Welcome to our November newsletter
Best wishes to all from the Recruitment Matters team!
This is our November 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, news from ourselves at Recruitment Matters about our training courses, products and services.
As always, we feature our latest training schedule. We’ve had an encouraging start to our increasingly international calendar with Brussels on December 1st proving a sell-out choice as a pre-Christmas venue.
Last month we reported that research from employment lawyer Peninsula suggested that the majority of employers are planning to cancel the traditional Christmas party. However, CIPD has a slightly more upbeat prediction…
They say that the majority of UK companies (60%) will still have a Christmas party for their staff this year, despite the impending recession. The figures from the CIPD's Annual Reward Management Survey 2008 suggest that most managers still feel it's important to keep rewarding employees during difficult times.
The initial findings of the survey show that private services sector companies are still the keenest to embrace the Christmas festivities with 77% still likely to provide a Christmas party or lunch this year. This is, however, a drop from 84% in 2007. Sadly for them, the voluntary and public sectors fare less well. The voluntary sector has seen a 12% drop compared to this time last year, but such companies are still more likely to mark the Christmas period with a party than public sector companies (51% in the voluntary sector compared with 24% in the public sector).
And it seems that size does matter, with smaller organisations most likely to enjoy Christmas festivities. The survey shows that over 82% of firms employing fewer than 49 employees will have a Christmas party or lunch this year, compared to only 37% of organisations with employees of over 5,000.
Charles Cotton, CIPD Reward Adviser, says "As ever, employers need to think about why they're providing a Christmas party in the first place. If it's to recognise the contribution of their employees, then what are the alternatives and are they more effective? If holding a Christmas party is the most effective way of achieving this, then employers should be wary about scrapping them in response to the economic downturn. The long term impact could be damaging on employee engagement and performance. As reward becomes ever more individual, the Christmas party is one way of reminding staff that they are part of a common endeavour."
We feature below an extensive article on the outlook for 2009, which includes the headlines from a keynote report from industry analyst Plimsoll Publishing who suggest that recruiters could record more of a profit on 30% less sales.
The report also shows that 174 UK recruitment firms will struggle to cope due to rising debts hampering their survival options. Meanwhile, several companies could see staff numbers cut by 40%, as costs come in line with sales. Up to 7,000 more jobs could also be at risk, while 554 cash rich companies remain in a strong position to weather the economic storm, allowing them more time to alter business models.
David Pattison, senior analyst at Plimsoll, said: “Companies need to act now, if they are going to weather this storm. As unpopular as job losses and cost reduction is, businesses will have little choice. What we have been able to show in our work is that failure is avoidable, as long as the necessary changes are implemented without delay.”
Britain is on the verge of a ‘brain drain’, according to a new survey. The survey, from IT and technical recruiter Harvey Nash, shows that 26% of employers are already experiencing the effects of increased UK skilled emigration, with over a third (33%) of respondents finding it difficult to recruit skilled UK candidates and 40% concerned about their ability to retain skilled staff. One in three respondents said that greater job satisfaction and improved career prospects are the most important elements to retaining skilled staff, followed closely by salary (29%), and work/life balance (25%).
We’re always looking for signs of new opportunites in the recruitment industry, in the belief that when one door closes another one opens, so we were interested to see how the rise in unemployment is also creating jobs, in this case at Jobcentre Plus. The closure of Jobcentre Plus offices has been shelved to cope with rising unemployment and, in fact, they’re now recruiting. Work and pensions secretary James Purnell said that 6,000 front-line staff would be needed to cope with demand.
Another response to the current market situation is a move to more flexible working arrangements, in particular by small businesses, who are looking at this as a way of cutting costs. The research, from mobile communications firm T-Mobile, shows that 47% of small and medium-sized enterprises (SMEs) are considering a flexible working policy to reduce overheads, while 49% say that their mobile communications contracts give them adequate flexibility to be able to react to an uncertain economy and 47% now feel more pressured to allow employees to work flexibly compared with two years ago.
Elsewhere in this newsletter, sadly we have what is a final excellent contribution from our networking expert, Will Kintish, who summarises the skills and traits required to be an effective networker. Our thanks, Will, for your top tips delivered throughout this year. As ever, of course, we feature tips from our very own trainers, Warren Kemp and Matt Wilson – in fact this time we have a bonus tip from Warren to help you through these tricky times. For more of our tips and advice, please visit http://www.recruitmentmatters.com/free.php .
