In order to compete with larger rivals, small recruitment agencies must embrace automation in order to streamline candidate sourcing, cultivate enduring relationships with both talent and clients, and stand out from the competition.

The benefits of automation

By automating mundane tasks in the hiring process, recruiters save precious time to better focus on the human-centric aspects of recruitment. With recruiters under pressure to deliver quick results, automation can unlock greater efficiencies and pave the way for recruiters to excel in their roles, ensuring a seamless experience for candidates and delivering high-quality results for clients.

What are the key processes that typically need automating, and which ones can make the greatest difference for small recruitment agencies?

Candidate communication

The capability to sift through and match CVs quickly and schedule interviews lifts the administrative burden on recruitment teams. Setting auto reminders when candidates have interviews and scheduling follow-up phone calls with clients means that recruiters can keep on top of every important detail and the status of every candidate application. They can then relay any feedback received to candidates quickly to keep everything moving seamlessly so that applicants don’t drop out of the process.  

Additionally, communicating with candidates who have not made it through the selection process is also important, given that they may be a fit for future roles. Candidate relationship management for all candidates—not just the ones who get placed—is absolutely critical, as your company’s brand reputation is on the line. Keeping those candidates informed at all stages and sending them new potential job alerts will create an excellent impression. In today’s ultra-competitive hiring landscape, no stone can remain unturned in the name of quality. 

Where many recruiters fall short is a lack of communication. In some cases, there simply isn’t an opportunity for candidates, which leads to them inadvertently being “ghosted” – they apply for a job and don’t hear back presumably, because they can’t be placed. Automation can be used to ensure that this doesn’t happen and, if handled with due care and sensitivity, can ensure that even candidates who haven’t been placed can leave the process feeling valued thanks to a positive experience.   

Efficiency and productivity gains

As part of the screening process, and as a means of better helping recruiters to qualify and identify the right candidates for their roles, video interviewing can be a game-changer. A simple link with some questions can be sent to a candidate to complete in their own time, from anywhere in the world. This technology can really help to provide a more complete picture of the individual and their interpersonal skills. Perhaps more importantly, it reduces the time constraints that recruiters can face when trying to schedule video calls with candidates, which will often fall outside of traditional working hours. 

Using recruitment software to automate job postings also enables recruiters to quickly distribute and integrate their roles across global job boards, social media, and search engines. The software can ‘multi-post’ jobs to these different outlets, saving recruiters time with individual uploads. With this approach, recruiters can also track and measure performance, enabling them to not only rank candidates but also see which channel is performing best. This, in turn, provides critical insights to help with budget spend and where to allocate money for optimal returns. 

When choosing the right recruitment technology, small recruitment agencies must do their homework to find the right, affordable solution for their needs and budgets. This could mean automating one or two key parts of the recruitment process to begin with. Once you can prove a return on investment, more budget can be directed into other areas of the business. 

Time savings

Automation has multiple benefits for smaller recruitment agencies, but the greatest is the time-saving potential. One hour saved a day adds up to more than 250 hours each year or around a month’s work for each recruiter.

In the vast majority of cases, the outlay on tech automation will pay for itself in the long run. Ultimately, if small recruitment agencies don’t take the plunge and automate processes, they will lose out when it comes to connecting with top talent and partnering with key clients. 

Ready to boost productivity, improve data health, and enhance communication? Learn more about Bullhorn Automation.

Bullhorn is a Salesforce Summit Partner and the #1 ISV for recruitment

Since entering the Salesforce ecosystem in 2017, Bullhorn has invested significantly in building our Salesforce portfolio, including ATS, Onboarding, Shift Scheduling, Automation, Candidate Engagement, and Middle Office solutions. Over the past six years, we’ve grown from having a small group of customers on the Salesforce platform to becoming the #1 Salesforce ISV for recruitment, five times larger than our next nearest competitor on the AppExchange, supporting over 85,000 users globally every day. As a Summit Partner, the highest status available in the AppExchange program, we are fully committed to the Salesforce ecosystem. Textkernel has been mission-critical to our explosive growth on the Salesforce platform, helping our customers parse, source, and match the best candidates for roles they are trying to fill. The acquisition of Textkernel deepens our commitment to the Salesforce platform and accelerates our AI strategy.

Textkernel’s best-in-class parsing and matching technologies accelerate Bullhorn’s AI strategy for Salesforce customers

Sourcing AI has been a huge focus for Bullhorn. In today’s competitive landscape, finding suitable candidates, whether from within a recruitment agency database or externally, presents a significant challenge. Talent acquisition remains a top three priority in our annual GRID industry survey. Textkernel’s parsing technology is unparalleled, and its matching technology is used by many of the largest recruitment agencies in the world. The combination of Textkernel and Bullhorn will substantially help our Salesforce customers solve their talent-sourcing challenges.

