Welcome to our October newsletter
This is our October 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.
First, a big thank you to all of you who have booked so far on our recently launched half day course How To Utilise Social Media As A Recruiter and for making our first date in London on October 27th a sell-out. It's clearly a hot topic for many of you.
Although we've experienced an uplift in business recently, as many of you have, it's undoubtedly still a tough market out there and could be described as patchy at best. Indeed, many news pundits were completely wrong-footed by the information released by the government last week that, contrary to expectations, the UK is still officially in recession. In fact, with a reduced GDP of 0.4% in the July – Sept 2009 quarter, this is now officially the most prolonged recession since records began in the 1950's.
There may be some of you, therefore, who may be interested to explore a recent Business Link initiative. They have launched a new service to help forge stronger relationships between small businesses and banks.
Nick Palin, Director of Finance at the Forum of Private Business, says: "The lack of availability of credit remains a concern and the cost of finance is still high. Many small firms are being rejected simply because of their size or industry sector. The Business Link financial intermediary service is a welcome step towards helping banks re-engage with their small business customers.
"We are calling on the banks to get behind this initiative publicly so that viable, yet struggling business owners are encouraged to explore the help that is available."
In a new survey published this month, we found this rather interesting... A dearth of skilled IT professionals, along with complacency around the need to train workers for recovery, could hit financial firms emerging from the recession, according to research from IT recruiter Parity.
The research shows 49% of financial organisations claim they aren't worried about how they will re-skill and resource their IT teams, and a further 34% have not begun planning yet. But 39% predict that a lack of skilled people will affect their chances of success, and 48% have encountered problems when recruiting new staff in the past.
The research adds that 82% anticipate it will be difficult to find the right people, and 18% expect to settle for people with an incomplete skills set.
Alwyn Welch, chief executive at Parity, says: "The speed at which IT bosses can bring in the right people is absolutely critical in terms of how quickly their organisation emerges out of the recession. Companies have been quick to cut costs on key skills to deal with the downtown, but now they must react equally quickly to bring in the resources they need to support a return in demand for their products and services."
This month we have two new contributors to our newsletter. We have the results of a fascinating piece of research by David Jones, Specialist Sales Recruiter at Executive Network Sales who asks 'What do hiring managers really want from recruitment consultancies?'
Elsewhere, we have an entertaining article spotted and provided by Barry Collins, Director AMR London on 'Totally unorthodox approaches to securing a job interview.'
We are pleased to feature the latest article 'News you can use' from our regular contributor, 'Marketing Mentor,' Alastair Campbell. This month he emphasises that getting that PR feature or news article published should only be the start of the marketing process and should not be seen as the end objective.
Another of our regular contributors, Will Kintish, questions whether first impressions are necessarily the best way to judge an individual.
You may recall a previous article from Neil Kirby when, unfortunately, his house was broken into. Well, that's not the end of the story...
This month, we have a new tip from our trainer, Warren Kemp, who suggests that we should be more proactive in seeking out complaints and that there can be significant benefits in dealing with them – this is also featured amongst many others on the tips section of our website.
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.
What do hiring managers really want from recruitment consultancies?
Contributor: Research conducted by David Jones, Specialist Sales Recruiter, Executive Network Sales Ltd
So, what do hiring managers really want from recruitment consultancies? Professionalism? Sector expertise? Market intelligence? Value for money? The answer is, of course, all of these. However, sadly, it is not what many Hiring Managers believe they receive from our industry. A contentious statement I know, but one that is made based purely on the results of recent research conducted with close to 400 individuals who have used consultancies throughout the UK to recruit.
People's perceptions are based on either personal experience or what they hear from others – after all, isn't that how we make nearly all of our own "buying" decisions? So understanding the reservations that potential Hiring Managers may have about using a Recruiter has got to be vital to repositioning ourselves as true experts in our chosen sector. As one respondent said, "Once you have had a bad experience or two, you become sceptical and class the whole recruitment industry as a rip-off."
