Welcome to our February newsletter
This is our February newsletter featuring a mix of industry news, helpful information from recruitment industry experts, tips to help you improve and grow the profitability of your business and, of course, lots of news from ourselves at Recruitment Matters International about our training courses, products and services.
We start off with news that, in a recent government announcement, 'Time to Train' regulations are not to be extended this April to employees of SMEs.
The right for employees to request time for training to aid skills development has been available to employees of large organisations with 250 or more employees since April last year.
The government says that following a recent consultation with a range of businesses and employee groups, ministers are taking further time to examine the potential impact of the regulation on smaller firms.
Further Education, Skills and Lifelong Learning Minister, John Hayes, says "It is vital to the economy and individuals that everyone has access to the training they need. That is why we are investing in apprenticeships, protecting adult and community learning, and freeing colleges to respond to local needs.
"But it is also vital that the right balance is struck between support for training and the need to minimise the burden of regulation for smaller companies. We have delayed implementation to allow further, thorough discussion, scrutiny and evaluation."
In encouraging news for recruiters, more than nine in 10 employers (94%) are planning to increase or maintain head count, according to the latest Recruitment & Employment Confederation's February Jobs Outlook.
So if job prospects are likely to be on the up, how do you encourage your brightest sparks to stay with you and not jump ship? Well, in a recent survey by CBSbutler, almost two thirds (64%) of managers feel that bonuses and reward-based pay is the most effective employee benefit for retaining staff.
There is more on both these topics later in this newsletter.
We'd be very interested to hear your views on one somewhat controversial article, in particular, this month. According to Robert Craven, MD of Directors' Centre, all the recession has done is highlight the vulnerability of those businesses which would have gone bust anyway - discuss..!!
In another article on career motivation, according to Ian Gooden, COO of Chiumento, their latest research titled 'Riding the career carousel' explores what matters most to people at work, the premise being that no matter how well qualified or skilled someone is they will only deliver optimum performance if they are motivated to do so. While we all want a lot of things from work, their new career motivation model places over 90% of individuals in one of five primary motivation groups. Fascinating stuff..
This month, our 'Marketing Mentor' Alastair Campbell shares his advice on setting clear long-term business goals and never losing sight of them.
Our own trainer & MD, Warren, has two tips for you - one on minimising the amount of wasted call backs you make, and the other emphasising the importance of mental and physical preparation before engaging in key business activities such as making client or candidate calls.
We have another extract from Greg Savage's popular blog which endorses Alastair's mantra of sticking to your core competencies.
We've also got the next in a series of contributions on SEO advice from eBoss Solutions MD, David Lyons, this month on converting website visits into tangible enquiries.
Here at Recruitment Matters, for the latest on what we have got lined up through to May, including news of a new training course, please read our news section which is just before our current training schedule.
We very much like this to be an interactive newsletter and we welcome your comments and feedback and will be happy to feature your contributions on important industry issues and your advice on how to improve the success and professionalism of our marketplace. As you now know, in return, we show our gratitude by featuring a link to your company, as a contributor to this publication.
We at Recruitment Matters International have a simple underlying philosophy to everything that we do, and that is, by helping each other to improve, we all stand to benefit in this large, dynamic and ever evolving industry.
Please send your potential editorial contributions to ken@recruitmentmatters.com.
The 'Marketing Mentor' - Marketing Advice for Recruitment Companies
Contributor: Alastair Campbell, The Marketing Mentor Programme
Begin with the end in mind
How do you see your recruitment company develop over the coming 5 years? It's a good idea to think about how you want your company to develop - and then plan accordingly. If you look at the most successful companies it is clear that they have not just 'happened'. They have been planned in the same way that an architect will build a skyscraper or a cathedral. Whilst it is rare for the managing director of a company to know exactly where they want their business to end up, they usually have a clear vision of the type of customer service they wish to work with, how the structure of the business will be built and the specific areas of recruitment that they want to grow into.
Imagine if you were to build your own house. You wouldn't just ask the builder to deposit several tons of bricks, wood and concrete in some spare land and then decide how the house was going to look. First of all you would decide where the house was going to be, then you would decide what the house would look like, how many bedrooms, different aspects around price and specification etc. Building a business should happen in exactly the same way. First of all you plan the aspects of the business on paper - then you work on making them come to life.
