Jerry Hansen, Managing Partner

 

Smart work beats talent any day of the week. You could be the most talented worker in a room but if you don’t use metrics to work smarter, your efforts are likely to be falling short or taking much more effort than they should. Working smart, knowing what you need to do and actually doing it is the key.

As a business, one of our goals is to align our process with proven best practices to create positive results.

Really, the data and training are relatively easy to come by. We’ve invested heavily in technology that gives us great (more importantly, usable) data. Our training is consistent yet flexible enough to accommodate changes in the market and applicable technology. The real challenge is not knowing what makes us better, but doing it.

Metrics.

We know that if we are consistently hitting our personal metrics good things happen. Managing your personal metrics on a daily basis is paramount to your success at work. Knowing that, how do we make sure we are collectively inputting that crucial information into our system daily to create an environment for that success?

Being personally accountable for your data.

Set aside 20 minutes at the end of your day to “clean up” your information and reflect on your day. The next morning review what you accomplished the previous day through your ATS reporting.

On a weekly basis meet with a team leader to review the good, the bad and the ugly from the previous week. Over time this information will give a recruiter a very accurate idea of what they have to do to be successful.

Talking about training, outside of training.

A great training program is vital to the success of any recruiting firm. Ask peer-to-peer questions; how have you implemented this at your desk? What are some of the challenges you are facing with this new practice or approach? Listening to each other and holding each other accountable in subsequent training meetings.

Impromptu “experience share” meetings have also greatly improved the adoption of best practices. These “experience share” meetings include wins and losses, how training helped, what we are having success with in real time and what are we struggling with in real time. Rewarding early adopters of training and best practices is also a way to get others to buy in.

Bridging the “knowing and doing gap” creates clarity around the team’s collective vision and goals. It allows people to work more efficiently, and creates accountability and mutual expectations.

The ultimate result is a driven, results-oriented team.