Procurement departments have played an increasing role in our business in recent years with the creation of preferred supplier agreements designed to reduce the number of suppliers and deliver financial benefits through economies of scale. Indeed the majority of organisations undertaking such processes will usually be successful in reducing direct recruitment costs, but that isn't the whole story. There seems to be an increasing gap between Procurement Department objectives and what Hiring Managers actually want and need. Frustration at losing expert niche recruiters from the list of approved suppliers seems to be driving many Hiring Managers to purchase "illegally" outside of formal agreements or in some cases to conduct their own recruitment in-house.
The recruitment industry has always had "generic" recruiters who apply a standardised "one size fits all" approach to multiple sectors. However, the recession appears to have caused many niche sector specialists to diversify into new markets where they have little knowledge and experience in order to generate vacancies, and this dilution of specialism has been a significant source of complaint from our survey respondents.
Naturally, agency fees were a key reservation given by 38% of participating Hiring Managers, however when questioned, the vast majority of participants were actually happy to pay if they felt that they were receiving true value for money. Interestingly, this does not appear to mean slashing prices – it means charging a fair fee and using industry knowledge and sector expertise to deliver a shortlist of candidates who truly meet their requirements. As one participant stated – "the groundwork to achieve this is time consuming and tedious – but it is the mark of a great Recruiter – one who really earns their fee". In the opinion of many, the true cost of getting it wrong or failing to fulfil the vacancy is so high that when some of the intangibles such as the loss of potential business, relationships, continuity and company knowledge/experience are taken into account, the recruitment fee suddenly pales into insignificance.
A hefty 46% of all Hiring Managers stated that their key reservation related purely to lack of sector specialism and knowledge and the subsequent poor quality of candidates being submitted. As one participant commented "At the high end of a technical business, it's difficult for even experts to keep up, so generalist recruitment providers stand virtually no chance of getting it right".
On closer inspection, the frustration due to lack of specialist knowledge appears to become more prevalent with seniority of the role and in sectors where technical or niche skills are paramount. Inability to "speak the language" seems to create an almost impenetrable barrier and destroys credibility from the perspective of both the Hiring Manager and the candidate almost instantly. Recruiters who are unable to demonstrate the depth of their sector knowledge appear to have significantly lower conversion and success rates in the eyes of the Hiring Manager.
Taken one step further, there is also a strong perception that there are many suppliers who are overcoming the "sector knowledge" issue by simply picking key words out of the job specification, trawling the job boards, submitting any CV that remotely appears to match the Hiring Manager's criteria and then leaving them to do the shortlisting! Nearly all of the survey participants were incensed by this, particularly when they were asked for up to 30% fees for such a service.
Some suppliers are genuinely committed to understanding the true needs of the vacancy, taking time to visit the client; spend time with their team; establish not only the skills and experience required, but also the attitudes and traits that will enable successful integration of the candidate in the long-term. In short, doing a good job by establishing "exactly what the Hiring Manager is looking for, and why" - something that can only be achieved by "knowing what the Hiring Manager knows and stepping into their shoes." Could this be the difference between a Recruitment Agency and a Consultancy?
So, back to my original question – what do Hiring Managers actually want from a recruiter?
In short they want a dedicated Consultant who is an expert in their sector. Someone who has the ability to help them to define the role not just take down vacancy instructions. Someone who speaks their language and will be able to establish true candidate experience and capability through the nuances of terminology used during the selection process – not just through matching key words. They want to know that robust screening and face to face interviewing has taken place which explores and takes account of both the Hiring Manager's needs and the candidate's aspirations. As one participant put it "When I hire a recruiter, I don't want 30 candidates. I want 3 who can all do the job leaving me just to make the final decision."
So let's listen to our clients and celebrate our specialisms rather than trying to be all things to all people.