Textkernel unlocks the next chapter of solutions we can offer Salesforce customers. By aligning our collective roadmaps and working closely with our customers, we are opening a new chapter of possibilities on the Salesforce platform for our customers. We are excited to have Textkernel join us on this journey and to welcome members of the Textkernel team into our Bullhorn family. Congratulations Gerard, Guus, and the Textkernel leadership team!

Forward together!

Jeff Neumann, SVP Product Marketing 

Accelerating Bullhorn’s AI strategy with Textkernel’s industry-leading parsing and matching technologies

In today’s competitive landscape, organisations grapple with talent and job shortages and the pressing need to swiftly fill new positions with top-tier talent. Furthermore, as Art Papas shared in his keynote at Engage Boston 2024, customers need a S.E.A. (Specific, Enormous, Actionable) of data to realise the full potential of AI. This is where the addition of Textkernel plays a pivotal role in our strategy. Textkernel’s parsing technology is second to none and will be critical to our AI strategy. Their matching technology is used by some of the largest enterprises in the world, both inside recruitment and talent acquisition. Textkernel’s Labor Market Insights solution boosts agency business development and growth strategies, a critical lever in the current job short market. The combination of Textkernel and Bullhorn will substantially help organisations solve their talent-sourcing challenges and win new business. The acquisition of Textkernel significantly accelerates our AI strategy and unlocks the next chapter of solutions we can offer customers.  

Sourcing AI is a strategic focus for Bullhorn

The recruitment industry has grown to over $600 billion in revenue globally. With growth expected to pick up in 2024, this acquisition offers a significant step forward for us to harness AI’s full potential to benefit our customers and the industry. As we shared with customers in Vision for Innovation at Engage Boston 2024, Sourcing AI is a huge investment area for Bullhorn, and we are truly excited to embark on this journey with Textkernel. We congratulate CEO Gerard Mulder, COO Guus Meijer, and the entire leadership team at Textkernel and welcome the Textkernel team to the Bullhorn family. This acquisition is a significant step forward for us, and we are committed to maximising its potential to benefit our customers. As we set our sights on the future, I’m optimistic about the impactful solutions that will stem from merging our teams and our shared dedication to advancing AI in the talent-sourcing landscape.

Please stay tuned for an upcoming webinar where Gerard and I will share more insights about how our two companies are developing industry-leading Sourcing AI solutions.

And if you’d like to learn more about what this acquisition means for our customers on the Salesforce platform, take a look at this blog from Jeff Neumann, SVP Product Marketing at Bullhorn.

By using data to support your actions, you’ll become more than just a recruiter — you’ll become a strategic partner invested in your client’s growth. Plus, you are twice as likely to improve your recruiting process and three times more likely to reduce costs. 

Let’s explore how you can implement an effective data-driven strategy in your recruitment agency.

1. Build an integrated tech stack

Today, over 75% of recruiters use recruiting software and applicant tracking systems to improve their hiring processes. Yet 40% of recruiters say they don’t have enough data or lack the time to turn data into actionable insights. That’s because their data is often siloed across different recruitment solutions and lacks proper recruitment analytics tools, making data inaccessible.

With Bullhorn, recruiters can leverage a complete recruitment platform with an ATS, CRM, and recruitment analytics tools. Bullhorn Analytics not only streamlines data collection from various sources but also makes data accessible by automatically capturing and processing data in real time and presenting insights through dashboards and interactive reports for easy access.

2. Leverage a digital adoption platform

Even after implementing new tools, it’s not unusual for employees to be reluctant to switch to new solutions. One third of employees spend only an hour or less training – and there’s no guarantee they’ll retain all the information from these sessions.

That’s where digital adoption platforms (DAPs) come in. 

DAPs like Whatfix add an experience layer on top of Bullhorn and similar recruitment platforms, providing self-help support to accelerate adoption. These are no-code tools, so even non-tech users can use them to create in-app guides and nudges tailored to accomplish business goals. Moreover, the introduction of templates and accelerators within these solutions also helps to speed up implementation. Whatfix has its own set of such accelerators called ‘Smart Solutions, ’ which enables seamless onboarding, reducing training time and enhancing user proficiency.

3. Leverage analytics tools

Despite investing in training programs, workshops, and enablement content to prepare for new recruitment solutions, only one in four employees is confident in their data skills. That’s why it’s crucial to place special emphasis on improving data literacy among the workforce. They need to be proficient in handling recruiting data and analysing it to make informed decisions. Analytics tools can help by providing powerful, easy-to-understand, real-time reporting and actionable insights accessible to users at every level in your recruitment agency.

