Uncertainty can strike a business at any time, whether through a predicted economic downturn, or your firm is party to a merger or acquisition, or perhaps a key person has suddenly left. We asked a variety of recruiters to share their secrets in dealing with uncertainty. Here’s what they told us

The question we asked was:

“How do you motivate your team in times of economic or corporate uncertainty?”

Uzair Bawany, group MD, professional services recruiter Contact Recruitment:
“To motivate our employees we recently introduced a monthlytop billers competition. Each month, individuals have a target to hit and if successful they are recognised across the entire company and treated to a meal at one of London’s top restaurants.

We feel that this relatively understated scheme makes a huge difference to employees and goes a long way to demonstrate our commitment to them and keeps them motivated. The feedback from our team certainly suggests the sentiment is appreciated.”

Craig Coverman, MD, technology and telecommunications recruiter Eutopia:
“We’re doing OK at the moment… You need to tell your team to dig deep and remind them that there is live business out there. When times get more difficult you ramp up your training so your approach matches the market.

You tend to offer more spot prizes. It is all about communication. If the market’s tough you need to set a course, and be comfortable with the team you have got around you.

Communicate clearly that you have belief in your team.”

Mark Hunt, MD, industrial recruiter Hunters Solutions:
“I spend time with all of my staff on a daily basis to identify how they feel about what is happening locally to us in Northampton. We celebrate every success no matter how small, which has a hugely positive effect. It is important that we have an environment of recognising achievement even if performance results are not what we were expecting.

“Winning a national award this year has had a huge psychological effect on our staff as well as our branding. I believe that a company that has professional branding and a professional approach will, if managed effectively, get through the hard times and be in a stronger position as the market eases.”

Jasmit Kalra, London regional director, construction and property recruiter Hill McGlynn:
“When [Hill McGlynn founder and chairman] Stephen Hill died, I just sat down with people and talked to them about two things: what had happened and what the past had made us. It was about values and culture, what Stephen had stood for, and how we needed to develop and build a business in honour and in memory of him, which would make him proud every day. I wanted them to know that Stephen wanted them to be good at their jobs and enjoy coming to work every day.”

Dermot McGinley, chairman, construction recruiter McGinley:
“Apart from the obvious — we pay them well and give them good bonuses — it’s about focusing on markets which have long-term
life… and by strategically targeting growth sectors of themarket. For example, much of our activity is now focusing on infrastructure, on people who build and maintain long-term activities.”

Roger Philby, MD, recruitment and consultancy firm Chemistry Recruitment:
“A core reason why people work for Chemistry is the passion we have for our customers and the focus on doing what is right for them (unique in our industry).

Maintaining this integrity-led approach through a downturn means we motivate not only our people, but also our clients. When the good times return our amazing people will still be here, enthusiastically delivering for great clients.”

James Pritchard, MD, sales and rec-to-rec specialists JPA Group of Companies:
“JPA has embarked on new and innovating ways to motivate its staff during the tougher times by adding additional online weekly incentives over and above the normal company motivators already in place. This has been built with Red Letter Days giving us a bespoke-branded login for each employee. Each week a member of the team wins points for additional effort, which are then allocated to their online account. These points accumulate until they find an item they want to cash their points in for, then they start over again. This in turn has helped us achieve record months of sales recently.”

Rebecca Robb, business manager, generalist recruiter Westaff:
“In an ever changing marketplace dynamic leadership is essential to keep team morale high. Westaff advocates creative thinking and we encourage our consultants to focus on new ideas and sales strategies.

“To ensure team motivation remains high, it is important to lead from the front and inspire your workforce. Focusing on a variety of activities will ensure that consultants remain fresh and focused on the needs of our clients and candidates. We also endeavour to celebrate each individual achievement to ensure that the office atmosphere is always positive.”

Peter Searle, CEO, multi-sector recruiter Spring:
“When we purchased [IT recruitment firm] Glotel, we took the opportunity to use the integration of the company we bought to give it to the up-andcoming leaders in the company to be heavily involved, something they normally wouldn’t have been able to be involved in. So they bought into the culture of bringing the company into the business, therefore they felt responsible for making it work. It was their job to make it a success.”

Tim Sheffield, CEO, financial services recruiter Sheffield Haworth:
“We like to think the reward structure we have here is self motivating. The culture of the firm is such that you are expected to be self-motivated and be pro-active about originating new relationships as opposed to being reactive.”

Robert Thesiger, CEO, financial services recruiter Imprint:
“Corporate and economic instability affects staff in different ways. What is common between the two is the importance of communication. Obviously, there may be instances where legal reasons restrict what you can actually communicate to employees, but otherwise it is essential to be as transparent as possible, ensuring good lines of communication are established and made available between staff and management. Saying that, it is also imperative, and sometimes difficult, to get the balance right between good amounts of communication which can deliver a clear message and too much that can fuel instability.”

Sally Toumi, MD, professional services recruiter Stark Brooks:
“It’s about bringing it back to the business, and things we do on a daily basis. Gather everyone together regularly for a reality check and give your team the facts. It’s about being honest as to the state of the business. Attend networking events; it’s about us as a business having a profile at the event and having representation in the broader business community. When financial targets are hit, give people a day off. Point out that even during a downturn, you can grow. We’ve actually recruited two new staff. We’re growing, we’re still winning new clients.”

Simon Whittington, executive chairman, retail and FMCG recruitment specialist Quest Search and Selection:
“There is plenty of press speculation adding to people’s apprehension about what the future holds. We’ve had an excellent start to the year, but over the past two months our staff have noticed a difference and we have been focusing our consultants on the more buoyant markets and sectors, while promoting the incentives we have for new client sales, exclusive and repeat business. Having a flexible approach to moving people internally to different teams, where there is more demand, such as interim, online and international, also helps and is seen as progressive.”

Colin Woodward, MD, construction recruiter Contract Scotland:
“We will not change our approach of being non-commission based; it would compromise our professionalism and compromise our professional approach. You still concentrate on the core values of your business and ensure that the service you are offering adds value.”