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 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.
Threats or opportunities?
Contributor: Neil Kirby
In these uncertain times our ability to respond may be crucial to how we survive the economic downturn. I've recently been in meetings where a business has been under threat (e.g. from increases in fuel costs) yet found the market moving in their favour elsewhere (e.g. falling land prices). Threats and opportunities. So although we may feel under threat in our business or private life, perhaps we can look more widely at the opportunities that this may throw up.
For me, I've been working for a long time with owners seeking to grow their businesses and managers looking to progress into director or partnership positions. There may be a threat to this - will there be a slowdown in this work? Perhaps. So where's the opportunity? Helping people address their concerns and fears about the future (for themselves or their businesses). And opening up alternative strategies and directions for those whose jobs or businesses have been a casualty of recent events.
We may need to shift our emphasis but I'm sure opportunities will arise
If you have any questions or comments on this article or issues you face, please contact me (in confidence) on 01707 395850 or email me at neil@neilkirby.co.uk. There’s no obligation.
Neil Kirby is a life coach and a leading practitioner of Neuro Linguistic Programming (NLP).
2009 is set be an exciting year for recruiters - Plimsoll report
2009 is set to be a very exciting year for the UK Recruitment Agencies market. Despite the problems facing the overall UK economy, the players in the UK recruitment agencies sector need to be ready and prepared for a series of unique opportunities that will present themselves in the year ahead.
MARKET VIEW
On the surface, the overall Recruitment Agencies market is not in bad shape. Sales growth is running at a little over 12.7%., which is up in fact on the previous year. However, even the most bullish of companies will need to rethink for 2009. Plimsoll predicts that the overall market will see very little growth, if any. Already over half of all UK Recruitment Agencies companies have seen a decline in sales as the impact of the wider economy moves to the UK Recruitment Agencies market. Where opportunities to increase sales do not materialise, this is sure to be at the expense of other, weaker players in the market. For a select group of 300 companies, 2009 could be their year. These companies, many of whom are offering low-cost alternatives, could capitalise as businesses and consumers alike seek to reduce costs.
PROFIT
Historically, profitability in the UK Recruitment Agencies market has been very uneven; we’ve seen a select band of 133 super profitable players delivering 14%+ margins, whilst most of the other companies are achieving 2.9% margins at best, with loss making not uncommon. In 2009, margins will again be under pressure from increased pricing competition. However, 2009 could turn out to be a profitable year if companies take action now to reduce their costs and accept their current level of business activity. Shareholders missed out in 2008, dividends running at 29% below historical highs, this cannot be allowed to happen again, so management must up their game to deliver in 2009.
DEBTS
If 2008 taught us anything, it was that using other people’s money to run your company is a risky business. 174 heavily indebted recruitment agencies companies are now paying the penalty. Having invested heavily, they are now desperate to keep busy; they are a serious threat to pricing levels in the market in 2009. Their high risk strategy is in stark contrast to the 785 companies who have elected to run their businesses debt free, many carrying large cash surpluses.
Plimsoll predicts that in 2009 businesses will act more responsibly, as banks and institutions tighten their lending policies. Against this backdrop, finance directors and executives need to think very carefully about their finance needs for next year and plan early.
DIRECTORS’ AGES
2009 will see 401 of the 3069 directors working in the recruitment agencies market exceed the retirement age, most of these having spent a lifetime in the industry. We expect to see a wave of significant retirements. This will drive a number of noteworthy companies to consider their independence, as the primary owners consider their futures. 659 of the UK’s leading 1467 companies remain in private hands; expect this number to reduce by this time next year. Opportunity then, for those wishing to seize the moment and acquire one of these businesses, a clear way to way to gain an advantage on your competitors in 2009.
SALARIES/PRODUCTIVITY
As sales decline, companies will need to work hard to maintain their competitiveness- estimates suggest 7000 jobs could be under threat as business come under pressure to reduce costs in line with sales. 336 companies are currently on the watch list for this exact scenario. Over the last few years productivity levels have been increasing well, the sales per employee figures rising from £206,400 per person 2 years ago to just over £221,200 now. Managers should be setting their businesses up to deliver at least £229,000 in sales per employee in 2009.