For further information, email djones@ensales.co.uk or call David on +44(0) 121 450 5000
The 'Marketing Mentor' - Marketing Advice for Recruitment Companies
Contributor: Alastair Campbell, The Marketing Mentor Programme
News you can use
For many recruitment companies, sending out a press release and seeing the article in print, or hearing your company mentioned on the radio, is the end in itself – but in my opinion, that's just the start. Creating favourable media coverage for your company certainly creates credibility. Many of your competitors, unless they are very large, will not bother with PR. They will probably not have the resources to create PR inhouse and they are unlikely to hire their own PR firm. As a result, they will not be generating regular stories in the media. So if you are, you will instantly have a real advantage over them. How? By collecting and presenting the stories about your company when you are in front of prospects. Here are the different ways that you can use the PR coverage you have achieved to impress clients at crucial moments in the buying cycle.
Your office. If you are inviting a prospect to a meeting in your office, make sure that you have news stories about your company in frames on the walls. The more stories the better (provided they haven't yellowed with age). What sort of impression does this create when they walk in? It's impressive. It means that you are a 'famous' company - most people are at least a little impressed with celebrity. Having a few press cuttings around doesn't make you Simon Cowell, but it does make you newsworthy, and therefore a more exciting company to do business with. It also establishes credibility – which is so important in the eyes of a prospect at this time.
Your portfolio. As a 'sales person' you are not expected to be an independent witness. I have never yet met a sales person who, at the end of the meeting, concluded that I would be better off buying a competitor's product because it is more reliable and costs less. You are expected to point out all the good things about the product and so, for that matter, is your company's brochure. But you can have a secret weapon – media coverage. "Of course you would expect me to tell you how well our selection process works, but this is why the trade titles have singled us as the experts in our field." It is at this point that you can unleash a pile of clippings - many of which will be articles which are more or less reprints of the press releases that you sent out, but some of which will be proper articles which really do report on what an innovative / money saving / compact / unusual products you have produced. It is like taking an independent critical set of witnesses who can vouch for your character on every sales call.
In written proposals. You are expected to present your company in its best light when preparing a written proposal. But the more independent it appears, and the less hype that goes into it, the more believable it becomes. The danger, of course, is that it can become a very dull document. Direct quotes from radio interviews, TV stories or trade magazines can be a good way to back up the point you are making. In effect you are saying - don't just take my word for this, listen to what the media have to say about us.
On your website. Whilst the article, when it was originally written or broadcast, may have been seen or heard by a wide group of people, most of whom had no interest in who you are or what you sell, people visiting your website are very different. Many of them will be interested in who you are and may want to buy what you sell. I can't think, therefore, of a more suitable place for the press release that you sent out to appear, enhanced by extracts from the magazines which featured your story. Not only will people be interested to read these stories, once again they increase your credibility, keep your site fresh and will help you to get picked up by search engines. The more current you can keep your website, the higher its rankings on search engines such as Google. Video is now figuring in the way that Google ranks your site. This is because the search engines rate the fact that you take the time to keep your site up to date and refresh its contents on a regular basis. If you include the name of the trade magazine that ran your story in the first place, you may also appear when people search under that name.
Staying in touch with prospects. So you made your sales pitch and the prospect was interested - but not enough to buy today because they have to take it back to their board or maybe discuss it at the next staff meeting. Perhaps even your most enthusiastic prospects take months or even years to make a decision. Newspaper cuttings about how the product is developing, detailing account wins and featuring expansion stories about your company can all help to reinforce the prospect's feelings of confidence in your organisation make them feel involved and even prompt their memory to take action.
So perhaps it's worth going back through any recent media coverage and looking at it again. Could it help build your company's credibility, keep prospects warm or build up the trust of a prospect? If you don't have a PR programme currently in place, perhaps you can now see how useful media coverage can be at building credibility and helping to close the deal. Now is the time to start making a habit of doing more to gain PR coverage for your company, and doing more with the coverage once it has been generated.
Used together these 5 ideas will keep your company in the minds of prospects long after the titles that they appeared in have been thrown away.
