Expion 360 Results

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

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360° Feedback Results

March 2013

Prepared for James and Richard


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360° Feedback Results

Q1 » Me -‐ my role….

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Total Gosia 10 10 10 10 10 5 8 63/80 Steve 8 9 9 8 9 8 8 59/80

Christian 7 8 8 5 7 5 7 47/80 Chris 7 8 6 4 4 3 4 35/80 Marc N/A N/A N/A N/A N/A N/A N/A N/A Liz 7 6 8 8 9 8 7 53/80

Helen 8 10 10 10 3 5 10 56/80 Tarnya 10 9 8 5 8 5 5 50/80 Andrew 4 6 7 5 5 5 5 37/80 Steph 6 10 10 8 8 6 9 57/80

Caroline 7 9 -‐ 9 2 5 (?) 9 ?/80 Owen 3 9 10 7 8 3 9 49/80 Ian 7 7 8 5 7 6 9 49/80

Totals 84/120 101/120 94/120 84/120 80/120 64/120 90/120

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.


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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:

Less than 1 hour per week

Between 1 and 3 hours per week

More than 3 hours per week

Gosia Steve

Christian Chris Marc Liz

Helen Tarnya Andrew Steph

Caroline Owen Ian


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Q3 » Strengths and Weaknesses

Strengths/qualities Weaknesses Potential impact

Gosia

Results orientated Business focused

Ability to develop strong long lasting relationships,

Ethical and principle driven Able to work smart

Impatient with people Black and white Judgemental

Very demanding Moody

Losing patience too quickly, expecting colleagues to “get on with it” ASAP.

Not allowing for grey areas. Not giving second chance. Following the rule that

people are consistent and predictable. It takes a lot to earn my respect

Not being polite enough to colleagues, coming across as abrupt

Steve

Experience

Technical knowledge Communication

Not remaining single minded/ Focussed on own achievement

May not fully achieve all I want to.

Christian

Experience / Knowledge Honest

Hard Working Integrity

Determined

Bad Habits (i.e shortcuts)

Thinking I know the best way to recruit and cutting corners in process

Chris

Communication; with clients, candidates, and colleagues

Thoroughness Business Development / CRM

Articulate Desire to succeed

Prioritising roles Inexperience

Industry Knowledge Time management

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


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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

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.

Helen

A good work ethic and approach to my role.

Strong organisational skills.

Good communication.

Ability to work under pressure

When screening candidates I sometimes tend to take the answers they give at face value when

instinct tells me to challenge the answer.

An inability to say no! Even when I’m really

busy and swamped if somebody asks me to do something I will generally say yes.

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.

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.


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Steph

Organisation Reliable

Personable Communication

Work to a high standard

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.


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Tarnya

Hardworking

Focused

Determined

Positive

Driven

Organisation

Sensitive

Time Management

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

Andrew

Hard work

Tenacity

Developing Opportunities

Client relationship management

Ambition

Allowing a negative mindset to take hold

Poor time management and process

Introversion

Stress Management

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


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Caroline

Market knowledge Relationship building

Coaching Account management

Self-‐starter

Knowledge of the database

Sharing of candidates/ideas

Unable to sift as well or as quickly as others

Not yet achieved a split fee with another consultant – missed opportunities?

Owen

Resilience Adaptability/ Learning Capabilities

Communication Attention to detail

Drive

Offer/ Fee Conversion

Over-‐analysis

Turnover lacking

Caught up in the details

Ian

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

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


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Q4 » My top three performance priorities

Gosia Steve Christian Chris Marc Liz Helen

1 Open and

develop more big accounts

Greater focus Management & Leadership

Industry Knowledge

Confidence

To get better at screening candidates.

2 Train and develop

a junior consultant

Tolerance Consistent Billing Refining my Skills Account

management

Improve my candidate tracking and feedback to unsuccessful candidates

3 Increase sales Targeting & Selling

Executive Search Planning my Time

More resources for BD

To do more client management.


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Q4 » My top three performance priorities

Tarnya Andrew Steph Caroline Owen Ian

1 To be getting at

least 3 placements per month

Manage time and recruitment process more effectively

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

N/A

Offer/ Fee Conversion.

Sell and win more searches / head-‐

hunts

2 Be faster paced when working on

roles

Cultivate a positive mindset at all times

To learn HR modules that will help the

business & me in my future career –

business laws, staff training &

development, work policies etc

N/A

New efficiencies/ process

optimisation.

To perform more consistently

3

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

To learn useful skills that will help the

business & me in my future career – payroll systems,

accounting systems etc

N/A

Management skills (long term)

Turn transactional accounts into ‘proper’ clients


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Q5 » My preferred learning style


Active coaching, Direct approach, Constructive criticism very welcome

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

purpose .

