In this month's newsletter...

Welcome to our Spring newsletter

This is our Spring 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'll start off with a quick ‘newsflash' that as result of unprecedented demand, we're already fully booked for our next Maximising The Use Of Social Media & Online Networking course in London on May 11th. As a result, we've taken a decision to add a new date on May 4th. If you haven't already booked, now is your chance! Certainly, feedback from those of you who have attended so far has been very rewarding – we'll quote just one delegate here: "It is a whole new world out there with endless possibilities - I feel very excited about it! Thank you for a very enjoyable day."

Several weeks have already passed since Chancellor George Osborne's Budget which, particularly for those in the private sector has been generally viewed as encouraging. In fact, two out of three businesses say it will have a positive effect on their business, according to research from Reed Finance.

The research also shows that more than a quarter of businesses (28%) think that the Budget will have a positive effect on their staffing levels.

Tim Vye, divisional director of Reed Finance, says: "There is a lot for businesses to be positive about in the Budget and our poll of senior finance professionals shows that it has created some optimism, which is crucial for a buoyant jobs market. However, businesses remain nervous with only 12% believing that the measures in the Budget will succeed in making the UK the best place in Europe to start, finance and grow a business. Employers need to have confidence in the UK economy and their business's outlook before signing off on any hiring plans."

On a different subject, it won't be long until the next batch of ‘wet behind the ears' graduates arrives on the job market with, yet again, the criticism that most lack the necessary job skills to make an immediate contribution. 40% of graduate recruiters say current university leavers do not have the work-based skills to secure an entry-level graduate role at their firm, according to new research from totaljobs.com.

More than eight in 10 (83%) graduate recruiters believe closer collaboration between businesses and universities is required to fill the skills gap for university leavers today. Meanwhile, 82% think universities need to take responsibility for ensuring graduates are work-ready, while 72% say it is down to graduates themselves.

Mike Fetters, graduate director at totaljobs.com, says: "We have a real chance to champion a collaboration between universities and employers which I believe can really make a difference. With just over half of graduates utilising their careers service and only 34% of those finding it useful, there is an opportunity for employers to work with careers services to better the offering to final-year students."

We'd be very interested to hear your views on one article, in particular, this month – see ‘Big business loses out on benefits of flexible working.' So what do you think – is small beautiful or big best?

Elsewhere, we report on good news if you're involved in Executive Search. Senior executive recruiting is at its third highest level ever due to a dramatic resurgence in demand, according to the Association of Executive Search Consultants (AESC).

We've also got some excellent sales advice from Bob Apollo, MD at Inflexion Point who says that ‘you need to sell the problem before you can sell your solution.' As Warren advises in our Business Development course, fan the flames!

We liked the views of Jason Sullock, New Customer Marketing Manager, Sage on business planning who says that the main reason that detailed business plans fail is that they're too detailed...

This month, our ‘Marketing Mentor' Alastair Campbell also shares some of his thoughts on effective selling, with the advice to focus on what your customers want, not what you want to sell.

Our own trainer & MD, Warren, has two social media tips for you this month – one on linking up your LinkedIn account with Twitter, and another on maximising your effort and therefore benefits of what he perceives is LinkedIn's ‘tipping point'.

We have another extract from Greg Savage's popular blog, this time highlighting the benefits of being strong and confident with clients – don't inhibit your billings by using language which is too tentative.

We've also got the next in a series of contributions on SEO advice from eBoss Solutions MD, David Lyons, this month on converting enquiries into sales.

And we have a welcome return from David Steel of Exacta Research with an article on the art of the referral call.

Here at Recruitment Matters, we just get busier & busier, so for the latest on what we have got lined up through to June, 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

Focus on what your customers want, not what you want to sell

The economies of the world are littered with the skeletons of industries who decided to sell to customers what they produced, rather than what the customer wanted. I recently heard a Radio Four documentary on the potteries industry. For a long time British pottery was known throughout the world for its high quality and indeed highly efficient production techniques. The documentary was focusing on one particular factory which had undergone some kind of a resurgence after being bought and brought back from the bankruptcy for the 6th time. The production manager was explaining the different types of plates and cups that they sold. He explained the process that the company underwent to decide what new items were going to be sold there. It had nothing to do with what the customers wanted, or indeed what had sold well the previous year. Instead the designers and owners of the factory decided what would go on sale that year and then the salesforce would then be told sell to them as best they could.