4. Focus on data quality

Bad data equals bad decisions, which can lead to financial losses. A Gartner survey found that businesses lose almost $13 million annually due to poor data quality, making the quality of recruitment data paramount. Ensure data collected from various databases is accurate and up-to-date, and conduct regular audits to maintain data integrity.

5. Track the right metrics

After you’ve implemented a data-driven strategy, ensure that you proactively measure its performance by tracking metrics for both individual and organisational levels. For example, you can measure metrics like time-to-fill and cost-per-hire to assess the effectiveness of your recruiting strategy. Similarly, you can track engagement and retention metrics for candidates. Through this, you can perform a comparative analysis, benchmark your progress, and find room for improvement.

To succeed in today’s data-driven recruitment environment, investing in employees’ proficiency and their DAP workflow integration is crucial. Whatfix, a data-driven DAP, can help recruitment teams supercharge their digital adoption, and Bullhorn’s partnership with Whatfix can empower recruiters to eliminate technology complexities for their users while maximising business outcomes and software ROI. 

Visit Whatfix’s profile on the Bullhorn Marketplace for more information.

At Engage Sydney 2024, we were joined by three accomplished recruitment leaders – Brent Leahy from RGF Staffing, Penny O’Reilly from ManpowerGroup and Stephen Smith from Sirius People. Moderated by Matt Webster, the session explored how the leaders navigated economic challenges, empowered their teams to win new business and the importance of resilience. Read on to find out the key takeaways from the insightful session.

Navigating economic challenges

Economic conditions have been constantly changing over the last few years. From the lows of the pandemic, to a resurgence as businesses reopened then to another dip as businesses look to re-balance their needs. Recruitment agencies have had to ride these waves and find strategies to thrive. For Smith, it’s been Sirius People’s deep specialisations and enduring client relationships over the last 20 years. “The one thing that has always served us strongly is our depth of specialisation.” He continued, “We’re able to provide those skill sets which aren’t always easy to find as they may require some longer-term relationships from our consultant’s perspective.”

ManpowerGroup Australia has the benefit of being a part of a global business and having access to great data on market conditions which has guided their strategies. O’Reilly said, “There’s typically a lag effect” in the Asia Pacific region so they could see what’s happening in the US and predict what conditions may look like in Australia. She stressed ManpowerGroup’s focus on diversification, digitisation, and innovation (DDI), which remains their “North Star.”

Leahy agreed with the other panellists on the benefits of specialisation and using data to predict market conditions. He spoke about how RGF Staffing got external sales training for consultants, working with them to create the content being delivered. This was to create clarity for the business leaders and consultants on strategy and tactics needed during challenging market conditions. Leahy highlighted the need to act fast, “If you know that the market’s changing, don’t just wait for it to change and say we should have acted quicker. Let’s do something right now.”

Winning new business

Winning new business is always important, but it’s even more of a focus for recruitment agencies, given the fluctuating market conditions.

O’Reilly reflected on the transition from candidate-focused strategies to a business development (BD) focus within ManpowerGroup. She highlighted their need to restructure the business to empower specific roles with the right tools for BD activities. O’Reilly stressed the importance of retaining existing accounts noting the significant time and effort required to replace lost high-value contracts. She expressed the need for a balanced approach between short-term gains and long-term sustainability.

Leahy agreed and raised the issue of staff desperation to win new business, cautioning against accepting low-margin jobs just to get a quick win. He emphasised the importance of finding the opportunities that align with an agency’s strengths. “You need to pick your little niche, what you’re good at and really laser focus on that and making sure that you’re the best at what you do”, he stated. Leahy went on to highlight the importance of having the right people in the right roles, particularly when trying to win new business in challenging market conditions.

Building resilience

Resilience emerged as a central theme throughout Engage Sydney 2024.

During the panel discussion, Smith pointed out that for his team at Sirius People, it’s about focusing on and working towards positive outcomes during difficult times. He cautioned against being too optimistic but rather “find positivity in your business”, Smith said. “It’s really important to try and keep the momentum going with the staff because when it does get hard, they need to still walk out every day as much as possible with a smile on their face and feel like they’re having fun at work.”

O’Reilly spoke about her role in instilling confidence and providing a sense of calm and clarity to her team. “It’s definitely about you making sure that you are giving that confidence to your teams. That sense of calm, that ‘this is okay’ and that sense of clarity around ‘this is what we need to do’. We’ve been here before.”

