Absolutely Business

Case studies

Our work is tailored to each individual client, so it can vary enormously. Work carried out to date includes:

• Strategic planning and implementation
• On-site training and coaching (sales, interviewing, job management, client visits, management skills)
• Staff appraisals (design, training and delivery)
• Mentoring
• Establishing processes (sales, temps desk, perms desk)
• Design and writing of pro-formas and staff handbooks
• Projects (including client development and finance management)
• Telephone helpline

The following are specific client case studies:

Case study 1: Sales

The company

A commercial recruitment company, established ten years ago; seven staff, five of which are recruitment consultants.

The problem

Lack of proactive sales. Because of their strong local reputation, business came in constantly and was serviced to a high standard. The company was very profitable. However, the owner was concerned that there was a lot a business that did not come their way and that, should a downturn come, this would leave them exposed.

The solution

• Set up sales development activities, including standard documents for the sales process and a timetable for sales and marketing activities.
• Delivered sales training to all recruitment consultants.
• Provided on-the-job sales coaching for individual consultants.

The outcome to date

Increase in confidence amongst consultants, with regards to sales goals and how to achieve them; each consultant now meets or exceeds minimum standards of sales activity; record number of client meetings and new clients using the company's services; increased awareness of the company in the local business community.

Case study 2: Company identity, values and control

The company

A multi-sector, 30 staff strong recruitment company, set up by the two directors four years ago.

The problem

1) Lack of strategic planning, leadership, internal communication and core company values. Although operational processes were good, there was a lack of cohesion between the five divisions, which were in effect, trading as five separate companies. This resulted in varying standards and styles of management and conflict between the divisions.

2) Lack of joined up marketing of the business; individual divisions were marketed well but activities often overlapped and opportunities to sell the whole of the offering were regularly missed.

The solution

• Coached the directors on strategic planning, core company values and communication methodology; implemented systematic methods of internal communication.
• Helped the senior managers to devise and implement centralised KPIs and working standards, ensuring these were in line with the strategic aims and values of the business.
• Coached the management team on delegation, time management and coaching techniques.
• Helped the directors to produce a complete marketing strategy, which encompassed the whole business; provided coaching on PR activities; reviewed all marketing tools and suggested improvements; redrafted copy for the website and promotional materials; introduced the directors to a marketing specialist.

The outcome to date

Directors are aware of the short, medium and long-term aims of the business and they ensure they do not get distracted from these; all staff understand these aims and where they fit into the bigger plan; staff morale has risen and the working atmosphere is much lighter; staff have fed back that they now know exactly what is expected of them and that having the right tools to achieve this makes them more content in their roles.

The managers are aware of the overall marketing strategy and of the individual activities they and their teams are responsible for. All marketing tools are properly branded and marketing messages and information are clear, easy to understand and encompass the whole business. As a result, there has been a significant increase in internal co-operation and cross-selling between the divisions.

Case study 3: Staff management

The company

A small, specialist recruitment company, set up by the MD last year; two staff.

The problem

Lack of staff recruitment processes; largely ineffective staff management. The MD had repeatedly hired people who left soon after commencing as trainee recruitment consultants. High staff turnover was inhibiting the growth of the business and damaging to customer relationships. The MD felt that the last two hires were "more right than before" but needed confirmation of this.

The solution

• Devised criteria-based job and person specs.
• Coached the MD through re-interviewing all staff against the correct criteria and identifying training needs.
• Reviewed and redrafted the commission structure.
• Demonstrated how to set up and maintain personnel files.
• Implemented in-house staff training programme.
• Coached the MD on staff KPI monitoring and appraisal methods.
• Delivered sales training for the MD and 2 staff.

The outcome to date

The MD is confident that the two existing staff either meet the criteria for the role or can be trained into it and she now has the tools to ensure she finds the right staff in the future. The two staff have developed their skills and knowledge through the training provided and have fed back that they believe the company to be a professional one, which invests in their future careers.