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360° Feedback  Results  

March  2013     Prepared  for  James  and  Richard                      

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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360° Feedback  Results     Q1  »  Me  -­‐  my  role….     Gosia   Steve   Christian     Chris   Marc   Liz   Helen   Tarnya   Andrew     Steph     Caroline     Owen   Ian   Totals  

Q1 10   8   7   7   N/A   7   8   10   4   6   7   3   7   84/120  

Q2 10   9   8   8   N/A   6   10   9   6   10   9   9   7   101/120  

Q3 10   9   8   6   N/A   8   10   8   7   10   -­‐   10   8   94/120  

Q4 10   8   5   4   N/A   8   10   5   5   8   9   7   5   84/120  

Q5 10   9   7   4   N/A   9   3   8   5   8   2   8   7   80/120  

Q6 5   8   5   3   N/A   8   5   5   5   6   5  (?)   3   6   64/120  

Q7 8   8   7   4   N/A   7   10   5   5   9   9   9   9   90/120  

Total 63/80   59/80   47/80   35/80   N/A   53/80   56/80   50/80   37/80   57/80   ?/80   49/80   49/80    

1) Generally  I  feel  I  am  fulfilling  my  role  effectively.   2) I  can  deal  with  most  aspects  of  the  job  and  am  ready  to  learn  other  aspects  of  the  role.   3) I  am  clear  about  the  elements  of  the  job  that  I  can  work  on  independently,  those  tasks  where  I  need  to  be  supported  and  the  tasks  that  I  am  not  yet   competent  on.   4) My  manager  is  aware  of  my  preferred  learning  style   5) I  have  a  clear  view  of  where  I  want  to  be  in  my  career  in  1,  3  and  5  years  time   6) I  am  aware  of  what  opportunities  will  be  available  within  Expion  that  will  help  me  realise  these  career  aspirations:   7) When  I  encounter  a  problem  when  carrying  out  my  role  –  I  always  receive  appropriate  support  and  encouragement.  

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q2 »  Typically,  I  invest  the  following  amount  of  time  in  developing  the  skills  and  capabilities  necessary  for  me  to  better   perform  my  role:       Gosia   Steve   Christian     Chris   Marc   Liz   Helen   Tarnya   Andrew     Steph     Caroline     Owen   Ian  

Less than  1  hour  per   week                                                    

Between 1  and  3   hours  per  week                            

More than  3  hours  per   week                            

           

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q3 »  Strengths  and  Weaknesses    

Strengths/qualities  

Weaknesses

Potential impact  

Gosia

Results orientated   Business  focused   Ability  to  develop  strong  long   lasting  relationships,   Ethical  and  principle  driven   Able  to  work  smart  

Impatient with  people   Black  and  white   Judgemental   Very  demanding   Moody    

Losing patience  too  quickly,  expecting  colleagues   to  “get  on  with  it”  ASAP.   Not  allowing  for  grey  areas.   Not  giving  second  chance.  Following  the  rule  that   people  are  consistent  and  predictable.   It  takes  a  lot  to  earn  my  respect   Not  being  polite  enough  to  colleagues,  coming   across  as  abrupt  

Experience   Technical  knowledge   Communication     Experience  /  Knowledge   Honest   Hard  Working   Integrity   Determined  

Steve

Christian        

Communication; with  clients,   candidates,  and  colleagues   Thoroughness   Business  Development  /  CRM   Articulate   Desire  to  succeed  

Chris    

 

Not remaining  single  minded/  Focussed  on  own   achievement  

Bad Habits  (i.e  shortcuts)  

Prioritising roles   Inexperience   Industry  Knowledge   Time  management  

May  not  fully  achieve  all  I  want  to.  

Thinking I  know  the  best  way  to  recruit  and   cutting  corners  in  process   Working  too  many  positions  make  me  spread  my   time  to  thin     Jeopardising  potential  clients  faith  in  my  ability  by   asking  too  many  questions     Missed  opportunities     Working  hard  not  smart    

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Strengths/qualities  

Liz  

Personable (with  cands  &  clients)   Quick  learner   Keen  to  learn  new  things  and   develop   Keen  to  develop  business  in  person   Will  ask  questions  if  I  don’t   understand      

Helen

Potential impact  

Run out  of  steam  during  2  hour  BD  session   Sometimes  lack  confidence  when  hitting  client   objections   Don’t  cover  jobs  fully,  spread  myself  too  thinly   across  too  many  jobs   Poor  memory   Not  enough  mailshots  

Only get  half  the  results.   Missed  opportunities.   Missed  opportunities,  missed  candidates,  missed   placements.   I  can  forget  top  candidates  I  have  ID’d  and  they   miss  out  on  jobs.     Top  talent  isn’t  put  out  in  the  market,  Expion’s   name  not  put  out  there.  

When  screening  candidates  I  sometimes  tend  to   take  the  answers  they  give  at  face  value  when   instinct  tells  me  to  challenge  the  answer.   A  good  work  ethic  and  approach  to     my  role.       An  inability  to  say  no!    Even  when  I’m  really   Strong  organisational  skills.   busy  and  swamped  if  somebody  asks  me  to  do     something  I  will  generally  say  yes.   Good  communication.         Ability  to  work  under  pressure   I  can  be  easily  distracted.    I  work  best  in  a     focused  environment.    That’s  not  say  that  there   shouldn’t  be  any  office  banter  but  I  do  find  it   hard  to  focus  if  there  is  a  lot  of  background   noise.    