Adopting AI in recruitment

Leahy noted the initial hype around AI with the launch of OpenAI’s ChatGPT. He stated, “When ChatGPT was launched, there was a flurry of activity… it’s come down a little bit, to a level where we’ve got to think about things more practically – how can we use this tool in an application within a work environment?” For Leahy, it’s about using AI to assist recruiters with low-priority tasks so they have more time to build stronger relationships. “We need to use it in ways that are going to help us with some of those mundane tasks that’s certainly how we at RGF Staffing using it, to assist with ad writing and presentations.”

Sirius People recently adopted the Bullhorn platform, driven by the need to future-proof their business through AI and automation. Smith said, “AI is different now… I think it’s going to change things much more significantly than we’ve seen change before.” He emphasised AI’s potential to streamline communication and make recruiters more efficient at lower-level tasks while acknowledging the enduring value of personal interactions. “People still will want to work with people”, he stated.

O’Reilly shared ManpowerGroup’s increasing use of automation to give their candidates a more consistent and personalised experience. “We’re trying more automations just to make sure that we are consistently communicating in a more personalised manner”, she explained. On the AI front, Manpower’s Chief Innovation Officer, Dr. Tomas Chamorro-Premuzic is spearheading their efforts. O’Reilly noted Dr. Tomas, “talks about the fact that AI will absolutely beat IQ, but it will never be EQ.” Manpower is adapting AI while continuing to develop its consultant skills in EQ qualities such as empathy.

Find more insights from Engage Sydney 2024 in our Engage Content Hub.

He spoke about how people in recruitment can handle stress better and feel good about their work and life. Matt and his team are well-known for helping people and teams better understand resilience and well-being. He has empowered thousands of individuals and teams across over 30 countries.

Understanding resilience

Matt explained that handling day-to-day challenges in our professional lives is a form of resilience. He stressed the importance of acknowledging this innate skill, especially in recruitment, where adaptability and perseverance are key.

“Many things that happen to us in life are actually neutral. The events themselves are not positive or negative. It’s our attitude towards them that makes them seem good or bad. “He urged recruiters to see resilience not just as a reaction to difficult situations.

Matt suggests that we should try to have a natural pause before making a judgement about how ‘good’ or ‘bad’ something is, and instead try to see things as simply unfolding differently to how you had hoped or expected, to allow new ways of thinking or approaching the situation. This way, we’re not swayed by every wind that blows but can stay steady and make smarter decisions. For recruiters, this means not getting bogged down by setbacks but seeing them as steps towards better client outcomes.

Building resilience the right way

Matt emphasised the combination of innate abilities and learned skills in building resilience. “What makes us resilient is not just what we’re born with. It’s the things we’ve learned. Most of what makes us resilient in work and life is learning skills, tools, and habits that shape our perspective, behaviours, and outcomes,” he said.

For recruiters, this means leveraging their natural communication skills and empathy while learning new stress management and problem-solving techniques. This holistic approach can lead to more effective client interactions and build better candidate relationships.

Tackling stress and burnout

Matt highlighted the relentless pace and high expectations in the recruitment sector and discussed strategies to manage stress effectively. “Burnout is now so prevalent, the World Health Organisation has it listed as a disease in their international classifications of diseases, the same manual that lists diseases like heart disease,” he advised.

This approach would involve establishing clear boundaries, prioritising tasks effectively, and carving out dedicated time for rest and recovery. Matt’s message was clear: managing stress is not just about reducing workload but about building a sustainable approach to work that includes self-care and setting realistic expectations.

The importance of mindset

Expanding on the mindset theme, Matt explained how a flexible outlook can significantly impact our ability to handle stress and challenges. “If we want to impact our doing, we’ve got to change our thinking, we’ve got to shift our mindset, we’ve got to pay attention to it and shift it,” he noted. He emphasised the importance of giving ourselves permission to be negative at times. This includes allowing ourselves to feel through sadness during times of loss or failure, not avoid it or suppress it.

Keeping a flexible outlook can change how work is approached. This leads to more creative solutions, stronger relationships with clients and candidates, and ultimately more success in matching people with the right roles.

Going beyond balance to counterbalance

Matt challenged the traditional concept of work-life balance, advocating for counterbalance instead. He highlighted, “Balance suggests two sides can be made equal, which is rarely possible with competing priorities.” For recruiters facing daily demands, this perspective shift is crucial.

Matt described counterbalance as a flexible approach, alternating between intense work periods and times of rest. “It’s about dividing your time not for balance but for counterbalance,” he noted, emphasising that this method prevents burnout and maintains peak performance.