Alastair Campbell runs the Marketing Mentor programme which offers a free one day marketing seminar followed by a free 17 month marketing support package for recruitment company owners or their senior staff. Visit www.themarketingmentor.co.uk, email alastair@idealmarketingcompany.com or telephone 01858 445543 to find out more.
Advertisement:
Newsletters are a great way to keep in touch with your candidates and clients.
Keeping them regularly informed about their market will help place you as their "recruiter of choice." If you would like help with launching a newsletter or advice on the content and style of your existing one, then please click here.
Online Social Networking
We said in last month's newsletter that social networking seems to be the big thing that everyone is discussing. Judging by the number of bookings we've received so far for our half day course on the subject, we were right, and are happy to report that our first date in London on Oct 27th was a sell-out. Here is a reminder of what Warren's course is all about.
HOW TO UTILISE SOCIAL MEDIA & ONLINE NETWORKING AS A RECRUITER
Learn practical techniques that work and don't need a degree in IT!
Anyone who has been on one of our courses before will know that we:
- Don't do waffle but jam-pack our courses with content
- Discuss methodologies and ideas in a way that everyone can understand and action
- 'Walk the walk & talk the talk' and don't suggest anything that isn't tried and tested
- Really do understand recruitment
On this half day course you will gain valuable information on how to:
- Use Linkedin, Twitter, Facebook, Stumble, Digg and others to best effect.
- Create marketing campaigns that cost little or nothing
- Build strong, profitable networks
- Find out how social media can help win you more clients
- Create an online buzz about you and your organisation
- Find candidates and build a virtual database
- Build relationships, networks & online communities
- Make the best use of blogs
- Use social media to get your website ranked highly by Google, Bing &Yahoo
- Drive more quality traffic to your website and outrank your competitors
Open (half day) course dates:
Nov 4th – Manchester
Nov 18th – Birmingham
Nov 27th – London
Dec 10th – Manchester
Dec 16th – Birmingham
Investment:
Introductory price of £99+VAT per delegate
For a booking form, please click here.
Follow Warren on Twitter at twitter.com/WarrenBKemp
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.
The right to time off to train
The right to time off to train for employees in organisations with more than 250 employees is being introduced from April 2010, with the legislation being extended to cover all employees from April 2011 at the earliest. This is the result of the consultation published on 18 June 2008 by the department for Innovation, Universities and Skills (DIUS): 'Time to Train' and forms part of the Children Skills and Learning bill currently going through parliament.
At the present time, it is estimated that a third of employers, covering approximately 8 million employees, offer no training at all.
Led by what is now the department for Business Innovation and Skills, purpose of the new rules, according to the government is to ' create a culture in which all employers see investing in the skills of their workforce as one of the most powerful things they can do to drive their business forward.'
The new regulations will mean that eligible employees (i.e. those working in organisations of 250 employees or more and who have completed 26 weeks of service ) will be entitled to request time off for training and the request and the practicalities will operate in a similar way to those on flexible working. The government concluded that employers were used to dealing with those requests and will have developed and understood processes and procedures for managing the flow of requests, and thus these could be easily extended to support the new right to request time to train.
Summary points of the new rules:
Seek out complaints
As much as we don't like getting complaints, we should be more proactive about asking for them. If that sounds strange, then maybe these facts will explain a bit more behind the thought. A survey carried out by TARP Research & The Direct Selling Foundation found that, on average, for every formal complaint made to a company about its product or service, it meant that 1299 other people had also heard of the problem. The reasoning behind that was this: For every one formal complaint there are 25 other people with the same issue who don't complain. All 26 people tell on average 10 of their friends, family or colleagues and each of those then passes on what they have heard to another 5. That makes a whopping 1300 having received or heard negative and damaging information about an organisation!
