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Spamalot (of CV’s)

December 18, 2009

Sorry, I just need a rant today

I love the recruitment profession and am passionate about helping drive sales performance within it, and as CEO of the most prominent supplier of sales performance improvement and KPI management software solutions to the UK recruitment industry, we are all about driving the sales activity of recruiters, however some of the recruitment community really does need to differentiate between “quality activity” and “hitting a KPI target”.

On a weekly basis, a certain large UK recruitment company (not a client of ours) who shall remain nameless sends me anywhere between 20 and 40 speculative CV’s, last week whilst on an aeroplane I decided to look through my spam folder at them and see what delights I was potentially missing.

You have to bear in mind, we are a small (sub 10 person) software company, currently operating only in the UK (we do have international clients, but all managed from the UK) we have very specific skill sets. Furthermore, we have no open opportunities and have no immediate plans to change this; finally as a supplier to the recruitment profession, I/we will only ever deal with our customers.

So, here is the pick of the CV’s that were sent

  • A mobile phone mast engineer (that was the pick of the bunch and it included separate references, I really can’t see the relevance at all).
  • In international blue chip finance director.
  • A Russian computer hardware Sales Director, currently living in Russia with no plans to re-locate.
  • A variety of foreign based sales managers of various disciplines, although nothing in anyway useful to us.
  • And a further 30 odd other non relevant applicants.

Now, as a salesman,  I know given a target that the easiest way to get management off my back is to do anything to hit my KPI’s and fast, but this level of quality is ridiculous and surely there is no relevance to setting a CV sendout target if this is what is going to happen, I wonder if the agency in question sets weekly telephone call targets and the consultants ring Mum, Dad, Brother, Sister, Auntie June, Uncle Steve, the entire football team, bloke/girl they met in the pub last night etc. etc. and achieve their call targets by 11:30am on Monday morning.

To compound the above example, no one in our Company has ever spoken to the agency in question, also the vast majority of these CV’s came from different consultants, so I just don’t get it!

I am a total advocate of driving activity, but it has to be relevant, with all of the focussed activity supported by efficiency ratios and audit trails, how else can senior management see if the market is changing for the better or worse, how else can management see what the real training requirements of individuals are, how can the organisation set achievable targets and how on earth can account managers sit down with their clients and even begin to justify their fees.

Rant over, I’m currently writing an entry on justification of fees, which I hope to publish in the next few days.

Tony Dandridge

Tony.dandridge@saberanalytics.com

+44 (0)7912 881467

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Utilising technology to drive sales performance

December 11, 2009

In such a competitive marketplace, driving your company and its employees toward reasonable, manageable and achievable goals is paramount to achieving significant competitive advantage.  One major component in achieving this is the ability to report on, analyse and manage sales performance effectively.

Whilst existing font office Recruitment Management Software (RMS) is firmly established in the vast majority of recruitment companies, such solutions are designed primarily to enhance the process and aid the company and its consultants to work in a more efficient and effective manner. A growing trend within forward thinking recruitment companies is to go beyond process enhancement, and complement all front office systems with software designed specifically to maximise sales performance and associated sales activity.

By utilising performance management software which co-exists with internal systems, such as RMS and telephony, significant competitive advantage can be attained by enhancing a company’s ability to effectively improve sales productivity whilst maintaining and enhancing quality levels.

There are many key areas which are positively impacted by implementation of performance management software, all which have a substantial influence on achieving significant business improvements.

Such areas include:

  • Motivation and therefore retention of revenue-generating staff
  • Improving internal competition and/or driving toward a common goal
  • Helping managers understand, analyse and drive team performance.
  • Reviewing KPI’s and associated efficiency ratio’s in real time
  • Maintaining quality levels whilst substantially increasing sales activity
  • Ensuring consultant performance achieves an acceptable standard
  • Targeting sales activity in relevant business areas
  • Easing the reporting burden
  • Identifying and being able to react quickly to changes to the revenue landscape (Customers, Sectors, Markets, Sales Staff etc)

Tony Dandridge

tony.dandridge@saberanalytics.com

+44 (0)7912 881467

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2010 A year of growth, with not so fond memories?