 

Weaknesses

It’s a  bit  comical  really  because  if  I  don’t  ask  an   uncomfortable  question  of  the  candidate  you  can   guarantee  that  James  will  ask  me  the  question,   which  just  means  I  have  to  go  back  to  the   candidate  and  ask  the  question  anyway.    This   makes  me  look  amateur  and  slows  down  the   recruitment  process.     As  I  now  almost  exclusively  working  for  James  this   has  become  less  of  a  problem.    But  it  has  at  times   meant  that  I’ve  had  too  much  to  do  and  not  any   of  it  to  the  best  of  my  ability.    This  has  meant  that   I  haven’t  covered  jobs  which  I  should  have  been   able  to  find  candidates  for.     At  times  I’m  not  working  to  the  best  of  my  ability   as  there  is  too  much  going  on  in  the  office.    This  is   usually  when  both  James  and  Richard  are  out  of   the  office  at  the  same  time.  

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Strengths/qualities  

  Steph        

Organisation Reliable   Personable   Communication   Work  to  a  high  standard  

Weaknesses

Potential impact  

Trying to  do  everything  at  once  &  please   everyone     Worrying  &  anxieties     Juggling  both  admin  &  resourcing  roles     Organising  my  workload  

Can loose  focus  on  tasks  and  loose  priorities     I  worry  that  I  am  not  a  significant  part  of  the  team   –  decreases  my  confidence  at  work     Not  able  to  give  100%  to  either  role  impacts  on   the  quality  of  my  work.  Always  being  told  that   resourcing  is  the  priority  but  being  given  admin   tasks  that  are  important  and  need  actioning.     Due  to  constant  changes  in  priorities,  work   coming  in  that  needs  instant  coverage  or   attention  and  the  mix  of  2  jobs  –  I  am  unable  to   structure  my  day  to  maximise  my  use  of  time  and   work  most  efficiently.  

       

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Strengths/qualities  

Hardworking   Focused     Determined     Positive     Driven    

Tarnya

Weaknesses

Organisation   Sensitive     Time  Management      

Hard work     Tenacity     Developing  Opportunities     Client  relationship  management     Ambition  

Andrew

Allowing a  negative  mindset  to  take  hold     Poor  time  management  and  process     Introversion     Stress  Management  

Potential impact   Can  be  working  on  lots  of  roles  at  once,  and  can   find  it  hard  to  organise  all  paperwork  such  as   trackers,  screeners  etc.  Prefer  to  be  on  the  phone   actually  doing  the  role  than  the  administration   and  am  therefore  not  as  effective  in  terms  of   keeping  records  etc     Have  a  tendency  to  be  over  sensitive  and  can  take   what  others  say  to  heart  too  much,  can  stop  me   asking  for  help  etc     Can  focus  too  much  time  on  some  roles  especially   when  involved  in  a  head  hunt  campaign  and  find   it  hard  to  switch  off  from  it,  and  give  my  attention   to  other  contingent  roles   Can  get  stuck  in  a  hole     Can  lead  to  working  very  long  hours  and  eventual   burn-­‐out     Tendency  to  try  and  deal  with  problems  by  myself   rather  than  asking  for  help     Sometimes  struggle  to  deal  with  the  stress  of   having  to  hit  monthly  targets,  especially  if  I  fall   behind  

   

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Strengths/qualities  

Caroline

Owen

Ian

Market knowledge   Relationship  building   Coaching   Account  management   Self-­‐starter   Resilience   Adaptability/  Learning  Capabilities   Communication   Attention  to  detail   Drive     Hard  working  &  focused   Team  work   Open  and  honest  with  clients  and   candidates   Can  quickly  build  rapport  with   clients  and  candidates   Able  to  stay  calm  under  pressure    

Weaknesses Knowledge  of  the  database     Sharing  of  candidates/ideas    

Potential impact   Unable  to  sift  as  well  or  as  quickly  as  others     Not  yet  achieved  a  split  fee  with  another   consultant  –  missed  opportunities?    

Offer/ Fee  Conversion     Over-­‐analysis  

Turnover lacking     Caught  up  in  the  details  

Confidence   Planning  /  Prioritising  Work  

When things  are  going  well,  confidence  is  high   but  can  get  knocked  in  leaner  times  which  has   a  knock-­‐on  detrimental  effect     If  handling  multiple  roles  can  sometimes  lose   focus  

         

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q4 »  My  top  three  performance  priorities    

Gosia

Steve

Christian

Chris

Marc

Liz

1

Open and   develop  more  big   accounts  

Greater focus  

Management &   Leadership  

Industry Knowledge    

Confidence

2

Train and  develop   a  junior   consultant  

Tolerance

Consistent Billing  

Refining my  Skills    

Account management  

3

Increase sales    

Targeting &  Selling   Executive  Search  

Planning my  Time    

   

More resources  for   BD  

Helen To  get  better  at   screening   candidates.   Improve  my   candidate  tracking   and  feedback  to   unsuccessful   candidates   To  do  more  client   management.  

                 

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q4 »  My  top  three  performance  priorities    

1

2

3

Tarnya To  be  getting  at   least  3  placements   per  month  

Andrew

Steph

Manage time  and   recruitment  process   more  effectively  

To develop  fully  into   an  Office  Manager   role  &  eventually   leading  a  team  

Be faster  paced   when  working  on   roles  

Cultivate a  positive   mindset  at  all  times  

More confident   when  handling   candidate   objections  

Keep continually   ahead  of  target     Develop  more  And   stronger  key  client   relationships  so  that   eventually  all   vacancies  are  highly   committed  and   exclusive  or  one  of   two  or  three   agencies  

Caroline

To learn  HR  modules   that  will  help  the   business  &  me  in  my   future  career  –   business  laws,  staff   training  &   development,  work   policies  etc  

To learn  useful  skills   that  will  help  the   business  &  me  in  my   future  career  –   payroll  systems,   accounting  systems   etc  

N/A

Owen

Ian

Offer/ Fee   Conversion.      

Sell and  win  more   searches  /  head-­‐ hunts    

N/A

N/A

New efficiencies/   process   optimisation.    

Management skills   (long  term)        

To perform  more   consistently  

Turn transactional   accounts  into   ‘proper’  clients    

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q5 »  My  preferred  learning  style     Gosia  

Steve

Christian

I enjoy  all  aspects   of  learning.    The   delivery  method   needs  to  suit  the   purpose  .  