Now let's just say right now you don't believe or agree with the findings. What if it was only 10% accurate? That's still 130 people with negative thoughts for every one complaint received. It's very easy sometimes in recruitment to blame the client. "What quality of candidate did they expect me to send when they are paying such a low salary?" The point, nevertheless, is that his or her opinion is that you have sent substandard candidates. So there will be others who have thought it but just haven't voiced their disappointment. So they all tell colleagues, friends& family and you are building yourself a reputation for sending poor candidates. It might not be fair, but it's still potentially very damaging.
Consider conducting client audits every six months. Ask them how they rate you on a small number of key components that make up the service you give e.g. Speed, accuracy, communication and fees to name just four. Ask them how you compare to your competitors for the same components. Welcome the feedback and act quickly to iron out any actual or potential issues. We will happily supply you a template to do so.
Follow Warren on Twitter at twitter.com/WarrenBKemp
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.
Totally unorthodox approaches to securing a job interview
Contributor: Article spotted and provided by Barry Collins, Director AMR London
To conclude the sepia-tinted nostalgia of Look Back on Lehman week, we'd like to draw your attention to one ex-Lehman banker's unusual but ultimately successful methods of getting seen by potential hiring managers.
They were employed by Lawrence G. McDonald, a former VP at Lehman, and are described in his book, 'A Colossal Failure of Common Sense.' He used them to secure a first job, but they could equally apply to getting any kind of job in desperate times.
1. Send out dozens of application letters and CVs to named individuals
McDonald says he spent 'hours in the library' researching the names of CEOs, CFOs and heads of human resources at various brokerage firms. He then sent 'armloads' of application letters to them.
Result: Zero.
2. Turn up at potential employers
McDonald says he then turned up at brokerage houses armed with the name of the person he wanted to see.
Result: Repelled by secretaries and security.
3. Turn up disguised as an executive late for an appointment
McDonald subsequently presented himself as an 'out-of-breath, well-dressed young exec who was simply so late for an appointment that there was no time to argue at the desk.'
Sometimes he says he, 'charged in, as if I owned the place, and headed for the boss's door.' Alternatively, he'd say he had an appointment, had travelled 200 miles to keep it and wouldn't take no for an answer.
Result: Not clear, but would be nasty if you try and rush security guards in the current climate.
4. Turn up disguised as a delivery man
After the methods above failed, McDonald got creative. He researched his target, bought a tradesman's work coat, and 'turned up on his birthday or anniversary with chocolates or flowers that had to be delivered personally.'
Alternatively, he arrived pretending to be a pizza delivery man: 'I hit the receptionist with my best Italian accent and barged straight in, quivering with urgency, as if any delay would cost the receptionist her job, not to mention mine. Once I was past the receptionist, I was able to ditch the white coat and the pizza boxes.'
Result: Often escorted out of the building. But on several occasions McDonald actually got to talk to his target, who was charmed by his chutzpah. They didn't actually give him a job, but they did give him some invaluable advice: pass regulatory exams and get some sales experience.
Based on this, McDonald passed his Series 7 and became a top pork chop salesman before getting a first job at Merrill Lynch.
Conclusion: If you're out of the market and want to get back in, or if you've never been in the market and want a first job, you'll need to be impervious to rejection, and innovative where necessary.
Barry Collins is Director, AMR London, part of the AMR GROUP. If you would like to get in touch with Barry, email barry.collins@amrgroup.co.uk or call +44 (0)20 7435 0309.
FSA emphasises importance of stringent interview process
Business leaders have been reminded of the importance of vetting candidates during the interview process for influential roles. A letter, sent to CEOs of 5,000 firms by the Financial Services Authority (FSA), underlines the need for organisations to have robust recruitment, referencing and due diligence processes in place.
The FSA said that they expect to interview those applying significant influence functions (SIFs) roles at UK banks as part of a stringent vetting process. During the twelve months leading up to October 2009 the FSA conducted 172 SIF interviews, which resulted in 18 candidates withdrawing their application.
This tough new SIF regime is one of the FSA's responses to the financial crisis, which exposed governance and risk management shortcomings across numerous firms in roles such as chair, CEO, and finance or risk director.