Sadly, for this factory and many others, this course of action led to financial disaster. It meant items that were being sold were not on popularity but on a whim and a guess. It brought a once great industry to its knees. In the meantime, overseas markets were copying the production techniques pioneered by the British and were conducting extensive market research into what customers wanted. The result was faster delivery times and cheaper dishes which suited the customers' diverse requirements. By refusing to listen to what the customer wanted, the industry was doomed to failure.

As a recruitment company do you make a similar mistake? Are you clinging to old commission structures, packages and methods from a pre-internet age? Many companies will develop products which they think are interesting without ever asking for customer feedback. Names and products aren't tested before the product is launched on to the marketplace.

Although it isn't always possible to accurately gauge public reaction, it is always a good idea to respond to public wishes. Whilst trends can be set for people to follow, it is usually a good idea to measure the mood of the public and ask direct questions to see what people are likely to demand in the future. One of the easiest ways to do that is to monitor what is currently selling well and what is selling badly. Certainly the public can be fickle, but they will tend to buy what they want and leave what they don't. It is much easier to swim with the tide than against it. If you want to make your sales team's job an easier one, find out what your clients want and get them to sell that - rather than sell what you always have.

Alastair Campbell is MD of The Ideal Marketing Company and author of The Marketing Launchpad available from Amazon. He is offering a free 1 hour marketing consultation to all readers of this newsletter. Visit www.idealmarketingcompany.com for details or call 01858 44 55 43.

Converting website enquiries into sales

Contributor: David Lyons, MD, eBoss Solutions.

Following on from last month where we discussed conversions on your website and best practices to turn those visitors into enquiries, We now move into converting those enquiries into sales, when there is no face to face contact.

Here is a selection of the most effective tools we use to convert enquiries into sales.

First, the telephone, still the most effective sales tool, because it allows the sales person the opportunity to find out the needs of the client and then to tailor the product/service to their needs while they are talking to each other.

Secondly, newsletter marketing software, this allows the sales team to keep the potential client interested in their product or service and educates the client to the features and benefits of the product.

Thirdly, your database is a treasure trove of information about the history of the client's needs and interactions with your business which you can use to offer new products and contact them at appropriate times.

At first glance converting your enquiries to sales could appear to require only a good talk on the phone and the sale is closed; in practice, the result is dependent on the amount and the quality of rapport that the sales person is able to establish with the client. In fact the last word in the closing of the sale belongs to the client when he is happy to proceed, because he becomes convinced that he wants your product or service and you are the best person to give it.

How do we build rapport with a potential client? The essence of building and maintaining rapport is to keep a constant presence in the potential client's mind. You can do that by telephone and email.

The database gives you the prompts to know when it is appropriate to contact the client. The contact should include something of interest to the client rather than a plea to buy; for example send an email with a topic of interest, a review on a product of interest, a good news story from their industry and a success story of your own. It is important to note that when you are not in contact with your client, they do not have an opportunity to say yes.

If you have developed a special technique of your own for converting your enquiries into sales please let us know and I will include them in my next article.

Next month we discuss using technology to get your clients to recommend your product or service.

©2011 David Lyons. Contact david@eboss.co.uk or call 020 7183 0675.

Link up with those who Tweet

After what seemed like a plethora of pointless and random tweets from a total mishmash of people from the famous to the totally unknown, Twitter seems to finally be coming of age. Corporate organisations and professional individuals alike are now being far more strategic, consistent and on song for what others want to read.

And that has resulted in some of the more traditional networking sites wanting to get in on the action. And the king of networking sites, LinkedIn has a really easy to use tool for those who tweet. It is now possible with a couple of quick clicks to not only see which of your LinkedIn 1st line connections tweet, but you can also follow them instantly too. The right kind of attention is flattering and what better way to continue to build on your business relationships than to follow your LinkedIn connections' tweets?

