Partnerships: A Collaborative Approach

Partnerships: A Collaborative Approach

03 Feb 11:00 by Alan Jarque


I have noticed a significant shift recently; one that I have really enjoyed and embraced in my role as a Consultant, and that is acting as a partner to my clients. By definition, acting as a partner involves managing a process that is ‘mutually beneficial’ to both parties. In obvious recruitment terms, we supply our clients with individuals who will continue to take their business forward, and we are rewarded by way of payment for finding them that person. It is obviously a commercial business.

However, my role as a Consultant has extended much further than that more recently. Aside from simply taking a briefing on a role and finding a candidate who has a profile that neatly matches a predefined job specification, we are acting as strategic partners; making suggestions on the kinds of profiles that our clients should be considering, the kind of salary they should be offering within a competitive market place, and how or what that prospective hire should be targeted on. In many ways, we manage expectations on what ‘good’ looks like. That, for me, is acting in a consultative way; establishing a need and then acting upon it and finding a solution based on expert industry knowledge.

Here at Camino Partners we offer an extremely niche specialism in being the only known providers of all business enabling staff for the recruitment and human capital sectors, providing talent within all areas from back office to boardroom. We offer an inch wide and a mile deep approach, and each of our consultants has their own niche area of expertise within a niche, allowing us to build a precise knowledge of the individuals we look for and where they would fit with different clients, all of whom offer different cultures and environments to work in.

And from this knowledge creates a trust in us from our clients that we understand the sector and the kinds of challenges that businesses and specific individuals face on a daily basis. This market awareness is obviously valuable, as we can work in an integral way, attuning to the needs of the client with clarity and precision. From this, we understand our value and therefore we shouldn’t be seen as being submissive to our clients because the relationship is a mutual one; we mirror our clients in a chameleon-like manner, whilst also suggesting different ways of working in order to maximise productivity.

This idea of working as a strategic partner is further encapsulated by my focus in placing business infrastructure support staff, with a keen focus on areas that are frequently new roles for the business, namely Talent Acquisition, which several businesses are developing functions within for the first time. This comes back to my point around being suggestive and using proficient knowledge of the sector and acting as a valued partner in making key decisions about the role. Anyone can have an idealistic picture of what a position might look like, but I enjoy acting almost like an architect does in bringing a plan to life and building a role based on their objectives.

There is something extremely rewarding about working with an SME in shaping their business, finding key people who fit the mould and culture of the organisation in order to take them forward and continue their development in a buoyant marketplace. And as a result of us helping to shape businesses, in turn we grow as a business as well, widening our client base and increasing our depth of specialism within each particular nuance of a recruitment company’s infrastructure. Essentially, we are a microcosm of the human capital sector; a business that continues to grow through allowing others to grow, with acting in a collaborative way a central value to the work we do.

What could be more exciting as a recruiter than playing such an active role in moulding the growth of a business, rather than simply filling gaps in a preconceived structure?