Firms are being encouraged to engage with the FSA as early in the recruitment process as possible, and major firms should be contacting the governing body at the point of drawing up a shortlist rather than waiting until the preferred candidate stage. Furthermore, the FSA are calling on organisations to provide sufficient information to support their applications (i.e. head-hunter reports) and the rationale they have used to decide that the candidate is right for the role.
Graeme Ashley-Fenn, Director of Permissions, Decisions and Reporting, FSA, comments: "It is crucial, that at a time when effective governance has never been more important, candidates have the right levels of competence and capability to perform these senior roles and that they are fully aware of their responsibilities.
"The onus is on firms to ensure candidates applying for influential positions are fit and proper to perform the role. Our individually tailored approval interviews will help us assess whether the individual has the right experience and understanding but also whether they will enhance the overall management strength and insight of the firm."
"Make every obstacle an opportunity"
Contributor: Neil Kirby
You may remember my article in August about our burglary.
After the break-in at our house, we took a few extra precautions to secure the house. We've been determined not to over-react – it is, after all, our home - but have made some windows & doors more secure and now set the alarm at night.
I then managed to lock myself out!
Imagine my frustration on hearing the door close behind me, key safely in my hand while realising that there was still a key in the lock inside the house. My key wouldn't turn. A spare key kept with our neighbour was the same as the one I had – so no use. The back door was securely locked, with that key also inside the house.
My only hope was an open upstairs window.
I needed a ladder - which was in our shed securely locked with a key .... Yes, inside the house.
Our neighbour's ladder wasn't long enough.
So, I'm standing outside our house locked out with the parents & children walking past on their way home from school. This was no management training problem solving exercise! So what did I do next?
I took the tyre lever from the car, to break the (brand new) lock on the shed door, to get the ladder, to put against the front wall, to climb and put my arm through the small window, to open the bigger window to climb in and open the door (setting off the alarm).
So how does this obstacle become an opportunity?
It amused my family – you can imagine the "Oh Dad" looks from my kids. We've put a more useful lock on the shed and given a back door key to our neighbours. And I now know how hard it is to break into our house!
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).
Relationships, icebergs and onions
Contributor: Will Kintish
When people meet you and me they make instant decisions about us; it's called creating the first impression. How we behave in those early seconds often depends on how people react to us and decide what sort of person we are. The smile, the handshake, the eye contact, remembering their name and showing some enthusiasm are all part of the start of the relationship. The phrase, "You don't get a second chance to make a first impression" comes readily to mind at this point. But are we all guilty of being just a little too hasty?
Icebergs
We often decide in a flash whether or not we like this person (or them us) and if we're going to get along with them. When we make these instant decisions on what basis have we made them?
At this stage we only see a tiny percentage of this person. Imagine this new contact as an iceberg. When you look at an iceberg, you only see 10 or 20 percent of it – the rest is hidden below the water. With people, you only see their skin colour, their gender, the way they dress, and whether or not they are able-bodied.
But surely it's only when you get a chance to get to know them, can you start to see everything that is hidden below the surface of the water. So, what is 'below the water line?' Just about everything else!
Diversity includes traits such as different religious or political views, ( but try to avoid these!) family backgrounds, areas where someone grew up, sexual orientation, 'class', culture, beliefs, morals and principles, their marital or social relationships, any non-visible disability, their hobbies and interests – the list goes on. It's only when you start to engage and probe with good open questions you will find the 'real' person you have just met.
Onions
It is vital that we have a strong sense of who we are in relation to others. Meeting a diverse range of people means we have to be sensitive, insightful and flexible. Relationship building is a bit like peeling the layers of an onion. One layer is removed to reveal another opaque layer, a veil that has to be lifted to identify the real person. The only thing is that when you get to the centre of an onion you find that the layers are the onion and that there is no centre. For humans, it is similar. After we have peeled the layers we come to know that these layers reveal who we really are.
In simple terms, maybe we should give someone a second chance when we make, what can often be, a wrong assumption about that person who makes a negative first impression on us.