Active coaching,   Direct  approach,   Constructive   criticism  very   welcome  

I enjoy  projects   and  training   courses  to   enhance  my   learning.

Chris ‘On  the  job’   learning  has  been   most  effective  for   me;  running   through  actual   scenarios  as   opposed  to   hypothetical.  Also   having  a  list  of   shortcomings  that   I  know  where  I   need  to  better   myself;  i.e.   prompts  for   taking  a  job  order   etc..    

Marc

Liz

Helen

I’m a  very  hands   In  the  past  I  have   on  learner  in  that   learnt  a  great  deal   I  like  to  be  shown   from  the  Warren   how  to  do  a  task.     Kemp  courses   Usually  once   (interactive   shown  I’ve  then   coaching  in   got  it.   groups).  I  also     read  a  lot  of   Do  like  to  take   books  and  like  to   notes.    Don’t   refer  back  to   always  refer  to   literature.   them  but  there  is   I  always  learn   just  something   from  mistakes   comforting  in   (but  would  like  to   writing  something   not  make  them  in   down??!   the  first  place!)  

 

         

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q5 »  My  preferred  learning  style  (cont.)   Tarnya  

Andrew I  like  to  learn   experientially;  being   thrown  into  new   situations  and   learning  from  the   process.   Prefer  to  read  the   information  and  make     my  own  notes,  with   I’m  happy  taking   active  coaching  and   information  as  to   frequent  updates   ways  to  improve     from  reading,  video’s,     training  and  then   putting  into  places   changes  which  offer  a   result.  

Steph

Caroline

I prefer  to  be  shown   or  told  how  to  do   something,  then  try   and  do  it  myself  and   be  able  to  ask   questions  if  I  need   help.  

Owen

On the  job  learning/   Reading,  coaching   and  interactive   sessions      

hands on  experience.     Open  forum  learning/   ad  hoc  Q/A  sessions.     Reading  –  Books/   Articles/  Newsletters  

Ian Very  much  depends   on  what  I  am   learning,  but  in  the   past  have  found   attending                               ‘classroom’  based   training  courses   specific  to   recruitment  to  be   very  useful.  I  also                    prefer  to   self  study  by  reading   relevant  books,   online  materials  etc.  

       

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

12


Q6 »  My  manager’s  main  priorities  and  ‘hotspots’  -­‐  what  I  think  they  consider  to  be  important.   Gosia  

Steve

(Richard) Delivering  on  sales   targets     Clear  process   control     Results  orientated     Delivering  on   what  I  commit  to   deliver    

Christian

(James) Sales   Expion  Image   Detail   Honesty    

(James) Financials   Activity   Commitment    

Chris

(Richard)   Ensuring  the  Non   food  team  delivers   financially     Servicing  his   existing  clients  and   running  his  desk  

Marc

Liz

Helen

(Richard) What  my  current   pipeline  is     If  I’m  on  target  (or   likely  to  hit  it)     What  activity  I  am   doing  to  achieve   target     What  I  could  be   doing  to  improve     If  I’m  a  positive   influence  in  the   office  

(James)     To  get  as  many  jobs   covered  with  good   candidates  as   possible.     To  take  good  care   of  his  clients  to   provide  them  with   the  best  possible   service.  

           

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

13


Tarnya

Andrew

(James)   Achievement  of   (Richard  Clegg)   personal  and  team     financial  targets   That  you  hit  and     exceed  your  targets  to   Maintaining  positivity   cover  costs  and   in  pursuit  of  i)   contribute  to  the     business   Personal  responsibility     and  accountability   Your  performing  your     role  to  your  best   Creating  a  supportive   capabilities   environment  which  is     conducive  to  success   Providing  good  calibre     and  quality  CVs  for     roles  he  has  briefed   Structured  and   me  on   effective  management     style   That  you  are  a  team     player   Strong  team  ethos   That  your  happy  in     your  role   Highly  competitive  and     driven    

Steph

Caroline

Owen

Ian (James  Didgiunaitis)  

(Richard Clegg)     (James)   Running  his  desk/     company  P  &  L.   Revenue  generation       Organic/  sustainable   Account   business  growth.   management       Movement  away   Welfare  and   from  hands  on   satisfaction  of  the   recruiting  in  long   team   term  (Delegation).       Development  of  skills   Team  development   within  the  team     Team  morale  

Using own  time   efficiently     Self  management  of   goals  &  achievements     That  his  team  are   achieving  and  hitting   their  targets     Meeting  client’s   expectations  –  filling   roles!!     Making  &  saving   money!    

Revenue  /  Target   Achievement  (Team   and  Personal)     KPIs  set  /  measured     Business  performs   well     Keen  for  team   members  to  perform   and  develop     Competition  –  likes   Food  team  to   perform  well  vs  non-­‐ Food  team        

   

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

14


Q7 »  Main  business  strengths  and  weaknesses    

Gosia

Weaknesses

Sector specialist   Independent  culture,  individual  focused  (Richard’s  team)   Allowing  to  develop  a  “person”  brand  

Two different  “cultures”  within  one  small  business  depending  on   the  team,  often  resulting  in  clashes     No  brand  awareness  (not  a  problem  to  me  personally  though)    

Vast experience  of  senior  people   Positive  approach   Developing    brand   Good  People   Culture   Diversity  of  client  base    

Steve

Christian

Inexperienced people  

Systems_(i.e. Eboss  v  Voyager  /  Bond  Adapt)   Communication  

Reliant on  certain  individuals  to  bring  the  money  in  –  Richard,   James,  Gosia,  Steve  and  reliant  on  key  clients     Best  practice  doesn’t  get  shared  and  up  until  recently  training  has   been  to  a  minimum     Established  client  base   Communication   Two  very  experience  and  successful  consultants  (James  &  Richard)     Personable  business  with  a  good  reputation   Systems  have  not  grown  with  the  business  and  do  not  enable  us  to   Desire  to  succeed  and  excel  in  the  marketplace   share  our  candidates  and  client  knowledge  effectively  with  one   another  –  i.e.  cross  selling     Non  food  team  doesn’t  operate  as  a  team      