ACQUISITIONS
The top of the market is most congested: 39% of the total market size is now shared by the top 15 players, and the significance of this should not be underestimated. As the market tightens the major players have started to review their strategic options. However their key strategy will be to look at the emerging sectors within the market and target their acquisition strategy at a group of 255 high growth, high margin players that are leading the industry forwards. The major players need to establish their position in these markets quickly, despite their reluctance to spend any cash. The penalty of not moving in now is too high for each of them.
SUMMARY
2009 will be a very exciting year for the industry; it will be a time to choose your enemy wisely. Going on the offensive may well be the best defence. Key to this is the successful targeting of your weakened, low margin and heavily indebted competitors, their failure will be vital to your own company’s success.
All these findings and views were given by David Pattison the senior analyst at Plimsoll Publishing.
More Predictions for 2009
Although 92% of UK bosses think the recession will be with us until the end of next year, 37% think business will stagnate rather than recede, according to new research. The research, from senior executive careers website TheLadders.co.uk, also shows that 73% say their market will suffer job losses next year but 42% think their personal career goals will still be reached.
Just over half (51%) said the job market will continue to focus on good salaries for experience, rather than pay cuts, while 61% say that they would refuse a pay cut to save their job and 42% retain plans to change jobs themselves next year.
According to respondents, 65% said the hardest hit sector next year will be retail, followed by finance (57%), sales and marketing (52%), and research and development (32%), while 23% predicted the best job opportunities lay abroad.
Derek Pilcher, managing director of TheLadders.co.uk, said: “There is no panic but a sense of realism from the senior managers we spoke to. They are bombarded with doom and gloom every day which has impacted their confidence in the market but closer to home, they have a belief in the resilience of their business and their own experience and worth within the job market.”
Britain is set to be the hardest hit of the G7 countries, according to an economic watchdog.
The Organisation for Economic Co-operation and Development predicted there would be a sharp weakening in activity along with a decline in house prices and a jump in unemployment before a recovery late next year.
Highlights from RCE global conference in Amsterdam
The following are some highlights from three of the guest speakers at the recent RCE global conference in Amsterdam.
Potential talent shortage. The recession is largely a blue-collar worker phenomenon, and after a short blip, the talent shortage will be more severe than ever, according to a global expert in recruitment strategy.
Kevin Wheeler, president of Global Learning Resources, said: “The biggest impact of the recession is on factory and unskilled workers. We are already seeing closure of factories and the evolution of blue collar jobs to other parts of the world, and the recession is going to speed this up even more.”
However, Wheeler said that after six months to a year of “slightly less hiring” the shortage of talent among white collar knowledge workers would not only resume, but would get worse. “The recession is more of a mindset than a reality,” he commented.
Wheeler observed that the combination of an ageing workforce, with fewer younger people entering it, a declining birth rate and a generation of young people “not highly attracted to typical corporate jobs” had created “almost a perfect storm.” “When we come out of this recession, we are going to see shortages that we couldn’t even have imagined,” said Wheeler.
Recruiters’ candidates databases are no longer their greatest asset. John Nurthen, director of eBusiness & corporate affairs at Randstad Holdings, said that “the whole world now has its CV on line, everyone can be a head-hunter” and so recruiters’ databases “were no longer unique”. This information was now available “everywhere”, he said, for example on job boards and other Web 2.0 platforms. “Our biggest asset used to be our database, but now it’s our ability to mine data,” he added.
Nurthen said that while this didn’t undermine Randstad’s business model, it meant the company “just has to be good at using alternative channels”. He said that Randstad already used social network working sites, such as LinkedIn and MySpace.
Nurthen advised that Google was winning the battle with job boards, despite not making recruitment a priority. “If Google decided to take a real interest in recruitment, we can all pack up and go home.”
Mobile devices are the next big thing in recruitment. Glenn Gutmacher, vice president of JobMachine, a social networking consultancy told the Recruitment Community Europe Conference 2008 in Amsterdam that 2.6bn mobile devices would be sold this year worldwide. “This was more than the total number of existing PCs,” said Gutmacher.