As said, it's straightforward. When on LinkedIn, along the top tabs there is one that is labelled "More". Click on and drop down that tab, click on the heading that says "Tweets" and then on "Connections". You can then choose to see which of your connections are tweeting and which of them you are following or not and take action accordingly. N.B. If you are not on Twitter yourself yet, then taking a look at just how many of your connections are will certainly help you make the right decision.

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

Strong growth in Executive Search

Senior executive recruiting is at its third highest level ever due to a dramatic resurgence in demand, according to the Association of Executive Search Consultants (AESC).

Following the decline of 2009, AESC's 2010 Annual Report on the Retained Executive Search Industry reveals that the industry grew by an average of 28.5% in 2010 from a downturn of -32.5% in 2009. This is only 13% below the all time industry peak of 2008.

Peter Felix, president of the AESC, says: "A recovery of this magnitude is impressive given the extraordinary decline experienced by our profession in the aftermath of the October 2008 financial crisis. Nevertheless, it is not so surprising given the strong underlying forces that were driving the worldwide shortage of executive talent in 2008 and their immediate resumption as soon as some form of economic recovery became clear.

"Organisations around the world have been quick to realise that the shortage of talent is being exacerbated not only by the demographic shifts in the West and the demand from emerging markets, but by the nature of the tremendous tasks facing top management."

Other key features of the AESC's 2010 report include:

• Strong industrial sector hiring activity as BRIC countries (Brazil, Russia, India and China) and other emerging markets show unprecedented demand for high quality western manufactured products.

• Continuing demand from the healthcare sector as many societies come to grips with the rising costs of providing care and the need for talented medical and management personnel increases.

• Returning demand from the financial services sector as banks and other organisations refocus on revenue producing activities following the financial crisis.

• A continued rise in executive hiring in the Asia Pacific region, increasing 31% in 2010.

• Annual growth in average revenue per consultant (+30%), the number of new searches started (+24%) and the average fee per search assignment (+2%), in line with increased net revenues.

The Tipping Point

As the book of the same name by Malcolm Gladwell states, there comes a time occasionally... "The moment of critical mass, the threshold, the boiling point." For many it seems LinkedIn has reached that tipping point. And when your own critical mass meets LinkedIn's then it's quite realistic to expect to see some extraordinary results.

LinkedIn in just a little over 2 years has gone from 25 million users to a staggering 100 million. How many 1st line connections have you increased by in that time or in recent months since you joined? Once you get to a certain number, the tipping point will kick in and you may well see those extraordinary results. Suddenly your searches will become easier, more key people will want to connect with you and business gets a little better bit by bit. Not sure? Well, I've increased my 1st line connections by 100% in the last 12 months and that has meant an increase in my new connections PER DAY of 493%.

If you haven't been convinced yet, then take a leap of faith and get stuck in to it – like those extra 75 million people in the last 2 years.

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

Big business loses out on benefits of flexible working

Small businesses and entrepreneurs benefit from enhanced productivity by encouraging flexible working practices, according to the latest figures published by Executive Offices Group (EOG), the serviced and virtual offices provider.

87 per cent of respondents to the EOG Customer Service Survey said the greatest benefit to flexible working was an increase in the efficiency and output of staff. In fact, not only was it beneficial but for many was a key driver of service and profitability levels.

John Drover, CEO, Executive Offices Group, commenting on the figures, said:

"With the recent Budget focusing on entrepreneurship as a key means of stimulating and enabling long-term economic growth, simple measures like flexible working that are already contributing to small business profitability are to be both welcomed and actively encouraged.

"There seems to be a negative perception among many larger businesses about how to offer flexible working without compromising production or maintaining service levels. There is a trust issue at play here too, both of employee productivity away from the office and the capacity of technology.

"This latest survey clearly shows entrepreneurs and smaller businesses are much clearer about the benefits of allowing a more flexible approach to work. The business case is persuasive and where innovative practices work best, they combine meeting the needs of the organisation, its customers and the individual."

