Most recruiters I know are fairly resilient types. With the first signs of recovery appearing in a flurry of activity, many can’t wait to get back to business as usual.

Before you get too busy to think, though, consider the effects of market changes on yourself – and your personal development.

Personal development (PD) overlaps with, but is not the same as professional development, which tends to be job-specific. In the UK we have traditionally expected our employers to take care of the latter, and ignored the former.

But one thing that thinking recruiters will have considered is taking more responsibility for their own development. Even strong billings in one market don’t guarantee security – it is your ability to learn and adapt.

A few enlightened recruitment businesses are turning their attention to the battle-weary experienced staff. In some cases these recruiters have emerged stronger and more versatile from the recession, but many are badly bruised and will be looking for new opportunities – even new career paths – as soon as the market offers them.

“I don’t feel that there was any real loyalty to me from (my employer) during all that,” said one. “We had to work twice as hard for half the pay and no-one invested in me before or during with any kind of training or development.”

That’s an extreme case, but recruitment leaders should beware of gung ho management nowthat  things are looking up. Egos, as well as bank balances, have taken a hit and experienced, knowledgeable staff need some love and attention.

First, allow for some structured and honest reflection on how people feel. Some of your staff may feel hesitant about sharing their learning, and possible criticisms, so one way of doing this is through an anonymous staff survey, which can then be discussed. One business that did this was surprised to find that it had staff who did not consider themselves ‘lucky to have a job’ and who felt that management’s response to the crisis was ‘just shouting “do more! Make more calls!” ’  

The most strategic business leaders are reconsidering their use of a menu-driven approach to development that merely teaches recruitment ‘tricks’ (when the client says that, you say this). Instead they are looking to help staff develop into ‘grown-up’ business people who can demonstrate concrete market knowledge, develop deep and lasting relationships and don’t give the appearance of always having their eye on the next fee. 

Development centres are one way of identifying strengths and development needs. To be effective they need professional design, objective observers and trust from participants that it will not be used to weed people out. A lot of people don’t know what they don’t know, or have been judged purely on their history. Consider carefully the behaviours that will succeed in the future.

Secondments and special projects can be both stretching and eye-opening. One recruiter, seconded to a client, told me: “I couldn’t believe how many of the recruiters came up with the same phrases, and how much they thought that hassling me would get results. It has changed the way I relate to HR.” Ensure that you have regular communication and reviews, as well as a plan to reboard the secondee. Special projects such as systems review or opening a new market, must be of genuine business value, and can seriously accelerate skills such as project planning, influencing and managing a budget.

If your staff already have good recruitment-specific skills you can afford to develop them in a more strategic (less tactical) way. Business knowledge, bid management, presentation and influencing skills can be developed beyond quotidian recruitment routines, and individual coaching can be invaluable.

For some, the best way to get perspective and fresh input to their own situation is to talk to people outside it – networking.  Make sure you share goals with the membership of your group though, and there is some structure to the meetings, otherwise you may as well just hang around in a bar.  

Finally, there is a reason why chartered associations have a Continuing Professional Development (CPD) requirement. It not only benefits the individual, but the perception of the profession as a whole. Study for qualifications, reading, courses all count as an investment in yourself and might even make you more interesting to talk to.

There is something to be said for learning for learning’s sake. It brings new energy, a sense of accomplishment and control over your destiny. So start thinking about your personal development, and building your own brand.

Alison Humphries is director of Amelius Consulting, a business specialising in training and coaching in the recruitment sector. www.ameliusconsulting.co.uk