“Recruiters really need to realise that young people are using mobile devices more than using their PCs,” he said.
Gordon Lokenberg, a recruitment blogger and consultant on the use of technology in recruitment, said that one way recruiters could take advantage was to send out a link to candidates so they could complete pre-application screening tests while they were travelling. There were benefits to recruiters too, Lokenberg claimed. “You don’t need to go to your office. You can lie on the beach. and start screening your CVs.”
An De Jonghe, chief executive of Belgium-based IT recruiter Ulysses Consulting, and a social networking expert, said that mobile phones were already heavily used by jobseekers and employers in Eastern Europe. These countries were ahead of Western Europe in this respect, she said.
Don’t just rely on others
The stories that people will tell you that start with “If only..” will be many and varied over the next couple of years, I’m sure. “If only there had been an interest rate cut sooner,” “If only we hadn’t expanded so quickly,” “If only that client had agreed to that big contract.” “If only…….” And the list goes on.
Yes, generally across the globe times are tough or at least getting tougher and, yes, almost all of us are working harder to stand still but the only person stopping you keeping your head above water or perhaps even doing better than that is you.
Work globally instead of downtown Putney, work vertically within your arena or horizontally within your specialism, work at 15% instead of 25%, become client focussed instead of candidate focussed or vice versa - but don’t wait for others to help you – go out and attack your market and, if needed, another market.
By way of an example, let’s take the construction market. Yes, house building has all but stopped but the knowledge you have about people in this sector can be applied to other areas within that bigger picture – or the experience you have within recruitment can be applied to many different markets.
As another quick example, here at Recruitment Matters, our perspective and target market is now global and has even been reflected in a company change of name to ‘Recruitment Matters International’ in order to more clearly convey our market positioning. The result? In the past 4 months alone we have trained and worked with people from 18 different countries and still have 3 countries to visit before Xmas. So, come on – don’t rely on others to make things happen, be more flexible – there’s work to be found out there – go out and get it.
If you would like some input, help or just a sounding board as to how you might maximise your opportunities over the coming months, don’t be afraid to give us a call. All initial discussions whether face to face or by telephone are free of charge. If you succeed, and if the recruitment industry succeeds, then so will we.
Warren Kemp is principal 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)1483 755559 or email warren@recruitmentmatters.com.
Executive search and diversity
Businesses will need to attract a different type of leader to take them through the recession, delegates at the recent Association of Executive Search Consultants (AESC’s) annual conference heard.
President of AESC, Peter Felix said that the executive search sector is still growing, albeit much slower than in previous years. “From 2004 to Q3 2008, there was an 118% accumulative growth. This year there’s still a year on year 2.8% growth in revenues,” he told delegates. “The global war for talent will still grow, not just for companies but among countries.”
For the executive search consultant, the corporate challenges were many. “These tough times require a different type of leader to manage the companies through recession,” Felix said. “As well as the pressure to recruit and retain the best talent, you need to respond to candidate needs and be mindful of diversity.”
Keynote speaker Baronness Virginia Bottomley, chair of board practice & diversity practice at search firm Odgers Ray & Berndtson, was adamant that diversity is key for business. “Diversity is about real talent management and not tokenism,” she claimed. “Diversity shouldn’t be a response to legislation or corporate governance. We need new people at the table.
Elsewhere, an employment lawyer has warned that employers should not dismiss diversity as an issue because of the recession.
Sikin Andela, partner and employment lawyer at Glovers, said that it is understandable that employers will want to concentrate efforts on more financial and strategic areas but HR issues like diversity should remain as much of a priority as they were in the better times.
“With less focus on promoting diversity, employers will leave themselves open to claims of discrimination. What’s more, at a tribunal an undiversified team and the fact that the company is not actively committed to diversity could imply that they have a discriminatory set up in place,” said Andela.
By the way, this article is being written the day after our first course on Diversity and Key Employment Law. We had a very stimulating day exploring an increasingly important area which if fully embraced, offers great benefits for the development of both individuals and companies.
It’s not just size that matters
In these difficult market conditions you may find yourself having to scratch around to get a vacancy – perhaps one that you may not have worked a few months ago. That could be because previously you didn’t work at low level salaries, two day temp roles or a 12.5% margin. Well, perhaps this is the time to start being more flexible.