Chris

 

Strengths  

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

15


Strengths   Some  experienced  consultants  from  a  good  brand   (Quantica)_     Excellent  networks  and  industry-­‐known  consultants     Good  location,  facilities  and  technology

Liz

Weaknesses Hired  consultants  from  different  sectors  the  business   doesn’t  know  about     Bosses  have  days  holiday  or  work  from  home  without   informing  anyone     Two  Directors  –  two  completely  different  management   styles  –  chalk  &  cheese  

It’s people.    Led  by  James  and  Richard.    If  it’s  consultants   can’t  provide  a  professional,  quality  service  then  the  whole   business  will  fail  or  struggle.     It’s  reputation.     A  professional  recruitment  business  which  understands  it’s   client’s  needs  and  provides  good  candidates.    I  have  always   believed  that  the  best  form  of  BD  is  a  satisfied  and  happy   client.   It’s  reputation  amongst  candidates  is  also  important  to   attract  good  quality,  more  selective  candidates  to  us.  

Helen

At the  moment  there  are  too  many  people  not  on  target   which  is  a  concern.     The  atmosphere  in  the  office  isn’t  always  good.    Probably   because  people  are  worried  about  not  hitting  target  but   sometimes  it’s  not  as  focused  as  it  should  be  with  some.     James  and  Richard  trying  to  grow  the  business  too  quickly   without  first  bedding  in  the  consultants  we  have  so  that  they   are  profitable  before  recruiting  more.  

Successful in  recruitment  (i.e.  grown  from  a  small  business   to  a  medium  size  organisation)     Provide  feedback  and  give  regular  updates  on  how    your   working  and  your  workload  etc     Incentives  –  regular  incentives  to  encourage  performance  

Tarnya

 

Negative environment  at  times     Can  be  a  staff  divide  in  terms  of  teams     Pressure  to  perform  

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Strengths  

Andrew

Steph

Caroline

 

Weaknesses

More practical  advice,  support  and  assistance  when  struggling  to   Excellent  working  environment  –  positive  and  supportive   hit  personal  targets   environment       More  assistance  in  developing  client  relationships  –  starting  in  a   Excellent  one-­‐to-­‐one  management  with  daily,  weekly,  monthly,   new  industry  from  scratch  a  warmer  desk  would  have  been  a   quarterly  and  annual  reviews   great  help       A  sense  of  growth  and  future  opportunity   I’m  unclear  as  to  long  term  plans  and  where  I  might  fit  in         Communication!  Wires  can  often  get  crossed  as  communication   isn’t  always  clear.  Sometimes  messages  are  missed,  mixed  or  ideas   are  not  shared  across  the  2  teams……which  leads  to….     Relationship  with  key  clients  –  trusted  business  partners   Team  divide.  Richard  and  James’  management  styles  are  very     different  however  the  FMCG  team  seem  to  have  a  much  better   Open  and  helpful  environment   sense  of  communication,  shared  goals  and  an  idea  of  what  is     happening.  I  think  this  is  due  to  their  weekly  team  meetings.  It  can   True  specialists  –  great  knowledge  of  our  sectors  which  are  shared   sometimes  feel  like  “FMCG  team”  and  the  rest  of  us!   across  the  team       Conflicts  &  relationships.  As  some  of  the  Expion  staff  have  history   with  each  other  from  old  places  of  employment,  there  are  rifts  &   favouritisms  between  some  members  of  staff.  Although  this  rarely   leads  to  a  lack  of  professionalism,  sometimes  the  snipes  and  digs   can  be  quite  clear  and  cause  a  tense  atmosphere  in  the  office.       Credibility  of  James  and  Richard  and  internal  market  knowledge   IT  capability  –  database  and  website  (website  being  updated)       Good  reputation  for  delivery  and  attentiveness  to  client  and   Market  penetration   candidate  needs        

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Owen

Ian

Strengths  

Weaknesses

Tailored Solutions/  Flexible  Process   Specialised  teams/  consultants  (sectors)   KAM,  Client  Relationship  Building     Lot  of  in-­‐house  experience  and  good  market  knowledge     Number  of  large,  high  profile  /  blue-­‐chip  accounts     Industry  specialists    

Database Over  reliance  on  business  from  key  clients.   Ts  &  Cs  (overly  generous  towards  clients).     Currently  only  a  small  proportion  of  Consultants  achieving  target     Quite  reliant  on  a  number  of  big  accounts     Hard  to  differentiate  in  a  crowded  market    

                     

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

18


Q8 »  How  would  describe  the  Expion  culture?      

Boutique,  offering  tailored  service,  Service  driven,  rather  than  process  driven   Incorporating  little  mini  businesses  in  one  business,  Two  teams,  two  cultures,  independent   Developing,  Driven  not  lead,  Enjoyable,  Assumed  not  defined.   Adult,  Friendly,  Adaptive,  Open,  Consultative   Personable,  Talented,  Potential,  Double-­‐standards,  Evolution     Mixed,  Cliquey,  Divided,  Unmotivated,  ‘Not-­‐working-­‐to-­‐full-­‐capacity’  (one  word?!)   Professional  Positive  Negative  Committed  Serious   Professional,  Friendly,  Stable,  Fun   Informal,  Relaxed  but  intense,  Ambitious,  Mature,  Supportive   Boutique,  Trusting,  Supportive,  Open,  Informal   Open,  Goal  orientated   Dynamic,  Open,  Friendly,  Supportive,  Organic   Open,  Honest,  Integrity,  Customer-­‐Focused,  Informal  

Gosia Steve   Christian   Chris   Marc   Liz   Helen   Tarnya   Andrew   Steph   Caroline   Owen   Ian  