In today’s always-on corporate culture, weekends often don’t provide genuine downtime. Matt advised thinking of work and life as a series of active engagements and restful pauses, not a static balance, to ensure sustained productivity and well-being.

The role of self-care in sustaining resilience

Matt also talked a lot about taking care of ourselves. Statistics reveal that 42.9% of individuals between the ages of 16 and 85 years have faced a mental disorder at some point in their lives.

“Health is your wealth,” Matt reminded everyone, underlining that no job success can compensate for not being well. This is relevant for recruiters who are always on the go, trying to fill roles, meet targets, and keep everyone happy.

But to keep doing this well, you need to look after yourself. It’s not just about eating right or sleeping enough; it’s about making time for things that recharge your batteries. Maybe it’s a walk, a hobby, or quiet time alone.

By putting your well-being first, you can bring your best self to work and help others more effectively. Matt’s advice: Check in with yourself throughout each day or week, determine what you need, and prioritise it.

Throughout his session, Matt reminded everyone to think differently about resilience. Resilience is not about bouncing back but moving forward and growing. “The truth is we can’t go back, we are not the same people before and after hardships. Resilience is a learned set of abilities that enable us to get through life’s struggles and actually become a better version of ourselves in the process,” Matt highlighted. By changing how we think about challenges, focusing on our mindset, and finding a better way to manage stress, recruiters can improve their well-being and be better team leaders and supporters.

Get more insights from industry experts today. Check out the Engage Sydney 2024 Content Hub

Though Copilot is the name of Bullhorn’s set of AI capabilities, it’s also a term picking up use across industries. Let’s dive into the capabilities of AI copilots and how they can help unlock new efficiencies for your recruitment agency.

What is an AI copilot?

An AI copilot is a cutting-edge virtual assistant tailored for the recruitment industry, leveraging advanced large language models (LLMs) to revolutionise how we work. Sitting alongside existing recruitment workflows, it acts as a real-time guide, unlocking new levels of quality and productivity. Its capabilities range from analysing datasets to generating tailored content in order to help streamline communication. For recruiters, this can look like writing job descriptions, summarising candidate profiles, pitching candidates and clients, and much more.

How an AI copilot works

At the heart of an AI copilot tool lies a blend of artificial intelligence (AI), natural language processing (NLP), and machine learning (ML) technologies. Through AI, a copilot harnesses the power of computational systems to understand and respond to user queries and commands. This AI-driven approach forms the foundation upon which a copilot operates, providing users with a seamless and intuitive experience as they interact with the tool.

Overview of the underlying technology

An AI copilot is built upon a framework of cutting-edge technologies, with artificial intelligence (AI) at its core. Leveraging the power of natural language processing (NLP), it can comprehend and interpret human language with remarkable accuracy, enabling seamless communication between users and the system. Machine learning (ML) techniques form another essential component, allowing AI copilots to continuously improve and adapt its responses based on user interactions and feedback. Through advanced algorithms, it can analyse vast amounts of data to identify patterns, trends, and insights, aiding recruiters in making informed decisions and generating content.

Benefits of using an AI copilot for recruiting

By harnessing advanced strategies and tools, AI copilots empower recruiters to maximise their time and resources, focusing on high-value tasks while automating routine activities. Let’s dive into how AI copilots revolutionise recruitment processes, driving increased productivity, streamlined operations, and ultimately, more efficient recruiting.

Increased productivity

An AI copilot can help boost individual recruiter productivity by implementing advanced strategies, tools, and techniques that streamline the recruitment process. For example, a copilot can speed up the time it takes to write candidate (or client) communications by leveraging information already present in the system, eliminating the need for recruiters to draft messages from scratch. A copilot can also quickly summarise large amounts of data, like candidate resumes, saving recruiters time that would otherwise be spent poring through documents. By harnessing the power of artificial intelligence, an AI copilot can empower recruiters to make the most of their time and resources, allowing them to focus on high-value processes while automating rote tasks.

Streamlined operations

An AI copilot serves as a powerful tool to streamline operations, driving efficiency and productivity through automation and process optimisation. It can automatically identify recommendations for candidates already in your database, ranked based on data found in their resume and candidate profile. Plus, instead of creating prompts on your own, an AI copilot can create more specific prompts to help you get the results you want. With these optimisations in place, agencies can place candidates more quickly and pitch clients more often. These streamlined operations not only save time and resources but also lead to increased candidate satisfaction by providing a smoother and more personalised recruitment experience.