Some businesses are built around one single powerful idea such as 'a car on every driveway in America' which is how Henry Ford saw the Ford motor company when cars were very much the preserve of the super wealthy. He used this simple and singular vision in the early days of the company to drive everything that he created. For Ford, it was about improving production techniques and making cars cheap enough so that they could be enjoyed by the majority of the population. Whilst, at that time, even he had no idea that cars would have become quite so popular worldwide or indeed of the many advances that would happen to the technology and engines, this strong vision was enough to drive his business and the entire car manufacturing industry forward.
If we do not have a compelling vision for where our business is heading, then how can we expect our staff to follow us? How can we expect to communicate with passion and enthusiasm to our customers? Every great business usually starts with a simple idea and a strong vision to drive it forward. So decide now where you would like your company to go. Are you are looking to sell your business in 10 years time? Are you looking for it to provide comfortable regular income with minimal fuss? Are you looking to pass it onto your family one day? What type of profit are you looking to take out of the business? What sort of turnover are you looking for? Which markets do you want to operate in? Which parts of the country do you want your offices to open in? These are all important questions to consider even in the very early stages of running a business. They will help you overcome difficult decisions and make you focus on what the business really should be about - for you.
Without absolute clarity for what you want your business to be, it becomes all too easy to do what other people suggest, and end up forming a company which grows in a direction that you do not want it to grow in. Or, perhaps worse, it has its growth stunted from lack of vision. Be clear from the beginning - but, of course, be flexible when opportunities arise. Trees grow in one direction, but they are flexible enough to bend with the wind. Stay flexible so you are able to make the most of relevant opportunities - and turn down ones which are ultimately going to take you further away from your final destination.
Alastair Campbell is MD of The Ideal Marketing Company and author of The Marketing Launchpad available from Amazon. He is running a new one day seminar in March called '101 ideas to grow your business.' See www.idealmarketingcompany.com for details or call 01858 44 55 43.
Are you converting your website visitors?
Contributor: David Lyons, MD, eBoss Solutions.
|
Last month we talked about best practices on how to select the best keywords for your site. This month we discuss conversions and how to get the best from your visitors to your site.
Often the emphasis is on getting more and more traffic to your site to increase your business. Whilst this may sound true, i.e. more traffic equals more business, there is a lot you can do with your existing traffic. Let me explain. Let's say, for example, your website gets 1000 visitors a month and from those 1000 visitors you receive 20 enquiries. That's 1000 people who 'walk' through your shop and of those 20 make an enquiry, giving you a conversion rate of just 2%. What if you knew the steps to take to improve your conversion rate and you started to get 40 enquiries? That is a 4% conversion. So, with a little bit of work on your site, you could double your business enquiries without increasing the number of your visitors at all.
How do we do this, I hear you ask. There are a number of ways to increase conversions to your site.
Research tells us that when visitors look at a site for the first time, they want to find out in the first seven seconds what exactly your page wants them to do. Does it want me to leave my email address, make a call, watch a video or download a free report?
And, in the case of a candidate, does the page make it inviting for me to apply for a job, upload a CV or call you for a chat? It is most important that the visitor receives clear direction within the first seven seconds. Confused visitors do not make enquiries. To increase your conversion rates, be specific on what exactly you want your visitors to do when they arrive at your site. Once you have this clarified, you can begin to make the small changes that make a big difference to your business.
Do you want a free appraisal on how to increase your conversions? - simply visit our home page and click like on the facebook icon. Then email with your website address and what it is you want your visitors to do when they land on your page. We'll contact you with some suggestions as to how you can improve your conversions.
Next month we discuss how to drive more visitors to your website.
©2011 David Lyons. Contact david@eboss.co.uk or call 020 7183 0675.
Would you run a race without a warm-up?
Imagine you've trained all year - and it's the big 100m race. You've put the work in and are quite confident. Would you turn up on the day, stroll around and take your tracksuit off 30 seconds before the race, get into your blocks and then run? No, of course not. Mentally and physically you will be under prepared - at best not do yourself justice, and at worst, do some serious damage to your future progress in your chosen area of expertise.
So, let's transfer that into our world. How often do we phone a client without full preparation or make a headhunt call without "warming up" with one or two contacts first where we know the call will go well? Will "It's just a catch up call" or "I'm just touching base" type of introductions really do justice to the reason for and get you the right reward from your calls?
And when you start taking that into account it applies to so much of what we do. For example, when you are writing adverts, cover notes to CV's and so many important emails or tenders. Warm up - writing is the same as talking - you have to get your brain in gear. Think about it, on the other side of the coin would you want to read a stale advert or a "samey" cover note? Go on… 10 minutes warm-up might just get you first in that all important race against your competition.
