“I wonder how much time I’ll be able to spend with my team today? They all need help in so many different ways, and I would love to share my knowledge more often, but I never seem to have the time. I do care, but unless I do all this “other stuff”, they won’t have a business to work for. It might seem like I am keeping my distance, but I have so many priorities in my head that it will explode if let the everyday problems in.
Now, let’s have a look at that “to do” list: Sort out the payroll for this month, calculate the commission payments, chase up the latest invoices, do the VAT returns, I’ve got a presentation to compile for the monthly management meeting, and I have to run the numbers on our latest marketing campaign. Lastly, there are at least eight clients who are late paying us. I’ll leave them until last – by the time I have done all this, I should have worked up a rage.
I wonder how much of this is actually contributing to the growth of the business, or am I simply paddling furiously to keep us in business? Is this really what I dreamed of when I started all those years ago? I wanted to be a visionary, a motivator, someone to cut a swathe through all this inefficiency and provide an amazing recruitment service. I do think that we get there some of the time, but we could be so much better. If only there were another way. But I can’t let go of all this important stuff, can I?”
In recruitment (and many other service-led industries), these thoughts won’t be far from a company owner’s mind. It is their job to worry about running their business in the most efficient way possible. However, the big difference comes when they decide whether to delegate these tasks or tackle them themselves. Giving away control over what are critical activities is never easy, but if you want to grow your business and retain a heavy involvement in the daily decision making, you have to let go of the reins.
The best recruiters in the UK deliver on what they promise because they have an amazing back office operation to support them. The interesting thing about recruiting for support staff in the recruitment industry is that recruiters are almost more demanding about them than they are about their front-line recruitment people.
If they aren’t supported in the right way, recruiters will be handicapped and this may lead them to doing a second-rate job.
Recruitment businesses without adequate support functions may find their growth hindered and as recruitment becomes ever more reliant on technology and social media, recruiters need people to hold it all together.
A recruitment MD (with a reasonable sized team) with no back office support is simply unthinkable.