TRAIN, RETAIN
AND GAIN

Courses Available for In-House Training

All of the sessions seen on the videos are also available as interactive in-house training sessions. Here is a selection of other programmes available too and if you cannot see what you want please contact RecruiterFit who will be pleased to answer any questions you might have. If you wanted to take elements from different courses then this can be accommodated too. Just ask.

Sample course agendas:

The first 5 course agendas below are a typical 5 day induction course which can be run as an intensive 1 week session or spread over 3 months

  • Course objectives, overview and introductions
  • Understanding what makes a successful recruiter – key qualities required
  • The recruitment process
  • Client and candidate driven markets
  • Quality versus quantity – how to build a quality pipeline of business
  • How recruiters makes money
  • Understanding permanent and contract recruitment from a client and candidate perspective
  • Planning and prioritising your day/activities.
  • Key questioning techniques
  • Effective listening and communication techniques
  • Overview of how to source candidates
  • Approaching candidates from the database
  • How to structure job adverts
  • How to gain quality candidate referrals from candidates, what questions to ask, how to ask them and dealing with candidate responses
  • Understanding the value of networking to build your ‘contacts’
  • Name gathering and market mapping
  • Re-cap and questions from Module 1
  • Generating job leads and market information during candidate calls
  • Understanding the different candidate approaches through headhunting (Direct, indirect and generic)
  • Structuring the headhunt calls
  • Dealing with the gatekeepers
  • Introducing yourself and getting through to your intended target
  • Initial openers and early engagement before pitching the opportunity in more detail
  • Selling/pitching the opportunity through a structured approach
  • Closing the pitch to gauge initial response
  • Dealing with candidate responses
  • Agreeing the next step and dealing with different outcomes
  • CV screening
  • Candidate qualification
  • Identifying candidate motivators/reasons for leaving
  • Listening and watching out for candidate red flags
  • Gaining candidate achievements
  • Understanding counter offers and some counter measures
  • Actions and close
  • Understanding sales and what is needed in order to sell
  • Looking at what stops people from selling
  • Recognising the key qualities of top sales people
  • Knowing what you can get from a sales call
  • Dealing with gatekeepers
  • Structuring an effective business development call using the 8 point plan
  • Planning and preparing for the call(s)
  • Different ways to open the call up and introduce yourself and your company
  • Learning how to structure sales bridges
  • Understanding elevator pitches and when they can be used
  • Learning how to flip headhunt and reference check calls into BD opportunities
  • Marketing candidates (MPC’s) to clients
  • Understanding client dominant buying motives
  • Marketing call objectives
  • Business development questioning techniques
    • Learning how to give your conversation structure and gain key information
    • Identifying the clients pain points through questioning
    • Turning up the heat on the clients pain points to establish urgency and importance
    • Using questions to help the client make a buying decision
  • Actions and close
  • Re-cap and questions from module 3
  • Summarising key points and getting the client receptive to hearing about your solution(s)
  • Looking at what your company has to offer
  • Selling the benefits of using your company through FAB statements
  • Closing for the next stage and commitment
  • Follow up activity after sales/BD calls
  • Understanding objections and how to deal with them
  • Handling client objections with specific examples
  • Knowing how to state your terms/rates confidently
  • Negotiation tips to ensure best results for all parties
  • Recognising the key differences between a job spec and fully qualified job order
  • Looking at the exceptions for working a job with limited information
  • Convincing the client to provide full job information
  • The five point job order
  • Qualifying the job fully
  • Actions and close
  • Qualifying clients and candidates from the start
  • Planning ahead to avoid peaking and troughing
  • Closing techniques that can be used with Clients and candidates
  • Understanding why we need to conduct preps/briefs and de-briefs
  • Preparing candidates for interview
  • Briefing clients for interview
  • De-briefing both clients and candidates
  • Dealing with the next stage(s)
  • Reference checking
  • Broking/negotiating the offer
  • Going beyond the placement – Post sale calls
  • Developing relationships
  • Deal breakers and how to pre-empt/deal with them
  • Actions and close
  • What is (the perception of) headhunting?
  • What it involves and when it is appropriate
  • Working the database, networking and gaining quality referrals
  • Name gathering techniques
  • Why people move and motivating factors
  • Dealing with gatekeepers
  • Different types of headhunt approaches, telephone and written
  • Structuring the approach call
  • Selling the opportunity
  • Handling candidate responses
  • Counter offers
  • Personal actions
  • Understanding negotiation
  • What makes negotiation difficult?
  • Why do we negotiate?
  • Stating your fees with confidence
  • Understanding adversarial and co-operative bargaining
  • What do you have to build value?
  • Knowing what makes a good negotiator
  • Planning the negotiation
  • Negotiation behaviours
  • Negotiation tactics
  • Identifying signs of movement
  • Knowing the 40 common mistakes of negotiation