I enjoy projects and training courses to enhance my learning.

‘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..

In the past I have learnt a great deal from the Warren Kemp courses (interactive coaching in

groups). I also read a lot of

books and like to refer back to literature.

I always learn from mistakes

(but would like to not make them in the first place!)

I’m a very hands on learner in that I like to be shown how to do a task. Usually once

shown I’ve then got it.

Do like to take notes. Don’t always refer to them but there is just something comforting in

writing something down??!


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Q5 » My preferred learning style (cont.)


Prefer to read the information and make my own notes, with active coaching and frequent updates

I like to learn experientially; being thrown into new situations and

learning from the process.

I’m happy taking information as to ways to improve

from reading, video’s, training and then putting into places

changes which offer a result.

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.

Reading, coaching and interactive

sessions

On the job learning/ hands on experience.

Open forum learning/ ad hoc Q/A sessions.

Reading – Books/

Articles/ Newsletters

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.


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


(Richard) Delivering on sales

targets

Clear process control

Results orientated

Delivering on

what I commit to deliver

(James)

Sales

Expion Image Detail Honesty

(James) Financials Activity

Commitment

(Richard)

Ensuring the Non food team delivers

financially

Servicing his existing clients and running his desk

(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.


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(Richard Clegg)

That you hit and exceed your targets to

cover costs and contribute to the

business

Your performing your role to your best

capabilities

Providing good calibre and quality CVs for roles he has briefed

me on

That you are a team player

That your happy in your role

(James)

Achievement of personal and team financial targets

Maintaining positivity

in pursuit of i)

Personal responsibility and accountability

Creating a supportive environment which is conducive to success

Structured and effective management

style

Strong team ethos

Highly competitive and driven

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!

(James)

Revenue generation

Account management

Welfare and

satisfaction of the team

Development of skills

within the team

(Richard Clegg)

Running his desk/ company P & L.

Organic/ sustainable business growth.

Movement away from hands on recruiting in long term (Delegation).

Team development

Team morale

(James Didgiunaitis)

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


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Q7 » Main business strengths and weaknesses

Strengths Weaknesses

Gosia 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)

Steve Vast experience of senior people

Positive approach Developing brand

Inexperienced people

Christian

Good People Culture

Diversity of client base

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

Chris

Established client base Two very experience and successful consultants (James & Richard)

Personable business with a good reputation Desire to succeed and excel in the marketplace

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

Communication

Systems have not grown with the business and do not enable us to share our candidates and client knowledge effectively with one

another – i.e. cross selling

Non food team doesn’t operate as a team


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Liz

Some experienced consultants from a good brand (Quantica)_

Excellent networks and industry-‐known consultants

Good location, facilities and technology

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

Helen

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.

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.

Tarnya

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

Negative environment at times

Can be a staff divide in terms of teams

Pressure to perform


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Andrew

Excellent working environment – positive and supportive environment

Excellent one-‐to-‐one management with daily, weekly, monthly,

quarterly and annual reviews

A sense of growth and future opportunity

More practical advice, support and assistance when struggling to hit personal targets

More assistance in developing client relationships – starting in a new industry from scratch a warmer desk would have been a

great help

I’m unclear as to long term plans and where I might fit in

Steph

Relationship with key clients – trusted business partners

Open and helpful environment

True specialists – great knowledge of our sectors which are shared across the team

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….

Team divide. Richard and James’ management styles are very different however the FMCG team seem to have a much better sense of communication, shared goals and an idea of what is

happening. I think this is due to their weekly team meetings. It can sometimes feel like “FMCG team” and the rest of us!

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.

Caroline

Credibility of James and Richard and internal market knowledge

Good reputation for delivery and attentiveness to client and

candidate needs

IT capability – database and website (website being updated)

Market penetration


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Owen

Tailored Solutions/ Flexible Process Specialised teams/ consultants (sectors)

KAM, Client Relationship Building

Database Over reliance on business from key clients. Ts & Cs (overly generous towards clients).

Ian

Lot of in-‐house experience and good market knowledge

Number of large, high profile / blue-‐chip accounts

Industry specialists

Currently only a small proportion of Consultants achieving target

Quite reliant on a number of big accounts

Hard to differentiate in a crowded market


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Q8 » How would describe the Expion culture?

Gosia Boutique, offering tailored service, Service driven, rather than process driven Incorporating little mini businesses in one business, Two teams, two cultures, independent

Steve Developing, Driven not lead, Enjoyable, Assumed not defined. Christian Adult, Friendly, Adaptive, Open, Consultative Chris Personable, Talented, Potential, Double-‐standards, Evolution Marc Liz Mixed, Cliquey, Divided, Unmotivated, ‘Not-‐working-‐to-‐full-‐capacity’ (one word?!)

