To bill or not to bill as a manager of recruiters… the ramblings of a past-it recruiter but a pretty decent recruitment website maker.
In my time as a recruiter, I was a billing manager and a non-billing manager. I have to admit I did one well but not both; my personal sales dipped if I invested time in my team, and my team’s sales dipped if I invested time in me.
My training and motivation skills meant most recruiters who reported to me did well, so on balance five producing recruiters was better than my one desk, maybe. My teams were heavily trainee-focussed, so that was a major factor, I guess. However, in my last role, I managed some experienced recruiters while bringing on trainees.
What I found from the final role I had was that as a non-billing recruiter there was no natural path to start my own recruitment business, as I spent the majorit of my time sorting out contract issues/reading contract terms to ensure we were not exposed by deals our recruiters were bringing on board, training the newbies or keeping the owners happy.
While restrictive covenants do stop most recruiters walking out of a high-performing desk straight into their own business with the same client base, I think what being a billing manager gives you when you do eventually start up your own company is the match fitness needed for ultimate success.
If I had my time over, I would have stayed as a recruiter, asked for my own corner office, a 911 in the car park, and 6 weeks holiday per year as a sign of my progression and to be left to get on and bill fees, rather than to have been in the no man’s land that was a non-billing manager.
Please note I am Dyslexic, and in my form, I am blind to grammar, and sometimes I get my fors and fours, etc. backwards. I am not stupid – in fact, my IQ and EQ (see, I meant EI) are both quite high. Please keep that in mind when you read my posts.