               

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q9 »  My  manager  and  me  (composite  score)    

Frequently

Occasionally

Infrequently

Rarely

I receive  active  mentoring  in  the  role  

46.15%

38.46%

7.69%

7.69%

My weaknesses  are  known  and  coached  on  

23.07%

53.84%

15.38%

7.69%

I am  properly  briefed  and  de-­‐briefed  on  tasks  

46.15%

38.46%

7.69%

7.69%

92.30%

-­‐

7.69%

-­‐

84.61%

15.38%

-­‐

-­‐

38.46%

15.38%

23.07%

23.07%

53.84%

15.38%

15.38%

15.38%

38.46%

46.15%

15.38%

-­‐

15.38%*

30.76%

30.76%

23.07%

7.69%

7.69%

23.07%

61.53%

46.15%

15.38%

30.76%

23.07%

15.38%

46.15%

30.76%

23.07%

53.84%

30.76%

7.69%

7.69%

Goals and  objectives  are  identified,  agreed  and   set   I  have  an  opportunity  to  discuss  my   performance  at  a  formal  121   I  take  part  in  team  briefings     I  am  updated  on  company  issues  following   managers/board  meetings   I  go  to  my  manager  for  support  when  required   I  am  issued  with  project  work/structured   learning  support   I  get  support  from  my  manager  on  projects  set   by  others.   I  am  actively  encouraged  to  share  my  ideas  and   opinions   I  have  ideas  and  views  on  how  the  business  can   perform  better  –  but  keep  them  to  myself.   I  have  anxieties  about  my  performance  and  how   this  may  impact  on  my  security/progression  

*Possibly  anomalous            

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q10 »  What  you  see  as  being  the  biggest  challenges  facing  this  business  at  this  point  in  time  and  current,  untaken   opportunities?   Challenges  

Opportunities

Lacking high  calibre  trainees/consultants     Too  many  people  behind  their  targets       To  continue  to  define  and  develop  the  Expion  Brand  as  a  supplier  of   choice  in  our  operating  markets  

I could  develop  /  bring  new  business  in  if  we  had  high  calibre   people  internally  to  service  them     The  business  should  be  pushing  people  to  increase  their  targets,   not  catching  up  with  existing  targets  

Gosia

Steve

Christian

Communicating to  the  team  who  covers  what  areas  –  Sector  Specific   System  –  Eboss  not  the  right  platform  in  my  opinion  

Chris

Investing in  the  right  system  is  key  as  we  need  to  share  clients  and   information  with  one  another      

To deliver  service  levels  missing  from  other  providers.   Truly  utilising  specialist  Consultants  –  cross  selling   True  “Sector  Specific”  Consultants   Niche  /  Boutique  Approach   Get  a  recognised  system  that  allows  us  to  identify   opportunities  and  track  business.   As  we  are  still  a  small  business  I  believe  that  keeping   everyone  in  the  loop  in  respect  to  what  our  goals  are   and  what  needs  doing  is  key  to  moving  forward  

Marc

Liz

RC  &  JD  have  recruited  people  who  cover  markets  they  are  unfamiliar   with  –  and  when  those  consultants  struggle,  they  cannot  support  them.     There  is  no  clarity  on  current  roles.  Consultants  can  be  very  secretive   and  protective,  i.e.  not  wanting  to  share  roles  or  splitting  fees.        

 

They should  stick  to  their  familiar  industries,  i.e.  food,  FMCG,   healthcare  and  automotive  -­‐  enabling  them  to  support   consultants  when  struggling.     If  there  were  more  openness  on  roles,  surely  there  would  be  a   greater  chance  on  filling  jobs.  

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

21


Challenges

Helen

Tarnya

Andrew

Steph

Caroline

 

Opportunities

I think  the  biggest  challenge  facing  Expion  at  the  moment  is  getting  the   whole  team  bought  in  to  the  Expion  standards.     We  have  a  very  diverse  but  really  good  set  of  people  working  for  the   business.    Some  need  to  look  at  their  own  approach  /commitment  and   some    need  to  do  more.     If  we  can  get  this  right  then  I  think  Expion  will  become  market  leading   and  a  recruiter  of  choice  for  both  clients  and  candidates.   Consultants  Hitting  targets  to  bring  in  revenue   Not  enough  phone  activity   Motivation   Individual  consultants  struggling  to  hit  target     No  structured  plan  in  each  team  to  increase  market  share  versus  the   competition     The  formation  of  an  exciting  and  vibrant  success  culture       Consultants  not  hitting  their  targets  –  is  the  money  coming  into  the   business  to  keep  costs  covered?     Challenging  market  for  some  recruiters.     Some  consultants  seem  unmotivated  to  do  Business  Development  or   complacent  with  their  achievements.     Achieving  targets  individually  and  as  a  team   Investment  in  IT  and  social  media   Shortage  of  candidates  for  certain  roles    

No response  (alluded  to  opps  in  ‘challenges’   section)  

Growth   Growth  and  increase  in  market  share  versus  the  competition     Growth  and  an  environment  of  success  

The main  billing  consultants  don’t  seem  to  be  actively   developing  new  business  due  to  the  support  needed  by  newer   consultants  or  because  they  are  doing  other  tasks  –  it  would   seem  that  the  opportunities  for  Expion  to  grow  are  being  held   up  by  the  most  experienced  consultants  having  to  utilize  their   time  elsewhere.     Investment  in  IT  and  social  media    

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Challenges

Opportunities

Recession Competition   Cash  flow   Unifying  goals/  direction/  strategy   Establishing  Brand/  Specialities.     Perhaps  we  are  very  reliant  on  a  few  very  large  accounts  so  could  do   with  reducing  the  risk  by  having  a  broader  portfolio  of  medium/large   clients.      

Owen

Ian

High margins  through  low  overheads  (profit  use  for  growth).   Dynamism   Growth  through  reputation  (relatively  undamaged).  