Efficient recruiting

An AI copilot is the key to more efficient recruiting; they harness advanced technology across various recruitment channels to conduct comprehensive candidate assessments. By automating tasks like candidate sourcing, screening, and engagement, AI copilots streamline the recruitment process while ensuring a consistent employer brand. Because AI copilots are capable of analysing vast amounts of candidate data, they can also provide recruiters with actionable insights into candidate performance and suitability for roles. This data-driven approach not only enhances efficiency but also improves the quality of hires. By leveraging AI copilots, recruiters can optimise their recruitment strategies, reduce time-to-hire, and make more informed decisions, ultimately driving better outcomes for their organisations.

AI copilot use cases

An AI copilot built directly into your recruitment workflow can help with any number of day-to-day tasks, like:

• Quickly summarising profiles
• Generating email and SMS messages
• Pitching candidates for a job
• Analysing if a candidate is good fit for a job
• Creating screening questions
• Adjusting and improving messages
• Automatically finding the best candidates
• Automatically building a search for a new job
• Notifying at-risk alerts and opportunities

AI copilots are changing the game for industries everywhere, and recruitment is no exception. With an AI copilot working alongside your team, you’ll unlock new levels of productivity and efficiency, driving your recruitment agency to new heights.

Embracing the shift to business development

The panel shared how businesses think about growth. It’s all about getting new clients and making sales, which is a big move away from finding people jobs. Josh pointed out, “This year, the focus on getting new business has jumped up, making BD the main thing we’re all looking at.”

Ez commented that there’s a huge call for learning more about BD, “The need for BD training has really taken off, showing that everyone sees how important it is for keeping our agencies doing well.”

Jody talked about how things have shifted since COVID shook things up, saying, “For a lot of our team, BD was kind of a new idea, showing how much the whole industry has had to adapt to a world that’s pretty different now.”

Case study: Healthcare recruitment

The conversation then turned to the specific challenges within the healthcare sector.

Nikki shared insights highlighting the unique situation, “In healthcare recruitment, we’ve seen a drastic shift towards more aggressive BD strategies, propelled by increased competition and a saturated market.” Her comments shed light on the changing landscape and the necessity for agencies to evolve their BD tactics to stay competitive.

Ez elaborated on this point, noting the influx of new competition, “The entrance of agencies new to healthcare into the market has intensified the need for traditional agencies to elevate their BD game, highlighting the vital role of innovation in staying ahead.” His observation underscores established agencies’ need to innovate and adapt to emerging challenges.

The discussion highlighted innovative business development strategies’ critical role in overcoming market saturation in the competitive healthcare sector. As agencies face new competitors, exploring emerging markets such as allied health, nursing, and aged care becomes essential. Success in these areas involves identifying new customer segments, forming strategic partnerships with established providers, and potentially pursuing mergers and acquisitions to broaden service offerings. This approach allows healthcare companies, for example, to navigate the crowded market effectively and sets a foundation for sustainable growth and success.

The power of consistency and quality

Josh emphasised the key to maintaining and growing business ties: consistency in BD tasks. “Agencies that do well are those that consistently engage well with their audience,” he said. This steady approach ensures clients and candidates feel important and seen, strengthening the agency’s standing in the market.

Ez agreed, reminding us that the basics of recruitment haven’t changed. “We’re in the business of people. Meeting with people, listening carefully, and asking the right questions are still essential,” he pointed out. This method is crucial for getting to the heart of what each client and candidate needs.

Tech and personal interaction in business development

The discussion highlighted the transformative impact of technology on business development strategies, emphasising the value of data analytics and CRM systems in personalising interactions with clients and candidates.

Ez offered an example of how technology enables a tailored BD approach. “With automation tools, we’re notified about the best time to contact a prospect based on their engagement with our content or site,” he explained.

This personal touch distinguishes top performers in a crowded market. Josh pointed out, “The ones who excel are those who maintain genuine interactions, making them stand out.”

Looking to the future, the panellists concurred that continuous innovation, leveraging cutting-edge technology, and maintaining authentic connections are fundamental for sustainable growth in BD.

Fostering authentic engagement

One major point from Engage 2024 was the real need to make true connections. Nikki mentioned how BD strategies within recruitment are changing. They’re moving towards creating lasting relationships rather than just quick deals. “It’s about more than just filling positions. We aim to really get what our clients and candidates need,” she said.

This method shows how being real and genuine helps you stand out in a crowded field. Ez added to this, highlighting the importance of conversations that bring real value. “Offering something special, like new insights or solutions, shifts the conversation from just another sales call to something much more impactful,” he noted. This approach makes an agency stand out and builds trust and reliability with clients and candidates.

The main takeaways from this session — being innovative, personal, and connecting with people — are essential for agencies. The panellists showed the importance of using new tech, keeping real relationships, and adjusting to changes in the market.

