QUESTION: Can you review tools for onboarding new employees, like training videos? Where do I find 30, 60, 90-day game plans for new employees? Most of my employees are remote, and I like to track their daily, weekly, and monthly goals. Should this be done using a project management tool?
Setting Goals with Recruiters
The best way to answer your question is how I would do game planning with a recruiter. I would sit down with a recruiter, whether a new hire or a tenured person, and I go over their goals or help them set them if they are new. It’s not just some cotton candy sugar-high goal-setting session. It is a session. It usually occurs in multiple phases.
Within The RecruiterU, we have a template for the annual plan where they self-discover what they want to have present in their life, what those things cost, and what their current bills are.
For example, a lot of people, when I hired them, had made at most $35,000 or $45,000. I had hired many people who made more, but my typical avatar hire was somebody newer or making a career shift. If their bills were paid at $45,000 of income, and they wanted to earn $100,000 in income and let’s say their goal was $100,000 in commissions, they would keep about $70,000 after taxes. If they’re used to making $45,000, their bills probably were at $35,000, so you take $70,000 minus $35,000 and have $35,000 in new disposable income.
Defining Financial Goals for Motivation
This took me a little bit of time to learn because if they do not have a clear definition, they have not anchored it into a strong desire to make something happen; when things get complicated when they have to push themselves, ask tougher questions when they have got to push themselves to be consistent with their activity when their bills are getting paid, they are in a comfort zone.
You have all heard the metaphor of a thermostat. They get comfortable paying their bills at $3,000 a month. That was 10 years ago, so now it’s $4,000 or $5,000, but you get my point. If their bills are getting paid and they are going on a decent vacation, they have nowhere near everything they said they wanted. But, they have what makes them comfortable.
I would have them figure out exactly where the $35,000 would go as we set the annual plan. Was it credit card debt reduction? Saving for a house, a car? Paying for a child’s tuition? Retirement savings? I do not care what it was, but I needed every dollar of the net disposable income allocated.
Reverse Engineering Success
From that, we reverse-engineered what needed to happen on a quarterly, monthly, weekly, and daily basis.
In my office, to make $100,000, I probably had to bill in the neighborhood of $300,000. The average fee was close to $25,000. If they were a full-cycle recruiter, they had to make a placement a month. A month-long placement in our office was probably just shy of 2 interviews a week. I know if they are on target the day after they set their goals because I know how much activity it takes to generate an interview.
People track their daily numbers and put them in weekly. I did not sit down with tenured recruiters on a daily basis or even a weekly basis. I coached them once or twice per month. But I was looking at their numbers every week. Everyone in our office had to turn in their numbers on Friday afternoon before they left.
Tracking Metrics for Accountability
I could look at the whole team, who was ahead of their numbers, who was behind their numbers, and then my job the following week was to commend the people who hit their goals, what they did that worked, and how we repeat that. The people who were shy of the targets, what got in the way, and helped them remove those obstacles.
The plan was to go out a year out. Okay. For you to be here in a year, where must we be in 3 months? They might have wanted to expand their niche. They may want to go to higher-level positions and start working on C-suite stuff. There is usually a combination of things that would get them there. I would help them with the technique side.
These are the projects we are going to implement in 90 days. What things can you start on over the next 30 days, and what will you do next week? That’s how I reverse engineer it.
Structured Onboarding for New Hires
From the standpoint of really systematized hiring and onboarding in someone’s first 30 days, it is all about the activity. We would hire people; nine out of 10 people we hired were to work a recruiting desk. They were sourcing on openings we already had in progress.
A lot of times, we gave those candidates a B- or C+ search, something where we were not accountable as a company, we did not have a retainer, we did not have an exclusive, and I was very clear with the hiring managers on that, that we were using this actually for a new hire, but I just wanted their feedback.
Holding New Hires Accountable
That is one of the ways you can bring on people and have them work what I call “scratch and dent” openings and then hold them accountable to 15 conversations a day. That is their first 30 days, 15 daily conversations, 75 a week. Some of you might think, well, that’s impossible.
It stands out in 2024 within our client offices. Some of our clients are even holding people accountable to 20, and the key to doing that is having the research done and the lists prepared for them so all they’re doing is outbounds and reach out.
There are ways to combine email with that, but we are counting only physical conversations. It could be as quick as I’m really happy in my career, and don’t want to talk to you, goodbye. It counts as long as it occurs live and is not in a voicemail.
Coaching Through Call Reviews
I found that everyone who did this succeeded by holding people accountable to 15 a day. They might have quit because they did not like the business, but we did not have to fire them for nonperformance if they hit those targets.
After a week or two of them hitting 15 a day, I am pushing for four resumes that we can submit to the client this week.
Then, listening to their calls is part of our game plan, listening to their calls to find out where we can help improve them. When I say I am listening to their calls, many owners roll their eyes at me and will say, what if the call is 45 minutes? Most of the calls, I listen to the first five minutes.
The calls are make or break in five minutes. If somebody said they had somebody who was outstanding, I might stop and listen to parts of the call to see how it went. But if I can fix the first five or six minutes of a call, I can fix 90% of the balance of the call just in those first five minutes.
P.S. Whenever you’re ready… here are ways I can help you grow your recruitment business:
1. Join the Recruiter Think Tank and connect with firm owners who are scaling, too. It’s our Facebook community where smart recruiters learn to make more money and get more freedom. https://www.facebook.com/groups/there…
2. Work with me and my team privately
And if you ever want to get some 1:1 help, we can jump on the phone for a quick call and brainstorm how to get you more leads, more placements, and more time. http://go.therecruiteru.com/audit
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