This article was provided by Warren Kemp, MD and lead trainer of Recruitment Matters International - follow Warren on Twitter http://twitter.com/WarrenBKemp . For more information, visit www.recruitmentmatters.com or email info@recruitmentmatters.com
Employers plan to maintain or increase headcount
More than nine in 10 employers (94%) are planning to increase or maintain head count, according to the latest Recruitment & Employment Confederation's February Jobs Outlook.
The research also shows that 86% of employers plan to either keep the same level or increase their use of agency staff. While long term, 35% plan to increase their temporary workforce compared to 22% a year ago.
Roger Tweedy, the REC's director of research, says "It is a very positive sign that private sector employers are continuing to look to temporary staff to offer them flexibility while there is still concern over the UK economy. This trend also ties in with the latest findings from our 'Report on Jobs', which shows demand for staff at its highest level since June last year.
"Feedback from public sector employers suggests that they are reconfiguring their resourcing in the readiness for growth."
Speak to your clients, not their voicemail
How many call backs are in your diary right now?
Yes, I thought so!
We've all done it - had a conversation with a prospective client and at the end, just delighted to still be talking with them, we say " Great, thanks Brian, let's talk again. I will diarise a call in a month's time, speak to you then."
So in it goes in our diary for the same time next month. Only we don't know whether they will be available then and as it was a "speak soon " type of agreement which they haven't thought about either. And, even then, a monthly call may be too frequent or infrequent.
So what can we do instead? Try this:
"Thanks for the chance to speak with you Brian, I hope we can build on that and I'd like to be a source of good market information for you in the future. How often would you suggest that I contact you?" (Answer: 'every 6-8 weeks').
"That's great, tell me are there any days of the week better than others to get you and any days I shouldn't even try?" (Answer: 'Tuesday & Wednesday are best - don't call Monday or Friday.').
"That's fine, and when I do call on those days are there any better times of the day to get you, as the last thing we both want is me leaving a voicemail message and then the pair of us playing telephone tag?"
Of course, it won't work every time but I'm absolutely sure that it reduces your call back rate dramatically - you will be calling at a frequency they enjoy and it will escalate your relationships.
Warren Kemp is MD and lead trainer with Recruitment Matters. For more tips, advice and information on Recruitment Matters visit www.recruitmentmatters.com/free.php, telephone 0800 0749 289/ +44 (0)1945 461561 or email warren@recruitmentmatters.com. Follow Warren on Twitter at http://twitter.com/WarrenBKemp
Bonuses are most effective for staff retention
Almost two thirds (64%) of managers feel that bonuses and reward-based pay are the most effective employee benefit for retaining staff.
That is according to an online survey of senior managers carried out by technical and engineering recruiter CBSbutler through its monthly Bulletpoint management newsletter.
Just over a quarter (27%) believe pensions are the best benefit for holding on to employees. Interestingly, and perhaps worryingly, not one respondent valued lifestyle benefits such as gym memberships a worthy retention factor.
David Leyshon, MD of CBSbutler, says: "I believe the best way to motivate staff, particularly in the recruitment sector, is by using bonuses and reward based pay. However it is very important that managers do not put emphasis on rewarding only hard financial targets at the expense of other qualitative skills such as team work, managing change, problem solving and customer focus.
"By linking financial rewards to behaviours, recruitment companies can lift performance across all business departments. In our case it has already led to considerable improvements in team work and customer service."
Why the recession has been an entire red herring
Contributor: Robert Craven, MD of Directors' Centre
All the recession has done is highlight the vulnerability of those businesses which would have gone bust anyway...
Here comes my tough love bit: businesses that go bust deserve to. Most of them run out of cash because their 'business model' (whatever one is!) is not sustainable. You don't need a doctorate in business to figure that one out.
Yes, there was a change in circumstances. Yes, there was some bad luck. Yes, the toast landed butter-side down. But basically they ran out of cash. Here are the last four stories that were told to me, which are all very emotional and sad stories:
- The demand for hotel rooms collapsed
- The best customer went 'pop' taking you down
- The bank decided it felt too vulnerable and wanted its money back
- A bigger, better, cheaper competitor set up next door
The theme is consistently similar: "We didn't see it coming...", "No one told us...", "We ran out of cash..."
There are no guarantees
All the recession has done is highlight the vulnerability of so many businesses. These were rocky businesses but their precarious position is disguised (or camouflaged) in a growing economy.