Interim market  –  a  lucrative,  ‘quick  win’  market  that  is  currently   largely  untapped.  

               

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

23


Q11 »  What  do  you  see  as  the  main  challenges  facing  the  recruitment/search  industry  right  now?    

Challenges   Gosia   Steve   Christian    

Chris Marc  

Liz

Helen

Tarnya

Too many  poor  quality  agencies,  one  man  bands  operating  a  low  fee  level,  not  providing  quality  service,  diluting  the  market   Falling  levels  of  service   Candidates  are  risk  averse  as  are  clients.  Combating  the  counter  offer  is  becoming  much  more  frequent  .  More  clients  having  strict  PSL  /   Internal  Resourcing  teams.  Recruitment  becoming  cost  specific  in  some  cases  rather  than  talent  specific.  Harder  to  attract  talented  sales   people  to  the  recruitment  industry.     Competition  –  no  more  than  ever!   Fees:  Clients  are  driving  down  costs  and  tightening  their  belts.  As  a  rule  of  thumb  I  have  never  gone  below  15%,  but  last  year  I  had  to  go   down  to  12.5%  to  get  onto  a  PSL.     Un-­‐willingness  to  pay  for  Search:  Clients  are  finding  it  harder  to  justify  to  their  MD’s  and  CEO’s  why  they  are  paying  £K  upfront  to  an   agency  who  can’t  guarantee  success.     Multiple  agencies:  Clients  are  handing  out  vacancies  to  more  and  more  agencies  I  find,  which  means  most  candidates  you  speak  to  have   already  been  spoken  to  by  another  agency;  this  makes  it  a  ‘bun-­‐fight’  and  sends  out  mixed  messages  to  the  market.     Back-­‐dooring:  Clients  are  becoming  wiser  and  cockier.  They  are  starting  to  learn  how  to  go  behind  recruiters’  backs  and  take-­‐on  a   candidate  without  legally  having  to  pay  a  fee.     LinkedIn:  Absolutely  anyone  in  the  world  can  go  on  LinkedIn  these  days,  and  candidates  are  more  likely  to  respond  to  a  headhunt   message  from  a  company  than  a  recruiter.  Clients  are  being  handed  candidates  on  a  plate.   It  is  a  very  competitive  market.    Good  candidates  are  hard  to  find.    Clients  are  more  likely  to  recruit  in-­‐house  or  use  a   number  of  recruiters,  which  means  that  the  roles  we  work  are  hard  to  fill  and  require  an  innovative  and  dedicated  approach   to  them.    I  think  this  will  continue  to  be  the  case  whilst  the  economy  continues  to  struggle.   A  lack  of  strong  calibre  candidates,  a  lot  of  people  not  looking  to  move  or  generally  nervous  to  moves  roles  due  to  climate.   Most  candidates  on  job  boards  have  been  approached  by  numerous  agencies.    A  lot  of  roles  out  there  but  lack  of  candidates   are  the  main  challenge,  and  we  have  to  be  faster  and  smarter  to  ensure  we  have  credible  exclusive  candidates  

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

24


Challenges   Andrew   Steph   Caroline    

Owen

Uncertain economy  and  labour  market  meaning  that  candidates  are  much  less  likely  to  move,  and  are  much  more  likely  to   be  counter-­‐offered.  I  think  this  increases  the  importance  of  dealing  with  high  profile  clients  who  pay  well  with  good   reputations  –  candidates  will  move  for  these  companies.   Costs  for  clients.   Internal  recruiters  being  taken  on  by  companies  who  have  the  experience  of  targeted  searches  and  access  to  LinkedIn  or  databases.   Increased  options  for  recruitment  mean  that  agencies  are  not  always  the  preferred  route  if  a  client  cannot  recruit  direct  (RPO,  Fixed  Fee,   job-­‐board  mining).   Increased  competition  for  talent   Calibre  of  individuals  entering  recruitment  and  the  perception  of  recruitment  as  a  profession   Squeezed  fees  (client’s  benchmarking  fees  from  ‘highstreet’  recruiters)   Risk  aversion  from  clients  –  headcount  expansion/  growth  vs  role  expansion/  cost  reduction.  Low  offers.   Risk  aversion  from  candidates  –  Susceptible  to  counter  offers,  salary  expectations  to  move  increased.   Market  saturation  (competition)   Linked  in  usage/  In  house  recruitment   Lot  of  competition  within  the  food  sector  with  many  other  recruiters  willing  to  significantly  undercut  each  other  which  is  driving  down   rates  and  consequently  the  way  in  which  recruiters  are  seen  by  clients/prospects.  It  is  therefore  more  challenging  to  differentiate   yourself  and  sell  yourself  on  quality  of  service  in  what  is  now  largely  a  commoditised,  price  drien  market.  

         

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q12 »  What  do  you  recognise  as  being  the  biggest  barriers  to  your  progress  in  the  business?    