Respondents to the survey, who included entrepreneurs and SMEs from the financial services, recruitment, technology, property, commodities and media sectors, also reported savings in overheads and a reduction in travel time and expenses as key benefits of a more flexible approach to work.

Recruiters' Guide To Researchers

The art of the referral call

A conversation I had with an old contact last week reminded me of a golden rule of referring/networking and how re-shaping the emphasis of a particular question can make the difference between a potential new lead and a dead end.

Whilst approaching some previous contacts on a Sales Manager role we were handling, I had a conversation with a potentially good candidate who, as it turned out, had recently changed roles and wasn't looking to talk about any new opportunities. As ever, and in true Columbo style, I rounded off the conversation with ‘one more thing' – "I don't suppose you know of anyone to refer for this one, do you?"

To be fair to the person in question, he gave it some thought before saying: "Sorry David, I can't think of anyone who's currently looking." The words ‘currently looking' hit me. "No, no…I don't mean if you know of anyone who is currently looking for a new role, what I mean is, is there anyone like you that you know of in your industry who is good and potentially a fit for this opportunity?" The lightbulb went on and very quickly I had a couple of new referrals that this person had professionally come across recently. One was an excellent shout and became a potential.

Through no fault of their own, people will often assume that recruiters want to speak to other people who are looking for new roles. That's never a bad thing, of course, but in our game whether someone is looking or not is often irrelevant; what we're interested in is finding the ‘bullseye' and then doing what we can to tempt them to look at the opportunity in hand.

As a tip, it's often worth saying: "If we were looking for someone similar to yourself in terms of experience, skill set, etc, who should we be talking to?", which is a very different question to "can you refer someone?". I've known the latter resulting in referrals that bore no relevance to the assignment in hand, simply they knew the person you'd originally referred with and that they're on the jobs market!

Try and challenge those you speak with to think about the market/sector they're in – who do they know in the same/similar space that could be worth a call? For the more obscure opportunities, remind them of key aspects of the person spec and ask if they can think of anyone they know that resembles that.

Also, give potential referrers time. It would be unfair to expect someone to rack their brains and give you names within 30 seconds. Leave your contact number, email address, etc, and give them a few days to think about it. Remember – you're asking somebody a favour, so it's always nice to suggest that one day you'll return the favour, keep in touch, let them know next time something comes up that might be of interest to them and so on.

A number of good referral calls can often really beef out your potential candidate list, so it's well worth putting the extra effort in and not lazily rounding the call off with a "do you know anyone? No?" just because you think you have to.

David Steel is Research Director at Exacta Research, a recruitment research company who provide a candidate research service to help clients find the best possible candidates across all sectors and levels. For further information email david@exactaresearch.co.uk, visit www.exactaresearch.co.uk or call 08000 856 618

Why You Need To Sell The Problem Before You Can Sell Your Solution

Recent research by CSO Insights, SiriusDecisions and others confirms what a growing number of sales managers have observed: for many sales organisations, more sales are lost to "no decision" than to the competition. Here's why B2B (Business to Business) sales people need to focus on selling the need to solve the prospect's problem before they sell their solution...

But first some background: I must have conducted hundreds of independent win-loss reports on behalf of clients over the years. I've noted that even vendors who are normally very disciplined about win-loss reporting can fail to pay the proper attention to analysing deals that end in "no decision".

Three Reasons Why Prospects Decide To "Do Nothing"

Let's set aside the most obvious reason - that you were simply not offering a good enough solution to their problem - something that should be addressed through better qualification early on in the sales cycle.

My observations suggest that there are three primary reasons why a vendor with a strong problem-solution fit loses to a decision to "do nothing":

- The perceived risk of change outweighs the likely benefits

- The pain of staying with the status quo isn't uncomfortable enough

- The prospect has more important problems to solve

1: Mitigating The Risk Of Change

Risk plays an increasingly significant role as buying decisions move towards a conclusion. As the final approval process looms, stakeholders start to question whether the proposed solution will actually solve the problem. Many will bear the scars of projects that took too long, cost too much and failed to deliver the hoped-for results.

