As I have the good fortune to work with many recruitment companies of various sizes, it has become apparent that many managers miss the opportunity to increase their own credibility and power to effect the individual recruiter’s behaviours and success.
Some managers will have 1:1s, albeit that they can be infrequent and with little thought on how best to maximise this time to the benefit of the recruiter, the managers themselves, the bottom line and therefore the business. Too often valuable 1:1 time is taken up with going through the previous week’s activities and pointing out the shortfalls with a directive to do ‘more’. The problem with this approach is that ‘more’ is very non-specific and usually there is a reason why they have not done the required activities, that this approach may not uncover.
Think about the 3 C’s to being a good recruiter:
Time would be better spent on coaching the recruiter, but before I delve into the ‘how’, we need to understand what coaching is. Some people mistake coaching as a fancy word for training or mentoring, but it is neither.
Coaching is grounded in the belief that the person being coached (coachee) know themselves better than anyone else despite their blind spots, so it makes sense that coaching is an asking modality. A great coach asks great questions to elicit understanding in the coachee as to why they do or do not do certain things/activities. If the manager is telling/showing the recruiter what to do, then they are training them. If they share how they might have done something similar themselves, then they are mentoring. There is a need for all three modalities, but a true 21st Century Leadership skill to engage and grow Generation Ys and Zs is coaching to understand each individual recruiter and to assist them to be their very best.
Instead of asking them to do ‘more’, as a manager, you need to do two things; a) understand first what they are doing by working with them at their desk. When I work with recruiters at their desk, it is easy to see where they need mentoring/training and to provide it. It is not enough to ask them if they need help as the old adage: “you don’t know what you don’t know” applies to everyone. Once you provide them with the required training, you then need to go to b) and ask if they are confident in doing it.
A concrete example might be that they are sending many CVs, but not getting every candidate interviewed. The steps would be to help them understand how to achieve this could be: