Press Coverage
Raising the Bar
Recruiter Magazine - 2006-06-15
Letter of the Fortnight Zena Everett, Director.
Vic Chuntz may have inadvertently hit upon the real cause for the recruitment staffing crisis (Soapbox, 1 June) when he recalled successful hires he made with no recruitment experience but a "burning desire to succeed (and earn big money.)"
When I started Perriam and Everett in 1992, we ran training programmes for rookie consultants. Back then, frankly, if a trainee could spell 'recruitment' he or she could get a job. Attitude was everything.
How times change. Consultants now need to combine genuine sector expertise with a strong personal network, creative resourcing techniques and a real understanding of the challenges facing their clients.
Sadly, many firms are stilll trying to hire the old model and lamenting the lack of staff. But a) they don't make them like that any more - studies show work/life balance to be far more of a driver than money; and b) even if they did, people in it for the money will probably be disappointed and won't stick around. But the damange they do to the industry's reputation - of being money-grabbing and not adding value - will linger.
To solve the consultant crisis, we must raise the bar. The smart firms are hiring quality individuals from professional backgrounds. These people can manage relationships, bring market knowledge and deliver results. They are expensive to hire, and need investment, not a punt on them making it in three months.
However, with training and a proper framework to ensure their success (rather than relying on personality and slick salesmanship to get lucky) their output is far higher. As a result, the so-called 'consultant crisis' has resulted in higher calibre recruiters, bringing obvious benefits to all of us.