  • Improving interview skills to identify complete and accurate match for the client
  • Matching your client’s, yours and your candidate’s language
  • Using advanced language skills to your advantage when describing personalities
  • Behavioural questions versus puzzle questions
  • The untrained listener versus the trained listener
  • Listening to answers properly, probing for clarification, testing assumptions and gaining specific evidence
  • Looking at different types/styles of interview
  • Structuring a candidate interview
  • Qualifying/re-qualifying ‘existing’ candidates
  • Identifying/recognising candidate ‘red flags’ and gaining candidate key achievements
  • Identify specific questions to ask for further qualification
  • The principles of the Master Match Matrix
  • Definitions: retained search, retained advertising and contingency
  • Targeting new and existing clients
  • Identifying when to sell a retainer
  • Benefits of retained business to all concerned
  • What clients buy
  • Key differences between contingency and retained business
  • The retained recruitment process
  • Asking intelligent and specific questions
  • Selling the retained service
  • Handling objections
  • Structuring the proposal
  • Presenting the shortlist
  • Understanding the different types of client meetings
  • Positive and negative experiences of client meetings
  • Benefits of client meetings to all parties
  • Arranging/selling the meeting to the client
  • Planning the meeting and establishing purpose of the meeting (objectives)
  • Who’s who in the meeting from a client and recruiter perspective
  • Arriving at the meeting, first impressions and ice breakers
  • Controlling/running the meeting
  • Dealing with questions
  • Summarising and selling accordingly
  • Closing the meeting and agreeing actions
  • Following up after the meeting
  • Identifying who you ‘could’ do business within your client universe
  • Identifying who you ‘would’ want to do business with – client profiling
  • Understanding peaking and troughing and how to build consistency of pipeline
  • Understanding planning and prioritising
  • Short, medium, long term planning and how to plan your day
  • Understanding the needs for KPI’s, figure analysis and monitoring
  • Reviewing activities, results and ratios to help you plan and prioritise
  • Understanding the importance of business relationships
  • Key stages in building beneficial business relationships
  • Developing specific actions for building client/candidate relationships
  • Defining account development and management
  • Understanding reasons why we want key accounts
  • Understanding reasons why a client would want to be a key account
  • Planning to be more prominent within your clients business
  • Understanding how visions play a part in account development and management
  • Developing the business through products and service
  • Utilising your strengths to secure future business and to be considered a main provider
  • Objections you may face
  • Defining excellent customer service
  • Key strategies to win/secure/maintain profitable business accounts
  • Course objectives and introductions
  • Identifying what type of Manager you are
  • 360 degree analysis review
  • Looking at how you influence your people
  • Identifying your own personal brand
  • Why consistency of management within the organisation is important
  • What part do company visions and values play in an organisation
  • Defining success and how people achieve this
  • Identifying roadblocks to success both internal and external
  • The importance of goal setting
  • Setting clearly defined goals
  • Learning how to develop your people’s behaviours and attitudes
  • Effective praising and reprimanding
  • How Managers activate performance
  • Communicating the message effectively
  • Key actions agreed
  • Re-cap on previous module, Q and A and feedback on actions
  • Creating a high performance culture/teams and a winners discipline
  • Key stages in team development and what the managers role should be
  • Balancing your time as a manager and a biller
  • Running effective business and performance review meetings
  • The importance of coaching and the key stages involved
  • The art of delegation
  • Identifying the differences between managers and leaders
  • Key characteristics of managers and leaders
  • Managing and leading your people with the right methods
  • Key actions agreed
  • The role of a trainer
  • Learning to learn
  • Identifying training needs
  • How do people learn and categorising learners
  • Delegate/Trainee expectations and dealing with them
  • Structuring a training session and writing course objectives
  • Designing the training event
  • Trainer notes, trainer tools and appealing to the senses
  • Learning aids
  • Running successful role plays objectives
  • Purposes of role plays and dealing with perceptions
  • Role play preparation and controls
  • Evaluating the training
  • Trainee action Plans
  • 4 stages of learning

A 2 day programme delivered over 2-4 weeks.  Day 1 provides the instruction on the role of the trainer and day 2 is a re-cap and practical application where delegates deliver a training session to the group with feedback.

I have known Alan for around seven years now and having experienced his training first hand when I went on to run and recruit in my own business there was only one person who I was going to call to train my staff, Alan Clarke. Whether it is to bring raw recruits into a recruitment business or to add skills to experienced staff Alan has a course tailored to suit your needs, he spent a good deal of time in discovering my particular needs in different circumstances and tailored his training accordingly.

Ross Kent, Sales Director – Winchester Search and Select