This aversion to risk is a natural part of the decision making process, and vendors need to plan for it. They need to accept that those responsible for approving expenditure are looking for reassurance that their investment will result in the desired outcome. You must find ways of proving that you have a proven process for helping your customers manage the challenge of change.

2: The Status Quo Isn't Painful Enough

Nokia's CEO famously declared that his company was standing on a burning platform shortly before announcing their alliance with Microsoft. He forcefully explained why the status quo was no longer sustainable, and that the company had no option but to change.

Without, perhaps, employing such dramatic imagery, salespeople nevertheless need to be looking for the burning platform within their prospects. They need to help their prospects identify, calculate and articulate the painful consequences of staying where they are - and offer them an escape route to safety.

3: Make Sure The Problem Is A Top Priority

Sales people can run highly effective sales campaigns, offer the best solution to a key business issue, win the recommendation of their champion and the decision-making team, and yet still not get bought - because the prospect decided that solving a different problem had an even higher priority.

When qualifying opportunities, sales people need to pay attention not just to problem-solution fit and their chances of being selected, but also to whether the problem they are being called in to solve is linked to a critical business initiative. If not, you need to recognise that you are going to have to work even harder to ensure that your champion has the ammunition to defend their investment case against the inevitable competing priorities.

Why You Need To Sell the Problem Before You Sell The Solution
If your sales people are to avoid winning the recommendation, but losing the sale to a decision to "do nothing", you must ensure that they are qualifying not only the problem-solution fit, but also the prospect's motivation and ability to take action.

Before you can sell your solution, you must ensure that, at the end of the day, the prospect is convinced they need to solve the problem. You must find or create that burning platform. Building the foundation for your prospect's decision to do something starts from the very first sales call.

Tentative language is reducing your billings!

We don't mean to be tentative, do we? We want to be bold, strong and confident when dealing with clients. Yet time and again, we use words that are stumbling blocks. Our fear takes over. And we use tentative language. Words that offer the client a reason to doubt us. Phrases that reduce our credibility.

Tentative language: How do you know you're using it? 

Do you use words like ‘normally'? The client asks you, how much do you charge? Do you start off by saying, ‘Oh, normally… ‘ Disaster! Right there, the battle is lost.

You've stepped onto a landmine. When you say "normally", the client knows at once that your price is negotiable. She knows you are not sure of your price. You may not even believe in your value. And hey presto – the client is in the driver's seat. There are many words we all use that prevent us from being in the driver's seat, for example 'Approximately'. ‘Usually.' ‘I feel that…' ‘Sometimes'. ‘Our average price'. ‘Ballpark figure'. All of these words send an instant message to the client's brain that you're a bit unsure. Just a little insecure. The insecurity spills over.

When the client (or talent for that matter) hears insecurity in your words, they can't but help simultaneously hear the insecurity in your work and your service.

Don't say "Firebrand is one of the leading marketing, creative and digital search companies in the world". You have qualified the statement by prefacing it with "one of the". Say Firebrand IS the leading marketing, creative and digital search company in the world."

When a recruiter says to a client "For this job, we charge $20,000 and we deliver an outcome in two weeks or less", your client is instantly impressed. The client didn't hear tentativeness in your price or your ability.

Talent is sensitive to tentativeness too. Don't say "This job might have some of the things you are looking for in a new role", or "This job is probably worth looking at". Why would that compel me to go to see that client? Say "This is an exceptional company with a superb client list and an excellent culture. What's more it fits all the criteria you outlined for a job move, including more client-facing time and the international travel you are looking for " (This is an example of course. What you say has to be true!)

Specifics impress. Remember, it's not just you who is having the uncertainty in the sales situation. The client is walking in unknown territory as well. As a client, what would you prefer to hear? "The job will be advertised tomorrow, my database will be fully searched by Friday night and my research team will map the market in a week, and I will have a shortlist in two weeks or less" or "We'll get down to it and get the job done soon."

As a Talent would you rather hear "You have great skills and I am going to market your resume to clients A, B and C by Tuesday." or "I will do my best to get you interviews with suitable companies."?
Think about your words. Think about your voice tone. It can make all the difference. One thing is certain. Stop using tentative language. It isn't doing you any good.