Healthy, unhealthy or simply not unwell?
The opposite of a healthy person is an unhealthy person. But not being ill is not the same as being healthy. Loads of people are simply 'not unwell', just surviving. And so it is with businesses. The opposite of a healthy business is an unhealthy business. But not being unhealthy is not the same as being healthy.
So how about your business? Is it:
a) Unwell?
b) Not unwell?
c) Positively healthy?
I suspect that there are many businesses out there that are simply "not unwell" - getting by and not being aware of just how tenuous the line between life and death is. And, I'm sorry, but here comes some more tough love!
I am afraid that being "not unwell" is not good enough. You've heard the following before: There will be a shake-out in every industry. Only the fittest will survive. Too right!
I am simply astounded at the sheer audacity of people who run average, mediocre, run-of-the-mill, me-too, lookalike businesses and seem to expect to make a living. They think they are owed a living because they work hard and are "in business."
Actually, the businesses that are doing well are simply doing the basics but they are doing them supremely well. And what do I mean by the basics?
Well, I am not going to tell you.
If you don't know what the basics of running a business are then it is already too late. You are part of the "not unwell" and are about to join the living dead. The mere fact that you expect me to tell you what the basics are scares me to the core. How could you be in business and not know what the basics are? Ahhhh!
Clients don't only want resumes, they want insights
Contributor: Greg Savage, The Savage Truth blog
Great recruiters need to understand their industry, their company, the competition, and the business environment for the types of people they place. You need to be a mile deep and an inch wide!
I find that recruiters are easily seduced. In fact, truthfully we can be a bit tarty. A client wants help with a hire that's outside our area of expertise and we jump right in. And then we find we don't have the skills, knowledge, or connections to do a good job. We waste time, we get frustrated and we actually risk damaging our client relationship, when actually we were trying to go 'above and beyond.'
And think of the opportunity cost of working in areas we are unlikely to ever revisit. Interviewing candidates we are never going to place. Successful recruiters are specialists. They know a niche and they work that niche.
Specialisation is critical because it creates a perception that the recruiter is a recognised industry expert. That is absolutely key if you are serious about this business. This expert status appeals to both prospective clients and candidates. We all want to deal with an "expert" right?
Furthermore, it gives recruiters instant credibility with passive candidates, which will be increasingly crucial. Clients are already seriously questioning the value of our fees. We have to elevate ourselves to a trusted advisor relationship.
And for that to happen we must not dabble.
Don't allow distractions.
Go deep.
About The Savage Truth. Based in Australia and written by Greg Savage, The Savage Truth is a resource of insights and ideas for anyone interested in recruitment and staffing. To contact Greg please email:gsavage@aquent.com
Riding the career carousel
Contributor: Ian Gooden, COO, Chiumento
Money talks to fewer than one in five workers, with most rating workplace culture as the main motivator according to Ian Gooden's new retention research.
All the signs are that the traditional career ladder has had its day. Flatter structures mean fewer managers. And with lower staff turnover a reality and longer working lives on the horizon, those remaining manager jobs are going to be freed up far less often.
Careers are more likely to be a ride on a carousel, with moves up, down and sideways. As a result, employers need to look again at what really drives people at work. The key task for HR professionals is to identify exactly what will motivate employees to deliver their best in our new flatter world.
Our latest research, Riding the career carousel explores what matters most to people at work, the premise being that, no matter how well qualified or skilled someone is, they will only deliver optimum performance if they are motivated to do so. While we all want a lot of things from work, our new career motivation model places over 90% of individuals in one of five primary motivation groups.
Socialisers
For Socialisers, what an organisation does, how big it is or how well known it is, come well down the list of career energisers. Rather, they are concerned with culture - in particular with their relationships with colleagues and managers. So basing your recruiting strategy on scale, reputation and product/service brand could leave them cold.
According to our research 41.3% of UK workers are Socialisers. Women are around 1.5 times more likely than men to show this as their primary career motivation group. Half place themselves in this group as compared to just over a third of men.
Above all else, Socialisers need to enjoy what they do. A big part of that is being in a team they love working with. In fact our research suggests that Socialisers probably associate themselves with their immediate team much more than with the organisation as a whole.
From an engagement perspective this means the hard work has to be put in at local level. Socialisers judge their employer by how it treats them and their immediate team.