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.
Recruitment Matters news
Don't forget that we're now offering our clients a wider range of services including newsletter writing, social media marketing and Search Engine Optimisation (SEO).. Recruitment Matters International has put together a great team consisting of recruitment industry experts, experienced marketers, software providers and cutting edge IT gurus. We always practise what we preach. For two simple examples (a) type "recruitment training courses" into Google and see where we rank. By the way we have never raised our profile through pay per click. Then (b) type in Warren Kemp into YouTube and above the videos, you will even find Amazon and Ask.com taking out sponsored links because of the reputation Warren has in the recruitment arena (and has 6 products listed on Amazon too!).
As mentioned earlier, we sold out our first London date of Oct 27th for our new half day course, How To Utilise Social Media & Online Networking As A Recruiter. We're pleased to report that all dates are selling well, so book your place now to avoid disappointment!
Don't forget about the recent price change to our webinars (online web seminars). As part of our drive to reach a wider, more global audience, from now on, they are all available at the stunning price of just £9.99! For more information visit our webinars page now.
We hope that you enjoyed Warren's new tip 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 December 2009. Please note that we have just one date left this year for both our Two Day Introduction To Recruitment and Introduction To Running Effective Training Sessions courses. Q1 2010 will be out soon.
RECRUITMENT MATTERS: October 2009 - December 2009 Open Training Schedule
To download a booking form, please click here.
HOW TO UTILISE SOCIAL MEDIA & ONLINE NETWORKING AS A RECRUITER (half day)
Learn practical techniques that work and don't need a degree in IT!
Oct 27th - London - SOLD OUT!
Nov 4th - Manchester
Nov 18th - Birmingham
Nov 27th - London SELLING FAST!
Dec 3rd - Manchester
Dec 9th - Birmingham
Investment £99+VAT
Link
SUCCESSFUL HEAD-HUNTING (one day)
Nov 3rd - London
Nov 12th - Manchester
Nov 30th - Brussels
Dec 11th - London
Dec 16th - Birmingham
Investment £299+VAT
'Bring A Friend' £199+VAT
RMPP rates apply
Includes free CD worth £49.99 'Handling Head - Hunted Candidate Objections & Reactions'
Brussels: €395; 'Bring A Friend' €295. Includes free CD as above
Link
DELIVERING WINNING CLIENT PITCHES AND PRESENTATIONS (one day)
Nov 5th - Leeds
Nov 19th - London
Dec 2nd - Birmingham
Dec 10th - Manchester
Dec 15th - London
Investment £299+VAT
Numbers are limited to groups of 6 to get maximum benefit from the day
Link
TWO DAY INTRODUCTION TO RECRUITMENT (two days)
'Induction for new recruits'
Nov 24/25th - London
Investment £495+VAT
'Bring A Friend' £425+VAT
Link
BUSINESS DEVELOPMENT & SALES SKILLS (one day)
"Winning Techniques & Methodologies for Recruiters"
We will teach you how to never have to cold call again!
Nov 17th - Manchester
Nov 20th - London
Dec 17th - Birmingham
Investment £249+VAT
'Bring A Friend' £199+VAT
RMPP rates apply
Includes free CD worth £49.99 'Handling Client Objections and Reactions'
Link
INTRODUCTION TO MANAGEMENT (one day)
'Managing Teams and Motivating People'
Nov 6th - Birmingham
Dec 4th - London
Investment £299+VAT
'Bring A Friend' £199+VAT
RMPP rates apply
Link
INTRODUCTION TO RUNNING EFFECTIVE TRAINING SESSIONS
'Train the Trainer'
Nov 11th - London
Investment £299+VAT
'Bring A Friend' £199+VAT
RMPP rates apply
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 1945 461561.
Contact us
Recruitment Matters International
2 Oakfield Road
Coventry CV6 1ED
UK
Tel: 0800 0749289
Fax: +44 (0)2476 591326.
Email: info@recruitmentmatters.com
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