If you’re looking for more insights from Engage Sydney, check out the Content Hub to find the highlights from the conference

The essence of growth: A tale of evolution and learning

Sneesby started the session by recounting his journey from the early days that shaped his career. “I started in business support recruitment, which not many people know about me.” He continued, “Truthfully, I think it was the best place you could ever start in recruitment. It taught you the importance of speed and the knowledge of candidates.” Sneesby shared his background about personal growth and the evolution of U&U Recruitment Partners into a highly successful agency that champions candidates and clients across Australia.

Miklos shared her rich background in healthcare recruitment. From building her startup agency to now being highly sought after in the medical recruitment space. “It was survival at the start,” Miklos admitted. Today, 12 years on, Cornerstone Medical Recruitment still has an unyielding drive to fill the healthcare recruitment void in rural communities around Australia.

Gatehouse recounted the growth of Talenza, having started with four, they are now a team of 75 people. “It’s a game of two halves,” Gatehouse noted, navigating the pandemic when the business was only three years old. “There’s no silver bullet [for growth]”, Gatehouse stated. “You need to set your business up with the right pillars and people to allow you to grow. So our vision was to set up a business that would allow recruiters to come and work for us and be successful really quickly,” he continued.

Cultivating a culture of success

The conversation took a deep dive into the heart of recruitment agencies—their culture. Sneesby declared, “Culture is everything.” He shared insights into how U&U’s ethos of teamwork and collaboration is not just a value but a living, breathing practice that drives success. “One of the things we focus very heavily on is the cross-collaboration between different teams”, he said.

Miklos echoed the sentiment, highlighting the role of culture in navigating growth and change, particularly the challenges presented by technology upgrades and expansions. “We used culture to get us through those tough times,” she revealed, “it’s all those little things [team lunches, face-to-face training, and team outings], but it’s using those moments to bring everyone together.”

Gatehouse brought a unique angle, discussing how culture, underpinned by clear vision and values, not only shapes the internal environment but also extends its impact outward, fostering community engagement and social responsibility. “It’s about pushing culture to make people feel they have a purpose,” Gatehouse said, bridging the gap between personal growth and business success.

Strategic investments: The key to unleashing potential

A significant highlight of the discussion was the emphasis on strategic investment in people, technology, and culture. The panellists shared candid insights into their decision-making processes and how these investments have fueled their growth trajectories.

Gatehouse stated, “We realised if we were going to continue to grow and get bigger, we needed something a bit more holistic.” Talenza is leveraging Bullhorn’s data analytics and automation tool to provide the information its business needed to continue its strong growth. “It allowed us to see forward sales momentum,” he pointed out.

Reflecting on the evolution of Cornerstone Medical Recruitment, Miklos emphasised the importance of investing in people who bring a wealth of experience and expertise. “Once we got to 70 people, we realised we had to recruit those who had walked the path we were about to walk,” Miklos explained. Her insight highlighted the pivotal role of investing in talent. Miklos then spoke of Cornerstone’s move to Bullhorn for Salesforce, emphasising that the decision was driven by the need for systems that solve current challenges and anticipate future growth. “It’s about leveraging tech to give the team a better experience,” she stated.

Sneesby’s narrative was particularly compelling as he introduced an innovative approach to supporting his team at U&U: funding childcare for all staff members. “It’s about changing the world of work,” Sneesby stated, revealing the initiative to make the workplace more inclusive and supportive for working parents. This move not only sets a new standard for employee benefits but also reflects a deep understanding of the challenges faced by today’s workforce.

Navigating uncertainty with agility and foresight

In an industry as dynamic as recruitment, navigating uncertainty is a valuable skill. The panellists shared how they’ve managed risk and seized opportunities amidst fluctuating market conditions.

Sneesby spoke to the essence of being risk-aware but not risk-averse. “Risk is the secret spice,” he reiterated, sharing how strategic risks have been instrumental in U&U’s growth and resilience, particularly during uncertain times like the pandemic.

Miklos highlighted the significance of trusting one’s gut instinct and making bold moves, even when they seem counterintuitive to external observers. “We signed an agreement for office space double the floor space we had,” Miklos shared.

Gatehouse pointed out the strategic importance of diversification for Talenza in terms of services and geographic presence to mitigate risk. “We’re trying to de-risk our business by looking at other industry sectors,” Gatehouse noted.

By the end of their session, the panellist covered how important it is to stay resilient, to keep innovating, and to make smart choices, especially when it comes to tech and building a workplace where everyone feels supported and included.

If you’re looking for more insights from Engage Sydney, check out the 2024 Content Hub.