Achievers
Achievers make up around 8.5% of the UK workforce with men slightly more likely to fall into this category (9.3%) than women (7.6%). They are driven by the need for personal and career growth. They crave change and relish the opportunity to take on new and stretching challenges. They want constantly changing tasks and challenges - and quickly become bored if this need isn't satisfied. They also expect a clear career path and will sometimes see personal growth as more important than immediate financial reward.
When choosing employers, Achievers are largely unimpressed with the size and reputation of an organisation. Rather they are concerned by what the employer can offer them personally in terms of training, experiences and challenge. So hiring Achievers requires the process to be highly tailored and candidate-centric.
Protectionists
One in five employees are Protectionists, driven by a need for certainty and security of employment. They have a complex view on this - having a job, on its own, is often not enough. They need certainty about the type of job they have and also the way that it is performed and how it fits into their lifestyle. In general it can be seen as a desire for the 'status quo' - giving a sense of stability and order to their lives.
Around 19% of the UK workforce are primarily motivated by these security needs, a figure that is fairly consistent between men and women. Our research also suggests that Protectionists are likely to stick around - almost 60% say they don't anticipate leaving within the next five years.
Work-life balance is their number one priority - just marginally ahead of overall job security. This is reinforced by the clear message that many choose their jobs to fit around their lifestyle, which perhaps explains why having a clear job role is so important to them.
Materialists
Money talks for fewer than one in five workers: Materialists also often need not only to be high but also predictable earners - making them low career risk takers. Overall, 18.4% of respondents rated this as their primary motivation category. Here, there is a big gender difference. Men (22.9%) are almost twice as likely as women (12.0%) to be Materialists.
Perhaps unsurprisingly, over two thirds of materialists (67.1%) are employed in the private sector - contrasting starkly with just 2.6% who work for not-for- profit organisations. Achievement (such as personal development and challenging objectives) is also of high importance to Materialists. So, any situation where poor (or slow growing) pay is combined with low job security and/or lack of personal challenge is likely to re-focus the energy of a materialist away from your role and towards finding a new job.
True believers
Just 6% of the working population falls into this category. For them what an organisation stands for and the brand come first. True Believers tell us that working for an organisation with the right image is more important than financial reward. Indeed our research indicates they will accept lower pay to get into an organisation that has the right public profile.
Time to act
This research has implications across the HR agenda spanning recruitment, engagement, organisational development and career management.
• Does your candidate management process in these days of ATS systems reflect the personal touch so desired by Socialisers? Do you look at motivation type in the selection process and then use your knowledge to consider how well a person will fit with your culture?
• Do your managers understand what motivates their teams and do they make sure they reflect this in their leadership style? Or do they assume everyone is motivated in the same way as them? Consider building motivational indicators into your employee survey.
• Does your team fit the pattern of the overall UK workforce or are they predominantly Achievers or Materialists? Knowing the answer will help you shape the way you manage your people - for example are you better off investing in team building or skills training?
The research clearly highlights the different approaches each motivation group take to change - from Achievers who see change largely as opportunity, to Protectionists who are likely to see mainly threat. If you are planning to offer voluntary redundancy you need to anticipate that Achievers might be the most likely to volunteer - confident as they are in their value elsewhere. True Believers by contrast will probably be last in line - they love the place so much they want, and need, to stay. The problem is this may not be reflected in the value they bring to the organisation.
The link between engagement and career management is stronger than ever. We need to help individuals re-vision their career - focusing on the realities of work in the post-recession era.
Ian Gooden is chief operating officer of Chiumento and is the author of their regular research papers on key aspects of talent management. The papers are available free to download from www.chiumento.co.uk
Recruitment Matters news
We'll start off by encouraging you to try our new "text a question" service, which is exactly what it sounds like, coming on the back of client demand. We receive numerous emails, calls and odd texts asking us for help and guidance and very often it's a one-off question that can be answered quickly and simply. Hence 'text a recruitment question' has been born. For the price of a standard rate text to 07582 711859 we will do our very best to answer any question that comes in. We've been helping recruiters recruit better since 1998 and are pleased to offer what we hope you'll agree is an innovative way to expand the range of support services available to our clients.
The strong start we've had to 2011 continues with more open course sell-outs experienced in February and in early March - for Successful Head-Hunting again on March 1st, so we've added a new date on March 8th - and also for our one day Introduction To Management course on March 3rd. Our next date for this one is May 4th.
We also continue to experience a significant trend towards many of you investing in in-house training which is something that we enjoy as it gives us the opportunity to develop a greater involvement with our clients. Ideally, do plan a good couple of months ahead if you can. We'll always do our best to accommodate your requirements and don't like to disappoint if we can possibly avoid it.
