Customer statistics you should know per month

1) How many requirements/orders

2) How many were actually filled verses closed or cancelled

3) How many did your company fill

4) How many resumes did you provide

5) How many phone and face to face interviews did your company get

6) Monthly expenses, entertainment/processing/invoicing etc

7) Gross margin dollars

Now after gathering this information use it to draw comparison between customers to assure you have a complete picture of who is really providing the biggest bang for your investment dollars and time. 

Branding your company and yourself - Web Sites - Proposals

Your company or own personal profession brand is the visual picture of what someone thinks when they hear your name.   You build this brand by the message you send out through any material or public communication. 

You company's web site, news releases and in the proposals you produce tell the story.  The message you think you are saying isn't always what the receiver of the message hears.  First impressions and feelings are king.  It's the first superficial, gut instinct that affects people most.  It's that message at it's most elementary state that hits the hardest.

When someone hits your web site, they form a opinion about what you do.

When someone reads your proposals, it must hit them in face about your solution.

Never assume that a person reads it fully or completely.  Your message must be very clear and easy to understand.  Things like visuals, pictures or charts are great communicators.

Your public personal brand it taken from press releases, your position at your company, your postings on the web and any blogs your write or participate.  Always keep that in mind.

Pay attention to this brand and test it out.  Ask someone outside your company to look at your web site or your proposals and get their impressions.  What's the first thing that comes to their mind?  What is the solution you are proposing and is it clearly communicated?

Update your recruiting scripts

Had a situation this week.  I often receive resumes and leads on technical and recruiting folks.  If I can't find them a place in my organization, I try to pass along to someone in the industry I know that has needs.  One senior PM was looking to make a change, but because of their current companies policies, he wanted to keep his search very confidential.  It's wasn't through my sources, but somehow a independent recruiter got a lead that this person was out looking.

Now, there is nothing wrong in this recruiter calling a candidate that they hear may be looking, but it was his introduction script that blew the deal.  "I got word from a confidential sources, that I can't disclose, that you wanted to make a job change?". 

On it's surface that this is all true, but what message does it say to the candidate? 

1)  My search is busted and known in the market.  I'm afraid I might get fired before I can find another job.

2) This headhunter will withhold secretes from me.  He doesn't trust me so I can't trust him.

The candidate ended the call very quickly told him that was rumor and he really was happy in his current job.

What about using this script:  "Hi, my name is Mike Tiffany and I'm an independent recruiter.  I am making sourcing calls into some senior folks within your company that may be be thinking about making a job change."

Even though I already know they are looking, I don't want to put that confidential knowledge on the table.

The key thing I always want to put into a candidates mind is that "You can trust me".  Don't ever do or say anything that could change that and try always to put yourself in their shoes.  Listen to your scripts and see if you pass the "trust test".

Analize, Analize and Analize some more

In a slow down like we are in now, it's even more critical to your company's success that each decision be backed with all the data and information you can muster.  Many companies now are making decisions that I feel will doom themselves in the next 1-3 years.  Even if the economy turns around!  Don't make any decisions based on emotions of the news or personal feelings about your staff.

You should detailed knowledge about your customers:

1) Who is you best customer?  I'm not saying which ones you like the best either.  Who gives you the most revenue to your bottom line?  Do they pay on time?  Which ones are in the best financial shape themselves? 

You should detail knowledge about your employees:

2) Which employees are making the most contribution?  That may be financial or not.  I'll bet there may be an employee two that really contribute 50+% of all output.  Take in consideration what they are paid too.  You may have some lower end people that may seem only average skills.  But their output far out ways more higher end staff.  Especially, try to keep your personal likes and dislikes out of this decision and review.

You should detail knowledge about your location costs:

3) Am I really controlling costs?  Take a good look at your location costs and make sure you're not continuing things that stroke your ego more then really needed.  Of course, I'm not saying move offices into warehouses, but creature comforts some things can be put in the backseat during times like this.  Maybe those close parking spots for the big guys can be dropped.  What about that high end coffee?

Many, many times, there are things that are taking away from your operation fully operating at it's true bottom line.  Make sure all your decisions now are backed up by the facts and only the facts!

Time & Material vs Fixed Price contracts - How does it effect staff?

I've discussed before issues that are totally unique to fixed prices contracts and how many firms mismanage them because they try to use a T&M model.  From a business perspective, failure rates are high to those that don't understand the differences.  But, what kind of issues face a billable person that works on a fixed price contract?

Let's start with the work itself.  More times then not, the actual deliverable will be better defined.  If your working for a company that uses structured methods and process, there should be a clear cut contract or statement of work (SOW).  It's important for the staff person to have full knowledge and understanding what these items and when are they due.  It's important to try and front load the work.  This allows for the final stages of the project to be used for refinements.

Now the sticky part:  Money.  Your strongest point for negotiating your compensation is at the start.  Usually, all raises are fixed way before a bit of the work is started.  It doesn't matter if you did a great job or just average.  Now, if you didn't do the job as explained early on, expect not to last till the end.