If 10 people give you 10 pence, it still adds up to the same as one giving you £1. If you ask for 10p you are more likely to get it than when you ask for a pound. You may need to ask 20 people for 10p for you to make your pound. On the other hand, you may need to ask 40 people for £1 to achieve the same result. So what took less time – asking 20 people or 40? The end result is still the same, in half the time.
So, similarly, don’t necessarily be put off by an offer to work at a fee that you initially dismiss as too low. Let’s just say, as an example, that your standard terms are 25% and the client wants you to agree to 15%. You first reaction is probably ”no deal.” However, let us consider the ROI (Return On Investment) on this project. Ask yourself, what is my profit for the effort needed?
Let’s look at an example. If a role takes 2 MONTHS of your efforts to fill because of the lack of candidates with the necessary skill set and you receive a fee of 25%, your ROI doesn’t change. However, if a role takes 2 WEEKS to fill at 15%, then your ROI is considerably higher. So remember, the absolute size of fee isn’t the key consideration - it’s the return you get for the time you spend which is a more critical measure.
Warren Kemp is principal 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 or email warren@recruitmentmatters.com.
HR’s duty to turn good leaders into great ones
HR has a responsibility to help senior managers to understand the impact of their behaviour and set a positive example to stop the spread of fear during the current economic climate, say several senior HR executives this month.
Concerns about downsizing, redundancies and financial viability are paralysing organisations at a time when they need their employees to be productive, and senior managers have to manage their own fears and project confidence and a positive attitude. But to set the right emotional and behavioural chain reaction throughout the organisation, they have to be authentic - and this is where HR can help.
"Senior managers can do much to either fuel or prevent the spread of fear" said Neil Twogood, Chief Operating Officer at Performance Consultants."Their actions have to match their feelings. They can’t simply put on a brave face. If they act buoyant and upbeat when in fact they're fearful, people will detect an imbalance and they'll come across as insincere.
"HR can help managers understand that their mood sets the tone for everyone else in the organisation. They should be aware that their mood is contagious, so they should try to retain an encouraging air of sincerity, optimism and realism. Most people are frightened about what they imagine might happen. With the negative coverage of the credit crisis that we see every day in the media, it’s easy to extrapolate a seemingly logical sequence of events into a fearful scenario.
"Everyone watches the boss, so if that person is paralysed by inner doubt, the likely result will be widespread fear and anxiety in the team as well as stress and procrastination."
Times like these call for strong managers that can lead by example, then. But can HR turn good leaders into great ones to help their organisations get through troubled times? Georgina Corbett, Group HR Director of Scott Wilson Group, thinks so.
"Can you teach someone to sing and dance? Yes, of course, but if they’ve got natural rhythm or can hold a tune, it’s easier. In my view, great leaders have innate abilities of enthusiasm and courage. Everything else can be developed. The best leaders know their strengths and weaknesses and are honest with themselves – and the organisation. They surround themselves with people who can shore up their weaknesses and build on their strengths. In official HR speak, they have agility, adaptability and self awareness.
"The HR challenge in many ways is to orchestrate the right people into the right place at the right time, plus recognise blind spots so you are able to do something about arising issues. Situational leadership should be strong; what you needed 2 years ago in a growing business might be very different from what you need in the current economy."
More than seven in 10 HR directors think HR will be viewed as a more strategic resource next year, a new survey from the Strategic HR Network has found. It also shows that 73% of HR directors believe HR budgets will be cut next year, while 56% said their organisation’s HR strategy ‘has not changed’ as a result of the current economic slowdown.
The most important business issue, for 36% of HR directors in the last quarter has been strategic planning for 2009 and 40% say talent management will be the most important issue next year.
Jeremy Burgess, director of the Strategic HR Network, said: “In today’s marketplace, the human resources function is clearly very important for any organisation. The results from the Strategic HR Network survey display a fascinating insight into the thoughts of HR directors and show that although 70% believe HR will be seen as a more strategic resource in 2009, 73% believe HR budgets will be reduced.”
Recruiters’ Guide to networking
Contributor: Will Kintish
Seven essential skills and traits of effective networkers
We hear many views and thoughts from people about what makes a great networker. Networking to some people seems to be a black art and a complicated science, which only a chosen few are capable of achieving.