As technology and AI continue to evolve our industry at remarkable speed, the strategies that propelled recruitment agencies to success over the past decade may not be right for the next. In order to help our network continue to raise the bar and make better business decisions towards collective good, we gathered some of the smartest leaders we know during Engage Sydney 2024 and challenged them to undertake a performance review of the industry and those we serve—and the results may surprise you.

Read on for valuable takeaways you can put into practice today. As our industry experts delve into the strength and weaknesses of the recruitment market, we’ll highlight major opportunities and threats to give us their perspective of where the industry is headed in 2024 and beyond.

Featuring insights from:

• Lesley Horsburgh, Managing Director of APSCo AU
• Charles Cameron, CEO, RCSA
• Ross Clennett, High Performance Recruitment Coach
• Khanh Pham, Regional Sales Director, APAC, Bullhorn

In an industry facing a challenging environment, our panel activated our Engage Sydney network with a survey to help us understand the wins and misses of the current landscape—and help our attendees future-proof their business. The details unearthed in that survey informed a conversation packed with actionable insights.

First up, how has the industry improved over the past 24 months? We’ve gotten better at compliance.

“I was really surprised that compliance was the number one thing that we thought we’d done best over the last couple of years… I love the fact that we are professional employers and we are [the ones] you can rely upon to get the compliance piece right.” — Charles Cameron

As recruitment leaders adjust to overregulation and new government protocols, as well as hybrid work and the return to the office, compliance emerges as a sticking point—and also a win overall for the industry. While leaders focus on cyber security and the management of sensitive information, they are also leading the business world in their ability to help organisations contemplate matters around diversity and inclusion.

These are major shifts that have influenced the landscape over the past decade, to the point that—as Cameron noted, “if we consider where we were ten years ago as an industry compared to now, if you weren’t improving your compliance scheme, then I think you’re going to get found out, to be quite honest with you.” But it’s not just about following the rules, he explained. Recruiters can’t stop at finding people—“we’ve got to make sure we can look after them as well.”

While the industry is leading change in this sphere, our leadership panel warned that recruitment agencies may be suffering from an image problem in this aspect. “It’s great that we’re optimists, but we shouldn’t be delusionally optimistic about how compliant our business is,” said Clennett. “The reality is most recruitment agency owners become owners because they’re good at sales and they’re good with people. They’re not good with compliance, so they’re not naturally focusing on that part of the business.”

Needs improvement: Our relationship with tech.

“The thing that we’re hearing across all of our working groups—staffing tech, working groups, digital roundtables—is that there’s almost been technology gluttony.
— Ross Clennett

Ready to escape reactionary decision-making around tech? Put people first. Industry players are urged not to overlook the thinking and analysis that drive good decisions.

Young recruiters in particular need more direction from owners about the most productive tech. Junior consultants need to be equipped with proven data and technology—not just the next big thing. “Too many leaders are just reactive to vendors or something their clients have said,” shared Clennett. Because tech is not the natural comfort place for many recruitment agency owners and leaders, they are overly influenced and not doing the necessary research.

“Take a pause, take a step back,” urged Horsburgh. If you get too distracted due to all of the things that are coming at you, it will paralyse you.” In a fast-paced environment, the answer is slowing down and developing a sensible strategy.

Another opportunity area: Say no to bad business.

“We’re a very unique market. We deal with human beings, which is probably one of the most complex, unpredictable and frustrating commodities that you can deal in. Hold yourself in very high esteem and completely walk away from those clients that want to haggle or drive you down.”
— Lesley Horsburgh

The panel agreed that too many recruiters blindly say yes to work, without digging into whether they’d be successful filling the role. They encourage recruiters and agency owners to be deep specialists, utilising the data in their systems to provide compelling dashboard information that can help them determine if they’ll be able to add value to their customers, where they may need to consult the client to improve the job spec, and then how many hours they should expect to work on the job.

While most of the industry works for a small return, the emphasis on being data-driven can be a key differentiator in identifying profitable jobs and future-proofing. It can also embolden recruiters to communicate with clients about profitability issues like payment terms, while improving inter-agency transparency on decision-making and workflow.

“It’s about sharing that full picture across the board and taking ownership of all the levers,” explained Horsburgh, while the panel agreed that data specialists will be a critical role emerging for recruitment agencies going forward. Pham urged, “use data and not just from a strategic standpoint, but also at the desk level to guide people.”

For agencies not yet ready to invest in in-house support for this role, the panel recommended subcontracting that work because, said Clennett, “there’s so much potential power in the database of a recruiter. But if that potential is not harnessed, then there’s a lot of money being left on the table.”

Find more insights from Engage Sydney 2024 in our Engage Content Hub.