Helen Professional Positive Negative Committed Serious Tarnya Professional, Friendly, Stable, Fun Andrew Informal, Relaxed but intense, Ambitious, Mature, Supportive Steph Boutique, Trusting, Supportive, Open, Informal

Caroline Open, Goal orientated Owen Dynamic, Open, Friendly, Supportive, Organic Ian Open, Honest, Integrity, Customer-‐Focused, Informal


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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%

Goals and objectives are identified, agreed and set 92.30% -‐ 7.69% -‐

I have an opportunity to discuss my performance at a formal 121 84.61% 15.38% -‐ -‐

I take part in team briefings 38.46% 15.38% 23.07% 23.07%

I am updated on company issues following managers/board meetings 53.84% 15.38% 15.38% 15.38%

I go to my manager for support when required 38.46% 46.15% 15.38% -‐

I am issued with project work/structured learning support 15.38%* 30.76% 30.76% 23.07%

I get support from my manager on projects set by others. 7.69% 7.69% 23.07% 61.53%

I am actively encouraged to share my ideas and opinions 46.15% 15.38% 30.76% 23.07%

I have ideas and views on how the business can perform better – but keep them to myself. 15.38% 46.15% 30.76% 23.07%

I have anxieties about my performance and how this may impact on my security/progression 53.84% 30.76% 7.69% 7.69%

*Possibly anomalous


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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

Gosia

Lacking high calibre trainees/consultants

Too many people behind their targets

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

Steve

To continue to define and develop the Expion Brand as a supplier of choice in our operating markets

To deliver service levels missing from other providers.

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

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.

Chris

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

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.


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Helen

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.

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

Tarnya Consultants Hitting targets to bring in revenue

Not enough phone activity Motivation

Andrew

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

Growth

Growth and increase in market share versus the competition

Growth and an environment of success

Steph

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.

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.

Caroline

Achieving targets individually and as a team Investment in IT and social media

Shortage of candidates for certain roles

Investment in IT and social media


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Owen

Recession Competition Cash flow

Unifying goals/ direction/ strategy Establishing Brand/ Specialities.

High margins through low overheads (profit use for growth). Dynamism

Growth through reputation (relatively undamaged).

Ian

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.

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


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

Challenges Gosia Too many poor quality agencies, one man bands operating a low fee level, not providing quality service, diluting the market Steve Falling levels of service

Christian 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.

Chris Competition – no more than ever! Marc

Liz

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.

Helen 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.

Tarnya 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


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Challenges

Andrew 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.

Steph Costs for clients. Internal recruiters being taken on by companies who have the experience of targeted searches and access to LinkedIn or databases.

Caroline 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

Owen 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.


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

Barriers to progress Gosia A small company Steve Personal Progress is solely down to meeting financial targets.

Not sure I would want managerial progress. Christian Understanding what the progression looks like and how it is achieved. Chris Myself and the system we have in place Marc Liz 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.

Helen 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.

Tarnya 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 Andrew The timeframe required to build strong committed relationships with new clients. Steph 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. Caroline No response Owen Offer conversion/ personal turnover.

Increasing level of management trained consultants being introduced to the business . Ian 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.


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


Develop a junior consultant,

expand healthcare team/ sector

Development of less experienced

people.

I feel I have a lot to offer as a

consultant and having lead and managed teams

would like to assist in the mentoring

and training of new / existing staff.

I like to get involved and am made to feel as a team

member

n/a

Not something I’ve really thought

about as my role is very busy and don’t have capacity to take on additional responsibilities.


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


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.

? at this point. I feel I need to become a

successful consultant before I can take any

responsibility for others

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 the moment, it is difficult to prioritise and organise my daily and weekly work due 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.

Location and ability to develop/recruit a team

Helping others where I

can (tips/ advice/ training)

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.


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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 Steve Christian Chris

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

Recruitment manager meeting targets and developing others for

the future.

I would need help to develop further coaching skills

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.

I need to deliver the results financially but we also need to cross sell as an organisation more and

maybe have some better marketing 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.

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!


30


Liz Helen Ian Owen

In three years’ time I would like to be a Senior Consultant, confidently able to bill £150K per year. I would like a list of steady clients regularly sending through jobs. Ideally I would like to concentrate my portfolio of clients to 10 main

businesses.

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

being part of that.

My personal priority has to be to earn more money. I took a big

financial hit last year when my eldest son James started his

apprenticeship.

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.

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


31


Tarnya Andrew Steph Caroline 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

£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.

No response


32

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.

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