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Why putting the client first is a win-win

July 11, 2013  /   No Comments

Betsy Williamson

By considering your clients’ needs in everything you do – from recruiting consultants to how you train them – you’ll create longer-term, collaborative success, says Betsy Williamson

Most businesses know about it, a lot of businesses talk about it, some businesses do it, but few businesses seldom do it well. Putting the client at the heart of an organisation is a key factor in any business’ success. And although in theory few would argue with such an approach, in reality it is often hard to achieve.

Some years ago I read an article about how Richard Branson, in the early days of his empire, was continually disappointed by his experiences of flying. At that time no airline, as he saw it, seemed to offer the customer what they really wanted: bigger seats, superior food and better customer care. In short, it was very much a cattle-class rather than premium level service. Branson was so frustrated by this that he launched his own airline. The rest, as they say, is history.   

Branson’s frustration – and his response to it – applies as much to the recruitment industry as it does to aviation. The key to success is providing clients with what they need rather than what a particular recruitment company wants or is able to give them. And the key to giving clients what they need is to better understand their business and identify accurately the problems they need solved.

To give you an example, my agency’s clients generally fall into one of three categories. This helps us to build up a better picture of what different clients need from a recruitment agency. Do any of these descriptions match your clients?

Large volume and general. Clients in this category look for recruiters who are able to tap into broad talent pools and respond quickly to structural, cyclical and exceptional changes in the market. Because these companies deal in large volumes – often through online portals – they require recruiters to operate with speed across different pools (graduates, entry level, mid-career, senior) and different geographies (local, national, international).

In order to meet these challenges, recruiters need to work quickly and often within an exhausted resource pool of candidates. Roles can often include more junior positions with lower wages and therefore attracting candidates in sufficient numbers can be difficult.

For recruiters to meet these demands and still deliver a high quality service, they need to have sufficient headcount in place themselves. Many agencies are loathe to turn down new business opportunities but can often end up spreading themselves too thin. Recruiters should choose their clients carefully, otherwise they risk diluting the quality of service on offer.

Medium volume and technical. Here, recruiters need not only market knowledge but also a high level of technical knowledge relevant to the client’s industry. For such clients, the ideal candidate rarely actively available and recruiters need to combine both executive search and contingency methods to be successful.  

Clients respond well to recruiters who can demonstrate a firm grasp of the technicalities of their business and industry. It is not enough for consultants to be experts in recruitment, they also need to be well versed in the industries in which they operate. Agencies need to invest in their staff with appropriate training and development.   

Low volume and specialist. These tend to be small, boutique businesses which don’t recruit frequently, and where a tight behavioural and cultural fit is often the most important factor. Hiring the wrong person can be damaging both in terms of costs and the impact on existing employees. These clients need recruiters who are alive to these cultural nuances and have in place a recruitment process that identifies appropriate candidates.

Companies that are infrequent hirers also need recruiters to consult them about the recent changes and trends in the marketplace. Their expectations have to be carefully managed or realigned. This ensures that neither the client nor the candidate is left frustrated. 

By taking time to understand the client’s business, recruiters are better placed to appreciate their problems and create a service or product which solves them. This insight is achieved not through remote fact-finding, corporate entertainment or numerous ‘sales’ calls but by spending quality time with the client and their organisation. This collaborative approach not only provides the necessary information for a recruiter to excel but it also demonstrates to the client a high level of commitment and professionalism.

Central to that approach is the recruiter’s own recruitment. It is no small irony that the Achilles’ heel of many recruitment firms is the lack of attention they pay in appointing their own people, and when appointed the lack of investment in training, development and the creation of an environment in which they can thrive and prosper. A low turnover of staff invariably leads to sustained client relationships and enduring business success. A lack of investment in this area often results in the burning of bridges with clients and the burning out of promising consultants.

In the end, the biggest challenge in placing the client at the heart of an organisation is being able to meet their needs in a way that is financially viable for your business. Bridging, narrowing or ideally eliminating the gap between the two is the ultimate goal. Although no mean feat, it is a feat with which Mr Branson is familiar.

Betsy Williamson is Managing Director of Core-Asset Consulting

 

 

 

 

 

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  • Published: 11 years ago on July 11, 2013
  • Last Modified: September 5, 2013 @ 6:49 am
  • Filed Under: Archives

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