Networking in its basic format is simply talking - you can do that can’t you? On a slightly higher intellectual level, it’s building relationships. We’ve all being doing that since the day we were born. So there’s absolutely nothing to it, but as with everything in life, to become efficient at something we can’t just know the absolute basics.
The mysteries, mystiques and misconceptions abound. From our vast experience we believe that if you have the seven personality traits and personal skills we are about to share with you below, you will not only be an effective and confident networker, but a truly great one.
Traits:
1. Be friendly, personable, courteous, flexible, and open.
2. Have good self esteem, you’re as good as everyone else in that room.
3. Be brave, you need to be when you walk into a room full of strangers.
4. Be generous, networking is about giving first and receiving second.
5. Be persistent and resilient. Why bother networking if you don’t follow up?
Skills:
6. Asking the right questions in an open and interesting manner.
7. Listening actively.
Will Kintish and his team show people how to attract more business and clients by helping them become more confident and effective business networkers. For more information, email willk@kintish.co.uk, visit www.kintish.co.uk or call 0161 773 3727.
Cold calling or sponsorship – it’s your decision
Decision makers and people involved within the recruitment process get called by recruiters day in day out – sometimes, quite literally, several times a day depending on the size of their organisation and the market they are in. Those telephone calls come from recruiters just like you, all wanting their share of the action. So why do some get the chance to work a vacancy and others get the cold shoulder? Why do some guys get an exclusive role at full fee and others get a “no thanks” and a “please don’t call back” response?
Well, it could be the recruiter’s ability to handle the difficult rebuff that can turn things around. Yet when your contact says “We have a PSL,” do they really mean there is no way in for you or is it simply a quick put down to get you off the phone? Why do they say that, if in reality they potentially could do with some help? I’d like you to consider this:
Getting a negative reaction may have quite a lot to do with the initial impression that you create – what your opening is and how much you have done your homework. If you have a compelling opening, a good reason to speak to them and ‘sponsorship’ to call then maybe, just maybe, you won’t even get the objection or negative reaction.
So what is ‘sponsorship’ in this scenario? Well, consider this - why cold call a stranger saying “You don’t know me, I’m a recruiter…” if, instead, you can say that the reason for your call is that you have been speaking with a current or previous contact of theirs - obviously name dropping your sponsor as you do so - and tell them that the person suggested that it would be a good idea for both of you to speak? Now, you have to agree that’s a far warmer opening and, therefore, a much more compelling reason to call with that all important sponsorship. Even if you do get the “we have a PSL” reaction, you can at least be more sure that is a genuine response and not something said to fob you off.
So, an ongoing project for you has to be to try to find someone who can give you the sponsorship to call a new prospect.
There are two main ways of going about this.
Either find an organisation you want to do business with and explore who you might know, who has a contact there, and whose name you can use to get you in. Or speak to existing contacts as to who they would recommend you call within their business, within a different department or office within their organisation or who they know outside of their organisation.
Working hard at that may well mean that 80% of your introductory calls to potential clients have that all important sponsorship. Now, of course, that means you will get fewer objections but it also means that, if you do get one from a sponsored contact, they are more likely to be genuine. And that’s a good frame of mind to get yourself into. Whether it is a cold call or a sponsored introduction, start to believe that they would use you if they could, and it’s just circumstance, purse strings, satisfaction with their current provider or any other VALID reason. In that way when you give your response you will sound more reasonable, respectful and professional.
Good luck – go get those sponsors!
Matt Wilson is a consultant with Recruitment Matters and is offering a wide range of courses for 2008. For more information on Recruitment Matters, our training courses, services and products visit www.recruitmentmatters.com, telephone 0800 0749289 or email info@recruitmentmatters.com.
Recruitment Matters news
We have had a great response to our three new audio CD titles that we’ll be releasing in the coming months, with the first title Handling Client Objections and Reactions being released next week!
As mentioned elsewhere in this newsletter, we’re increasing our activities in the international arena with one example being Warren’s Successful Head-Hunting course in Brussels which, we’re delighted to report, is a complete sell-out. We’ve already received our first bookings for Amsterdam which we’re looking forward to visiting on February 2nd, so it looks like you agree that we’re thinking along the right lines.
We’ll also be building on the enthusiastic response to the launch this week of our two new one day courses Diversity and Key Employment Law and Managing Teams and Motivating People. It’s probably fair to say that a good time was had by all participants!
We hope that you enjoyed Warren’s and Matt’s new tips for this month – you will find many more on our free tips page http://www.recruitmentmatters.com/free.php which is regularly updated.
Please see the schedule below for all our open course dates through to March 2009.
RECRUITMENT MATTERS: December 2008 – March 2009 Open Training Schedule
To download a booking form, please click here.
TWO DAY INTRODUCTION TO RECRUITMENT
'Induction for new recruits'
Trainer: MATT WILSON
Jan 14/15th – London
Jan 28/29th – Birmingham
Feb 17/18th – Manchester
Mar 11/12th – London
Mar 25/26th – Birmingham
Investment £495+VAT
'Bring A Friend' £425+VAT
Link
INTERVIEW SKILLS FOR RECRUITERS
Trainer: MATT WILSON
Jan 8th – Birmingham
Feb 24th – London
Mar 4th – Manchester
Investment £245+VAT
'Bring A Friend' £195+VAT
Link
WINNING NEW BUSINESS
'Telephone Skills For Recruiters'
Trainer: MATT WILSON
Dec 10th – London
Jan 20th – Birmingham
Feb 4th – London
Feb 10th – Manchester
Mar 17th – London
Investment £245+VAT
'Bring A Friend' £195+VAT
Link
SUCCESSFUL HEAD-HUNTING
Trainer: WARREN KEMP
Dec 1st – Brussels - SOLD OUT!
Dec 2nd – Bristol
Dec 15th – Birmingham
Dec 16th – London
Jan 8th – London
Jan 14th – Manchester
Jan 23rd – London
Jan 27th – Coventry
Feb 2nd – Amsterdam
Feb 12th – London
Feb 20th – Glasgow
Feb 24th – London
Feb 25th – Birmingham
Mar 3rd – Bristol
Mar 10th – London
Mar 16th – Dublin
Mar 25th – Manchester
Mar 26th – London
Investment £325+VAT
'Bring A Friend' £245+VAT
Link
NEGOTIATION SKILLS FOR RECRUITERS (half day)
Trainer: MATT WILSON
Jan 27th – London
Feb 11th – Birmingham
Investment £129+VAT.
'Bring A Friend' £99+VAT
Link
RECRUITING IN A TOUGH MARKET (half day)
Trainer: WARREN KEMP
Dec 5th – London
Jan 28th – Birmingham
Feb 13th – London
Mar 20th – London
Investment £99+VAT
NEW! 'Bring A Friend' £69+VAT!
Link
BUILDING & RUNNING AN EFFECTIVE SEARCH DESK (two days)
Trainer: WARREN KEMP
Dec 11/12th – London
Mar 12/13th – London
Investment £595+VAT
'Bring A Friend' £495+VAT
Link
GAINING CLIENT COMMITMENT (half day)
'Secure More Profitable Vacancies'
Trainer: MATT WILSON
Running Time: 9.30am - 1.00pm
Jan 22nd – London
Feb 25th – Manchester
Mar 5th – Birmingham
Investment £149+VAT
'Bring A Friend' £129+VAT
Link
MANAGING TEAMS AND MOTIVATING PEOPLE (one day)
Trainer: WARREN KEMP
Dec 3rd – Manchester
Jan 15th – London
Feb 4th – Birmingham
Feb 18th – Manchester
Mar 4th – London
Investment £299+VAT
'Bring A Friend' £199+VAT
Link
DIVERSITY AND KEY EMPLOYMENT LAW (one day)
Trainer: DAVID HARRISON
Feb 12th – Birmingham
Mar 12th – London
Investment £279+VAT
'Bring A Friend' £199+VAT
Link
For more information on these courses and our other services and products, visit www.recruitmentmatters.com, email info@recruitmentmatters.com or call Emma or Ken on 0800 0749289 or, if you’re overseas, 0044 1483 755559.
Contact us
Recruitment Matters
2 Oakfield Road
Coventry CV6 1ED
UK
Tel: 0800 0749289
Fax: 01483 761709
Email: info@recruitmentmatters.com
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