Barriers to  progress     Gosia   Steve   Christian     Chris   Marc   Liz  

Helen Tarnya  

Andrew   Steph    

Caroline   Owen   Ian  

A small  company   Personal  Progress  is  solely  down  to  meeting  financial  targets.   Not  sure  I  would  want  managerial  progress.   Understanding  what  the  progression  looks  like  and  how  it  is  achieved.   Myself  and  the  system  we  have  in  place     RC  currently  spends  a  large  %  of  time  collaborating  on  assignments  with  GK  (who  is  capable  of  completing  these  without   assistance).  Other  consultants  who  need  help  and  development  don’t  get  as  much  assistance.     That’s  a  really  difficult  question  to  answer  as  I’m  not  sure  where  I  see  myself  going  forward.    As  a  resourcer  the  obvious  progression   would  be  to  consultant.    Not  sure  that  there  are  any  alternatives  to  this.   I  only  work  3  days  a  week  so  my  biggest  barrier  is  time.  I  sometimes  feel  I  squeeze  5  days  work  into  my  3  days  and  I  would  have  more   time  to  source  quality  candidates  via  headhunting  etc  if  I  had  more  time  on  the  roles  I  work  on.  I  feel  that  I  am  not  progressing  as  much   as  I  did  when  I  worked  full  time  or  if  I  had  more  time  I  would  hit  a  lot  more  targets  and  have  more  placements   The  timeframe  required  to  build  strong  committed  relationships  with  new  clients.   I  see  the  biggest  barriers  to  my  progress  being  that  I  sometimes  feel  my  Office  Manager  role  is  not  seen  as  important  or  necessary  for   the  business  as  it  is  the  only  role  that  doesn’t  generate  any  income  for  the  business  and  I  don’t  “cover  my  costs”.  I  currently  resource  for   2  days  a  week  in  a  non-­‐structured  way  so  I  am  unable  to  carry  out  either  role  to  my  full  ability.  I  want  to  be  able  to  prove  that  I  can   handle  and  take  responsibility  for  all  office  management  tasks  as  this  is  where  my  interests  and  skills  lie.   No  response   Offer  conversion/  personal  turnover.   Increasing  level  of  management  trained  consultants  being  introduced  to  the  business  .   Whether  or  not  I  succeed  or  progress  is  very  much  down  to  me.  However,  there  is  currently  a  lack  of  internal  support  in  terms  of  help   sourcing  candidates  for  roles  that  I  have  take  on.  However,  I  understand  that  this  is  something  that  is  being  addressed   I  also  think  that  our  current  system,  eBoss,  could  do  with  being  updated  or  replaced  as  it  would  help  a  lot  to  have  a  good  CRM  system  in   place.  

     

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q13 »  Where  do  you  feel  you  can  and  would  like  to  contribute  over  and  above  your  current  role  and  involvement?   Gosia  

Steve

Develop a  junior   consultant,   expand  healthcare   team/  sector  

Development of   less  experienced   people.    

Christian Chris   I  feel  I  have  a  lot  to   offer  as  a   consultant  and   I  like  to  get  involved   having  lead  and   and  am  made  to   managed  teams   feel  as  a  team   would  like  to  assist   member   in  the  mentoring   and  training  of  new   /  existing  staff.  

Marc

 

Liz

n/a  

Helen Not  something  I’ve   really  thought   about  as  my  role  is   very  busy  and  don’t   have  capacity  to   take  on  additional   responsibilities.    

                   

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q13 »  Where  do  you  feel  you  can  and  would  like  to  contribute  over  and  above  your  current  role  and  involvement?   Tarnya  

Andrew

I feel  I  could   contribute  more  to   training  in  terms  of   headhunt  campaigns   and  name  gathering   etc  or  training  new   researchers  as  I  did   this  in  my  previous   role  and  I  enjoy   helping  others  to   develop.    

Steph Caroline   I  feel  that  I  could  take   on  a  lot  more   responsibility  and  tasks   within  the  business.  I   think  it  would  free  up  a   lot  more  time  for  both   Richard  and  James  as   well  as  allowing  me  to   give  a  much  more  solid   structure  to  my  role.     At   t he   m oment,   it  is   ?  at  this  point.  I  feel  I   difficult  to  prioritise   need  to  become  a   and  organise  my  daily   Location  and  ability  to   successful  consultant   and   w eekly   w ork   d ue   develop/recruit   a  team   before  I  can  take  any     responsibility  for  others   to  changing  priorities   between  admin  and     resourcing.  I  sometimes   feel  this  reflects  badly   on  me  and  how  I  work   but  doing  the  Office   Manager  role  full-­‐time   would  allow  me  to  put   systems  and  structure   in  place  for  both  myself   and  the  business.  I   think  this  would   improve  the  way  the   business  is  run  overall.  

Owen

Helping  others  where  I   can  (tips/  advice/   training)    

Ian

Difficult  to  say  at  the   moment  as  all  I  want  to   focus  on  in  the  short  to   medium  term  achieving   my  own  personal   targets.     That  said,  I  am  always   more  than  willing  to   help  colleagues  in  any   way  that  I  can,  whether   it  be  simply  passing  on   leads  or  providing   candidates  for  roles   that  they  may  have  etc.  

   

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q14 »  I  Ideally,  where  do  you  see  yourself  in  three  years  time  and  what  do  you  feel  you  need  from  the  business  to  help   you  make  this  happen?   Gosia  

Provided with  the  right  calibre   people,  grow  the  team  around  me.  

Steve

Christian I  see  myself  still  at  Expion,  ideally   with  a  small  team  under  myself   developing  the  Supply  Chain  /   Logistics  space.  To  achieve  this  I   would  first  like  some  support  to   develop  the  Supply  Chain  brand  and   presence  by  having  some  sector   specific  advertising.   Recruitment  manager  meeting     targets  and  developing  others  for   I  need  to  deliver  the  results   the  future.   financially  but  we  also  need  to  cross     sell  as  an  organisation  more  and   I  would  need  help  to  develop  further   maybe  have  some  better  marketing   coaching  skills   for  Expion  to  give  out  (brochures  etc   .  .  .).     I  also  think  it  is  imperative  that  we   have  a  system  that  is  utilised  and  fit   for  purpose  for  a  growing   recruitment  business  so  it  is  easier   to  identify  and  understand  where   opportunities  are.  

Chris

Still with  Expion  as  a  Senior   Consultant  –  unsure  as  to  what  level   I  want  to  go  to  as  I  spent  10  years  as   a  manager  and  I  changed  that  as  I   wanted  to  be  responsible  for  myself   as  opposed  to  other  people!    

