decade, a wave of companies attempted to build in-house teams. Despite thinking they could cut costs, the market tightened, drying up available talent for key hires and restoring the need for talent acquisition partners.
Why agencies are evolving
Since agencies redefined what recruitment meant, businesses wanted more. Most of the companies I work with now used to be recruitment agencies but have since transformed into talent solutions providers. In-house recruiters simply can’t match their impressive portfolio of products and services.
The traditional agency model is evolving and diversifying – to cater to businesses with high-volume recruitment plans, for example, and address an ever-widening skills gap. Consequently, key hires know their cost. Exhausted internal recruiters are clueless when it comes to what lures these guys in, leaving businesses with subpar solutions.
So in came outsourced in-house. This new kid on the block acts as a welcome middle ground, offering businesses an agency recruiter to work on-site (or remotely if preferred) for a few days a week.
Establishing the middle ground
With this method, recruiters tap into the resources, functionality, drivers and management of a recruitment business while being coached daily on how to attract more clients.
Forget holiday pay, or the nightmare of employees taking annual leave in the middle of a project. With hiring costs soaring (and rightly so) too, the need for enterprises to embrace agency innovation in the shape of new solutions and products just makes economic sense. Hiring a journeyman professing to be a superhero recruiter does not (why else would they give up the dream and take a salary, however inflated it might be?). Now it can cost anything from £10k to £20k for one person to be the resourcing agent and place 2-6 people every month!
But it isn’t just money. Businesses that rely on outsourced in-house are “buying the time” of a specialist – including the use of their latest tools, methods and reach. It delivers the desired outcome, whether through a nurtured relationship with a significant talent pool or wealth of services including Statement of Work projects or even employer branding.
This efficient and proven approach is what solidifies the benefits of aligning with a professional and accountable partner. The choice to outsource in-house has never been more compelling.
Tired of losing clients that want a more hands-on approach? Innovate your firm into the middle ground. Email firstname.lastname@example.org for more advice.
Why is it that, as soon as your staff leave the meeting room, it’s as if a device has zapped their brain and erased everything you’ve discussed? You’ve had a useful conversation, identified the goals and objectives, and still, two weeks later… nothing.
Recruitment entrepreneur Wayne Brophy calls it “The Zappers” – the only possible reason why culpability and commitment miraculously vanish the moment people return back to their desks. For meetings to be effective, you need to ramp up accountability. In other words: inspect, don’t expect.
Want to stop best-laid plans turning into back-slapping exercises? Put measures in place to stop your rousing call to action fading into oblivion. Here’s how…
Keep meetings to a sensible length
Tiring out attendees with painstaking meetings is counter-intuitive. Treading the well-worn path of hour-long sessions only leads to exhausting everyone in the room – and that’s when mistakes happen.
Instead, create an agenda and stick to it. This will allow you to keep meetings brief. Ensure your points are succinct and trim any unnecessary conversation that should be had elsewhere.
Only include who’s necessary
I see this all the time: meetings where every man and his dog are invited to discuss aspects of the business that are irrelevant to half the attendees. It’s a bad habit (and, frankly, lazy management) not to effectively delegate and be aware of your staff’s responsibilities.
Only ask those who have a direct connection to the task – whether they need to complete work for you or oversee it.
Give follow-up instructions
Want immediate action or results? Give instruction! Don’t just let a meeting trail off once you’re tired of your own voice – actually instruct your staff to email ideas and actions back to you.
Clearly define what a good example of the task you’re setting looks like. Specify when it’s due and where the responsibility for each task lies. Then ensure you have the full understanding from the team.
Be thorough and embed the message periodically
People do what you inspect, not expect. That is to say, when you act accountably and don’t blame inaction on employees, you get better results. So, make a note in your diary to chase the relevant team members. Don’t let people fail you: it sets a dangerous precedent. Once completed, make another note to check again in three months.
This is management done right. You’re embedding the correct process into their heads through due diligence checks.
Following this process works for meetings of any subject – whether you’re building out pitches, tackling objections or even covering compliance and marketing.
Eventually, your team will cease to invest energy in finding shortcuts and recognise you’re going to hold them to their word. The people who bring value to the table will flourish and you’ll shed passengers – leaving the rest to enjoy the fruits of their labours.
Want to turn meetings into well-oiled machines? Email email@example.com or visit the RDLC website! At RDLC, we turn delegation into an art. With our help, you can too.
Recruitment’s No1 Rated Advisor, Award winning NED, Founder RDLC & RecCeleRated, Accurately opinionated champion of the Recruitment Sector. Passionate advocate of innovation & change. Tennis, Golf & Laughing.
Recruitment is facing its biggest challenge: shifting from bums on seats to consultancy. This is not evolution, but revolution, and as a business leader, you need to embrace where the market’s going and adapt to Business 3.0.
We’re not the only ones going through this transition. Everyone’s having to compete online and adjust to modern customer needs. The point is figuring out what this looks like for recruitment.
In order to innovate, don’t listen to old hacks (we don’t). They offer nothing to recruiters and only end up giving themselves a pat on the back. Instead, think outside the box, learn from allforward-thinking companies and build genuine solutions to customer issues…
Don’t focus on the past
There’s very little we can learn from other people’s stories in recruitment. In fact, as far as the Pirates are concerned, hearing how someone got a Porsche after six months of trading (10 years ago!) doesn’t excite our members – that’s just LinkedIn fodder.
That’s why Dean and I have always championed the aggressively disruptive, regardless of industry. We get it. Business leaders who lean upon academic theory and blend that into their practice are useful – not dinosaurs unfamiliar with today’s challenges.
Look to the business anthropologists, web psychologists, automation experts and futurologists. These guys are saying the things that reallychange the way you work. And I guarantee that your competition won’t be identifying these trends till much later.
Challenge the theory
Success in recruitment doesn’t equate to the number of business books you’ve read. At RDLC, we expose the often contradictory theories and debunk the myths that overcomplicate them. It’s also important for leaders to recognise useful ideas outside of their sphere, gaining a clear understanding of actionable insights in the wider world of business.
We want to see individuals transform ideas they’ve come across and use them as a springboard for success. In fact, this approach to learning is exactly the style we encourage and highlight at our Global Recruitment Summit in Ibiza. The themes we cover there match movements in our members’ businesses. It’s designed to help the network embrace change and self-regulate.
None of the above means that our members aren’t innovative on their own accord. In fact, many recruiters don’t give themselves enough credit for their forward-thinking approach. We’re already successful cash cows with a meritocratic structure. We now need to keep seeking business betterment.
And that comes from networking. Organisations want recruiters in the room because we’re agile and do things right. Recruitment business leaders can add value to other networks and gain insights from them to impact their company.
Email firstname.lastname@example.org to start taking notes from the movers and shakers in all sectors – and see why RDLC is the only network to support you at every stage of your business growth.
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