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

Business Planning: Top Tips - No plan survives contact with the enemy

'No plan survives contact with the enemy' is a common military saying, but there is a far harsher lesson - that of not clarifying your objectives before you start, or even worse, not planning at all.

The very reason detailed plans fail is because, yes, you guessed it... they are too detailed.

A detailed plan becomes a timetable with a pre-determined destination. That destination 'must' be reached, no matter what happens in the outside world. 'Keep to the plan'. Don't deviate no matter what. Stay on target, stay on target.

And it's that very rigidity that derails detailed plans. They take no notice of external events. No notice that the world has changed around them, whilst the plan is quietly trundling on even though it's outdated. The plan is everything!

And then there's the opposite... no plan at all.

These 'non-plans' lurch from crisis to crisis, always breathing a sigh of relief that the last disaster has been averted. Not realising that every missed bill, every delayed tax return, and every instance of 'robbing Peter to pay Paul' is storing up, just waiting for the Perfect Storm to engulf another small business.

But there is a way to get the best from a plan, without it becoming either too overwhelming or being non-existent... and again it comes from a military term.

Intent.

'Intent' is the term the military use to describe what they want to achieve 'overall'. 'How' they achieve it can be totally flexible. Commanders sometimes describe their leadership as being 'In command, but out of control' in that they devolve 'how the Intent is achieved' to their subordinates.

As long as the Intent is achieved, you're plan has succeeded.

So, when you come to planning for your business, deliberately build in an element of flexibility. Deliberately give you or your employees the empowerment to achieve your overall Intent.

That way, you'll never be blinkered to external events, and you'll always be ready for the storms.

Effective planning, and the actual use and updating of the plan once it's created, is essential to the growth of any small business. Without it, managers are simply buffeted along by the currents and storms of the economy and the marketplace.

Recruitment Matters news

We'll start off with a reminder 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 recent weeks – as you know from our earlier newsflash for Social Media during our March launch and already on May 11th, hence our new date on May 4th. We've also only got a couple of places left for the morning session of our new Selling Executive Search half day course on May 18th so we're adding an afternoon session, too, as well as three dates in June to look forward to.

We 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've embarked on a project to make our audio training CD's available via MP3 download and will have more news on this shortly.

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 April – June 2011 training dates below. July dates will be announced soon.

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: April - June 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" Apr 19th - London May 20th - London Jun 22nd – Manchester Jun 24th – 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 Apr 19th - London May 20th - London Jun 22nd – Manchester Jun 24th – 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   MAXIMISING THE USE OF SOCIAL MEDIA & ONLINE NETWORKING (one day) Learn practical techniques that work and don't need a degree in IT! May 4th - London EXTRA DATE ADDED May 11th - London SOLD OUT! May 17th - Manchester Jun 14th – London Jun 29th – Manchester Investment £299+VAT 'Bring A Friend' £229+VAT Link   SUCCESSFUL HEAD-HUNTING (one day) May 5th - London May 6th - Manchester Jun 3rd – London Jun 28th – Manchester Investment £299+VAT 'Bring A Friend' £229+VAT Link   SELLING EXECUTIVE SEARCH AND WINNING RETAINED & EXCLUSIVE ASSIGNMENTS (half day) May 18th - London AFTERNOON SESSION ADDED from 2:00 – 5:30pm Jun 10th – Birmingham Jun 15th – Manchester Jun 23rd – London Running time 9:30am - 1:00pm Investment £149+VAT 'Bring A Friend' £99+VAT Link   TWO DAY INTRODUCTION TO RECRUITMENT (two days) 'Induction for new recruits' Apr 27/28th - London May 24/25th - Manchester Jun 7/8th - London Investment £495+VAT £425+VAT Link   BUSINESS DEVELOPMENT & ACCOUNT MANAGEMENT SKILLS (one day) "Opening up and building upon key client relationships" May 12th - Manchester May 13th - London Jun 2nd – Birmingham Investment £299+VAT 'Bring A Friend' £229+VAT Link   INTRODUCTION TO MANAGEMENT (one day) 'Managing Teams and Motivating People' June 1st – 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.

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