   

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

29


Q14 »  I  Ideally,  where  do  you  see  yourself  in  three  years  time  and  what  do  you  feel  you  need  from  the  business  to  help   you  make  this  happen?   Liz  

Helen No  idea  where  I  see  myself  in  three   years  time.    I  hope  it  is  still  with   Expion  because  I  really  do  love   working  for  James  and  Richard.    It  is   also  quite  exciting  seeing  their   business  grow  and  develop  and   In  three  years’  time  I  would  like  to   being  part  of  that.   be  a  Senior  Consultant,  confidently     able  to  bill  £150K  per  year.  I  would   My  personal  priority  has  to  be  to   like  a  list  of  steady  clients  regularly   earn  more  money.    I  took  a  big   sending  through  jobs.  Ideally  I   financial  hit  last  year  when  my  eldest   would  like  to  concentrate  my   son  James  started  his   portfolio  of  clients  to  10  main   apprenticeship.   businesses.       I  haven’t  yet  recovered  from  this  and   I’m  just  bracing  myself  at  the   moment  as  I  will  take  a  similar  hit   when  Hannah  finishes  school  losing   maintenance,  child  benefit  and  tax   credits.    

Ian

Owen

I would  still  like  to  be  with  Expion   and  by  then  be  an  established,   successful  member  of  the  business   billing  in  the  region  of  £150k  per   year.  Whether  I  achieve  this  is  very   much  down  to  me  in  terms  of   generating  the  revenue  and  so  on,   but  additional  support  in  terms  of                  resourcing  and  perhaps   training/coaching  around  selling   searches/head-­‐hunts  would  be                 useful.    

Senior Consultant     Regular  clients  on  exclusive  basis    

   

   

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

30


Q14 »  I  Ideally,  where  do  you  see  yourself  in  three  years  time  and  what  do  you  feel  you  need  from  the  business  to  help   you  make  this  happen?   Tarnya   In  3  years  time  I  would  still  like  to   be  doing  a  Research  role  in   recruitment.  I  do  prefer  the   executive  search  and  headhunt   side  of  things  rather  than   contingent  recruitment,  my  ideal   role  would  be  to  be  still  with   Expion  and  as  the  business  grows   specialise  in  this  area  and  maybe   manage  a  team  of  resources  that   work  on  Headhunt  /retained  work.     To  achieve  this  I  would  like  to  be   given  more  searches  to  work  on   and  progress  with  development   from  my  Managers  etc  in  the  next   few  years.  I  would  also  like  the   opportunity  to  come  out  on  a  client   visit  with  a  consultant  when  they   are  pitching  for  a  search  so  I  am   able  to  get  involved  at  every  stage    

Andrew

Steph

£200k consultant  earning  very  good   money,  potentially  leading  a  team  /   recruiting,  mentoring  and  managing   new  starters  and  having  a  more   strategic  influence  on  the  direction   and  growth  of  Expion.    

I would  like  to  remain  in  my  role  as   Office  Manager,  ideally  leading  a   team  of  administrators  if  the   business  had  grown  to  require  it  or   the  resourcing  team.     I  would  like  to  have  full  responsibility   for  credit  control,  payroll  and  HR   responsibilities.  I  need  the  business   to  trust  in  my  ability  to  run  the  office   and  support  any  training  needs  that   may  arise.  

Caroline

No response  

     

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Q15 »  Finally,  anything  else  to  add?     Steve:  Expion  is  a  good  business  with  motivated  committed  owners.  For  me  it  needs  to  ensure  consistency  of  behaviours  so  that  all  contribute  to  a  positive   culture  where  achievement  is  expected,  support  is  guaranteed  and  individuals  are  valued.   Chris:  My  Goal  is  to  be  a  recruiter  with  a  great  reputation,  I  endeavour  to  know  the  industry  inside  out  and  be  working  with  the  larger  manufacturers,  and   although  I  have  no  problem  doing  BD  I  want  to  be  at  a  level  where  clients  come  to  me  to  help  them  with  roles.     In  respect  to  Expion  as  a  business  I’m  happy  I  joined  them  as  they  are  a  world  away  from  my  last  company;  much  more  professional  etc  James  and  Richard   seem  to  have  an  idea  as  to  where  they  want  to  go  as  a  business  to  go  but  I  don’t  believe  that  communication  is  their  best  attribute.     As  mentioned  briefly  I  have  come  from  a  Middle  management  role  within  retail  and  although  I  haven’t  ruled  this  out  for  the  future  it  isn’t  an  immediate   goal  for  me  to  go  back  down  this  route;  initially  my  main  goal  is  to  make  myself  better  at  what  I  do  which  is  why  I  moved  here.  I  said  to  RC  &  JD  that  I  had   had  NO  training  whatsoever  and  would  need  refining  somewhat  to  capitalise  on  my  skills.   I  am  aware  that  I  lean  on  Richard  more  than  he  likes  however  he  is  the  only  person  that  has  the  answers  (as  he  is  experienced  in  Automotive  and  knows  the   industry)  I  know  he  gets  annoyed  by  this  but  I  feel  he  is  in  a  position  of  responsibility  and  I  am  still  very  green  to  Expion  and  recruitment  and  don’t  want  to   do  things  wrong  and  embarrass  myself  and  the  brand!     All  in  all  I’m  happy  to  be  here  and  we  have  a  good  team  we  just  need  to  work  more  as  a  team  I  believe  –  Celebrate  success  more.   Steph:  I  am  very  positive  about  my  time  at  Expion  so  far  and  have  been  through  a  bit  of  a  rollercoaster  with  my  roles  and  emotions.  I  think  having  a  clear   structure  and  vision  for  the  future  of  the  company  will  help  us  grow  and  develop  as  a  business.     I  would  like  to  be  actively  involved  in  the  changes  to  come  with  Expion  and  to  further  support  Richard  and  James  to  make  Expion  succeed  –  this  underpins   my  motivations  for  being  the  Office  Manager.   I  look  forward  to  helping  in  any  way  I  can  and  seeing  the  business  grow  stronger  over  the  coming  months.  

 

Team 360°  Responses  |  Prepared  by  Steve  Street    |  March  2013  

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Expion 360 Results  

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