We're very excited to be launching a great new half day course on 'Selling Executive Search and Winning Retained & Exclusive Assignments.' The first date is in London on May 18th with more dates to follow in June. More details will be provided to you next week.
Remember, in order to optimise your learning experience, most of our courses are purposely run with small delegate numbers and are generally capped at 12. Book now to avoid disappointment! See our March - May 2011 training dates below.
We hope that you enjoyed Warren's new tips for this month - you will find many more on our free tips page which is regularly updated.
Finally, remember, if you can't come to us, we can come to you to deliver an in-house version of any of our courses to meet your specific objectives. Contact ken@recruitmentmatters.com for more information or call 0800 0749289 or, if you're overseas, 0044 1945 461561.
RECRUITMENT MATTERS: March - May 2011 Open Training Schedule
Attending an open course is not only a highly cost effective way of learning, it also gives you a chance to interact with your peers from other organisations, taking on board their viewpoints and experiences. In order to optimise your learning experience, most of our courses are purposely run with small delegate numbers and are generally capped at 12. Book now to avoid disappointment!
NOTE: All our courses come with a 100% money back guarantee if not fully satisfied. If an individual books for a 'refresher' session on a previously attended one day course, then the cost is just £85+VAT.
RESEARCH TECHNIQUES & METHODOLOGY FOR RECRUITERS (half day)
"It's not the client who pays your fee. He only writes the cheque. It's the candidate who pays your fee"
Mar 22nd - London
Apr 7th - Manchester
Apr 19th - London
May 20th - London
Running time 9:30am - 1:00pm
Investment £149+VAT
'Bring A Friend' £99+VAT
Link
INTERVIEW & SCREENING TECHNIQUES (half day)
Learn how to screen & interview candidates both face to face and over the telephone
Mar 22nd - London
Apr 7th - Manchester
Apr 19th - London
May 20th - London
All sessions run from 2:00pm - 5:30pm. NOTE. Same dates as 'Research Techniques' - come along and make a day of it!
Investment £149+VAT
'Bring A Friend' £99+VAT
Link
SOCIAL MEDIA & ONLINE NETWORKING FOR RECRUITERS (one day)
Learn practical techniques that work and don't need a degree in IT!
Mar 30th - Manchester
Mar 31st - London
Apr 8th - Birmingham
May 11th - London
May 17th - Manchester
Investment £299+VAT
'Bring A Friend' £229+VAT
Link
SUCCESSFUL HEAD-HUNTING (one day)
Mar 1st - London SOLD OUT
Mar 2nd - Manchester
Mar 8th - London NEW DATE ADDED
Apr 1st - London
Apr 15th - Birmingham
May 5th - London
May 6th - Manchester
Investment £299+VAT
'Bring A Friend' £229+VAT
Link
SELLING EXECUTIVE SEARCH AND WINNING RETAINED & EXCLUSIVE ASSIGNMENTS (half day)
May 18th - London
June dates tbc
NEW COURSE - more info soon!
Running time 9:30am - 1:00pm
Investment £149+VAT
'Bring A Friend' £99+VAT
TWO DAY INTRODUCTION TO RECRUITMENT (two days)
'Induction for new recruits'
Mar 10/11th - London
Mar 16/17th - Manchester
Apr 27/28th - London
May 24/25th - Manchester
Investment £495+VAT
'Bring A Friend' £425+VAT
Link
BUSINESS DEVELOPMENT & ACCOUNT MANAGEMENT SKILLS (one day)
"Opening up and building upon key client relationships"
Mar 23rd - Birmingham
Mar 24th - London
May 12th - Manchester
May 13th - London
Investment £299+VAT
'Bring A Friend' £229+VAT
Link
INTRODUCTION TO MANAGEMENT (one day)
'Managing Teams and Motivating People'
Mar 3rd - London SOLD OUT
May 4th - London
Investment £299+VAT
'Bring A Friend' £229+VAT
Link
For more information on all our courses and other services and products, visit www.recruitmentmatters.com, email info@recruitmentmatters.com or call Emma or Ken on 0800 0749289 or, from overseas, 0044 1945 461561.
Contact us
Recruitment Matters International
2 Oakfield Road
Coventry CV6 1ED
UK
Tel: 0800 0749289/0044 1945 461561
Fax: +44 (0)2476 591326.
Email: info@recruitmentmatters.com
Unsubscribe
To unsubscribe from this newsletter please click here.
|