With a fixed price contract, the reporting and status process becomes very important.  The management structure within you client community probably must report regularly to their upper management.  Do not, I repeat, do not go light on the documentation.  If you get later in the project and when issues arise, and they will, people will look for reasons for blame and correction.  Don't let it be you.  Even if you did a great job on the work and nobody knows it because your documentation and status reports are weak, expect to get that resume ready.

Remember, before you accept a position, get a good understanding if the contract is time & material or fixed price.  Ask questions about the time frames for completion and the expectations of the client.  I'm not saying the T&M contracts are a cake walk, but special consideration must be given and understood on fixed price situation.

Awarded ISO 9001:2009 Certification

We have completed the challenge of ISO certification for Chameleon Integrated Services.

This is a lot of work but I feel the rewards for a professional staffing company are huge.  It requires a commitment from management/recruiters and sales folks all. 

During the process, you walk through your entire process and operation and it's a great time to re-evaluate how well you really are servicing your customers.  It can be easily interpreted as just creating more paperwork and process hassles.  If this discussion occurs, you're probably not in the right frame of mind to tackle it yet.  Use this time for reflection and self viewing of how well you stack up against your competition.

We utilized a software package and consulting from ISO 9000 World and I would recommend them strongly.  We started the work at the beginning of April and was awarded the certificate 6 months later.  From the feedback I received we did this at a extremely fast pace, but we really were wanting it to take to market for government proposals. 

If you think your company is ready to climb the ISO mountain, I think you'll get back all the blood, sweat and tears, it takes.

Recession a blessing to the staffing industry?

I was reading an article on msnbc.com by Allison Linn, Amish see the recession
as a challenge and a blessing about how the Amish had been changing their lifestyles during good times and become less focused on their families.  Family and simple living are a vital ideal of their religion. 

I got thinking about how that also has happened in our industry.  Have we gotten lazy about keeping in touch with clients and candidates?  Have we let the software tools and job boards become too vital to our personal success? 

Maybe short term wins and starts have become too short sighted and our recruiters and sales folks have forgotten to invest time and effort into planting more seeds.  Have they just moved on to another field if there wasn't anything there to harvest?

Remember, we never want to stop pushing for the close, but also remember as a manager, it's up to you first to make sure you're making that investment that will payoff next year, not just next quarter.

Are you a multi-tasker?

How many people do you know that have to stop what they are doing to answer a question?  Bet they aren't recruiters.

I've read that today's "I-Pod generation", (10-14 years old) can carry on 5-7 conversations at one time.  That's between IM, cell and texting.  We should have a good deal of new recruiters trained early.  This is one trait I see in the best recruiters.  They are not bothered by other conversations or noise while they are working.  They can listen to a number of conversations at one time and keep them going. 

I believe this is also why some of the best recruiting teams are in a pool environment.  I also like to sales sitting next to recruiters.  I want them to listening to each other and gaining ideas for new tactics and possible deals.

When I'm interviewing potential recruiters or sales folks, and they ask if they get a private office, I usually put a big red X on that resume.  Are you trying to hide something???  The answer usually is that they can concentrate better in a quiet setting.  Hum, not much of that around here.

ISO 9000 Internal Audit completed!!!

Well we've accomplished a lot by getting to our first internal audit.  Just as an fyi, I had scheduled 3 days for this and it took us 3 weeks!! 

The person chosen (drafted) had no ISO experience and did her best, but it turned into a learning and tedious experience to say the least.  She did a thorough job and did need to step away at times while not getting caught up in too much detail and "pickieness".  We ended up with a good detail and summary report.

We did poorly in one area not thought to be very important, Purchasing, but after consultation and evaluation, decided we needed to do a better job in this area.

Awarded ourselves another Corrective Action report on the misuse of training manuals, but learned a good lesson.

Next step is getting those corrections in place and contacting an outside auditor.  This should be fun!!

Is there a "best" style for management?

How's that for a loaded question!  Of course, each of us that have been in the industry for a while probably have an opinion, but does it really work when applied to the real world?

Also, the definition "work" is reminiscent of an presidential answer, "depends on what ""is"" is".  Some would define it as making money, staying in business or just having a functioning group of workers that get the job done. 

Given the current business environment, I would think staying in business is a pretty good place to start.  If you haven't already cut staff down to bare bones, chances are that it will come soon.  Your remaining staff probably are wearing many hats from recruiting, selling and staff management.

In my mind, functioning with what you've got left, should be a strong focus.  That includes staff and resources.  It should include the remaining client base also.  I've seen many clients that were staffing company's primary  money makers, go by the wayside.  Take look at functioning and planning in six month chunks.  What have you got and how can you make it that long?

I really don't see many good signs yet, but it's a good time to hunker down in the foxhole and take stock in what you've got there with you.