Most recruiters are 'activist' or 'pragmatist' learners. They are open to implementing new ideas, and learn by experimentation.

A weakness of these styles is a tendency to absorb the minimum necessary to move on to the next step — a positive tactic at the beginning of a career in recruitment, because we expect results quickly.

However, these learning styles do not encourage excellence or considered review, and so many of our established consultants impose their own ceiling on their learning and hence their achievement.

Then they grow bored with the perceived repetitive nature of the job, and/or their performance declines as market conditions change. Some may even consider resignation.

When engagement starts to decline, consultants can get defensive. Occasionally they seek to ring-fence potential clients by claiming to 'own' the account. They blame a lack of opportunity, a run of bad luck — in short, anything. Because someone has a history of billing does not mean that they have mastered every nuance or every circumstance.

No-one should underestimate the breadth of tools and techniques, the depth of knowledge that can make a difference in this industry.


1. Revisit the basics
Not because your consultant is failing, but because he/she has changed since they first heard this stuff. Small details, phrases and techniques which would have gone over the head of the beginner can be put to work now. Make sure that the basics are being done excellently.

2. Observe them
Occasionally go to meetings/work with your experienced consultants and aim to capture and reinforce what they do well. Use this information at team meetings to reinforce behaviours.

Always ask, "Is there anything you wish you had done/said differently?" to allow the consultant to identify their own learning needs and encourage self-analysis. Refer to them at regular reviews.

3. Remember that performance standards are standard. Performance targets are individual and agreed.
High-achievers routinely set themselves challenging but realistic goals. Adopting the 'golden goose' approach — just demanding more billings every year — is likely to result in burn-out.

Instead, consider creative goals that contribute to fees and help develop new skills. For example:

• taking responsibility for networking with relevant business groups;
• proactively pitching for sole/preferred supplier agreements;
• taking opportunities for selected public speaking;
• maximising referrals;
• designing and delivering a candidate/client event;
• writing articles in relevant trade press.

Additional objectives must be agreed and interesting to the consultant.


4. Capture the expertise
High staff turnover in the recruitment industry means that expertise — and the authority that goes with it — is often lost. Make a conscious effort to capture 'war stories' from your experienced consultants, and get your staff using them to build credibility. Experienced consultants should win new business with a personal portfolio of case studies, advertising campaigns and recommendations.

5. Supervise staff coaching closely
While experienced staff can be useful coaches for newer staff, (in particular on market information) be sure to check that:

• everything they pass on is a good habit;
• there is a logical structure and context to what they teach. Any rookie can pick up a few 'magic phrases' by listening to someone experienced. But will they understand exactly when it is appropriate to use them?

Passing on information is one thing — the wisdom to apply it is another.

Top tips
• Revisit the basics 
• Observe and give positive reinforcement 
•  Standards are standard. Targets are individual and agreed 
•  Capture the expertise 
• Oversee coaching closely