December 6, 2009

saber target copy (2)

What lies ahead for the recruitment profession in 2010? Standing at the Apsco (Association of Professional Staffing COmpanies – http://www.apsco.org) Charity ball last Friday, with all the attractions available, I did wonder how long the queue would be and much in donations would be made for Childline had Gypsy-Lee been there with her Crystal ball.  There are so many conflicting theories, both from speculators and academics that I think no one really has a clue.

However, as we begin to see confidence returning to the market, and the green shoots of recovery starting to sprout, can we dare start to think about what this really means as we progress through the year ahead, and of course beyond.

In many of my conversations with Recruitment Company owners and executives, there is the acceptance that many in the industry had not seen the effects of deep recession and subsequent recovery since the early nineties, and that many are now showing a total commitment to driving their companies performance in a different way to what had been done pre-recession, many of the executives to whom I have spoken see the way forward as a paradigm shift in the transparencies of their styles and cultures in driving sales activity and performance to greater degrees than in previous years and therefore mitigate their fear of a return to sales levels seen in the last couple of years.

It is therefore my view that moving throughout the forthcoming months and years that Recruitment Company owners will apply increased focus on delivering increased sales activity through improved monitoring of areas such as KPI analysis and aligned quality, together with improved internal competition and increased motivation of consultants performance.

I also see the majority of Recruitment Executives increasingly are looking at improving competitive advantage and whilst we see movement in end clients trying to drive fees downwards, I see significant improvements in the education and therefore justification of fees from forward thinking recruiters by increasing the information available relating to campaigns and the detail relating to the amount of internal and external work performed by the agency.

To achieve all of this I see increased investment in technologies which help converge cultural change, efficiency improvements, positive motivation, together with simplifying manager’s ability to monitor more effectively performance of individual fee earners and, perhaps more importantly training needs of individual fee earners.

Tony Dandridge

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2010 A year of growth, with not so fond memories?

December 4, 2009

What lies ahead for the recruitment profession in 2010? Standing at the Apsco (Association of Professional Staffing COmpanies – http://www.apsco.org) Charity ball last Friday, with all the attractions available, I did wonder how long the queue would be and much in donations would be made for Childline had Gypsy-Lee been there with her Crystal ball.  There are so many conflicting theories, both from speculators and academics that I think no one really has a clue.

However, as we begin to see confidence returning to the market, and the green shoots of recovery starting to sprout, can we dare start to think about what this really means as we progress through the year ahead, and of course beyond.

In many of my conversations with Recruitment Company owners and executives, there is the acceptance that many in the industry had not seen the effects of deep recession and subsequent recovery since the early nineties, and that many are now showing a total commitment to driving their companies performance in a different way to what had been done pre-recession, many of the executives to whom I have spoken see the way forward as a paradigm shift in the transparencies of their styles and cultures in driving sales activity and performance to greater degrees than in previous years and therefore mitigate their fear of a return to sales levels seen in the last couple of years.

It is therefore my view that moving throughout the forthcoming months and years that Recruitment Company owners will apply increased focus on delivering increased sales activity through improved monitoring of areas such as KPI analysis and alligned quality, together with improved internal competition and increased motivation of consultants performance.

I also see the majority of Recruitment Executives increasingly are looking at improving competitive advantage and whilst we see movement in end clients trying to drive fees downwards, I see significant improvements in the education and therefore justification of fees from forward thinking recruiters by increasing the information available relating to campaigns and the detail relating to the amount of internal and external work performed by the agency.

To achieve all of this I see increased investment in technologies which help converge cultural change, efficiency improvements, positive motivation, together with simplifying manager’s ability to monitor more effectively performance of individual fee earners and, perhaps more importantly training needs of individual fee earners.

Tony Dandridge

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December 4, 2009

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