Expion 360 Results

360° Feedback Results

March 2013

Prepared for James and Richard

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

1

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

3

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

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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

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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

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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

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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

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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

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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

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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

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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!

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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?

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

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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?

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

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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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