Tuesday, 11 June 2019

Questions to ask yourself when building a Sales Team


When you’ve decided that your business is ready for a bigger, better sales team, you might want to start recruiting new sales people right away.

But it’s worth taking a little time to plan the best approach.

Successful sales teams are ones who have been carefully recruited and managed to meet the needs of the business, its customers and its co-workers.

And they are matched 2 ways. Not just in terms of what you want but also in terms of the candidates wants and aspirations in a role. This should result in the right person that will perform in your role and stay for the long term.

So – our advice is to sit down and analyse what you need from your sales team and here are some useful questions to help you get started:

What business do you need this person to generate?


Ideal client?
Size and industry sector?
Typical value of sale?
Geographical area?
How many accounts?
How much revenue?
How much new business?
What is your typical sales process?

What support can you offer to help targets be achieved?


Leads
CRM
Training
Existing accounts
Budget for entertaining
Networking
Field accompaniments
Experienced sales people that are available to mentor
Marketing budget

Be honest with yourself, if there is no support or limited support you will need someone that is completely independent- they are out there but you’ll need to pay more money to get them. The more you give in help and support and the less experience you require, the less you need to pay.

Typical activities and reporting

Number of appointments
How often do they need to report to the office?
How often will they need to be at Head Office?
How frequently do you hold 121 meetings?
When do your sales meetings take place?
Who will they answer to on a daily basis?
Can this person be based from home?

These are the sorts of questions that candidates will want to know at interview stage.

What background or industry experience do you require?

It’s easy to just look for candidates from the same industry as you work in. We advise to interview competitor candidates with extreme caution. Don’t be blinded by the fact they know your industry. Candidates that continually hop from one competitor to another often come with “grass is greener syndrome” and with pre-conceived ideas and this can be difficult to manage. Consider the right personality fit and transferrable skills. Candidates who have sold to a similar customer base could really widen your candidate pool.

Do you really need a seasoned sales person who has lots of experience?
Why?
What about someone new to sales but with the enthusiasm, drive and determination to succeed that you can mould?

What type of sales personality are they?

A lot of hiring managers want a new business hunter who is going to go out there, make the appointments, close the deal and be hungry for the next one. 
These people like to work at a fast pace so shorter sales cycles work best. These people can be less organised, they don’t like admin, and lengthy processes with a lot of red tape are a turn off, so think about what you are asking for in a sales person and what this means in terms of how you may need to support them.

Or consider…

Is a relationship builder or an account manager type a better fit with your target market? Do your accounts need nurturing and growing over a long period of time?  If so, don’t ask these people to pass the accounts once they’ve won them, they won’t enjoy this at all!

Think about people that haven’t worked out before and why?

Was it their experience or personality that didn’t work?
Why was this?

Deciding all of this in advance means that you are weeding out a lot of the wheat from the chaff without having to even see their CVs.

If you have thought about these things in advance you can be clearer about the role to candidates in your hiring process and you are more likely to attract the right sale person type to your business. Those that will perform and stay!

Recruiting and need some help to hire the right people for your sales team?

Our team are here to help – get in touch by one of these ways:

Phone: 01189 680831
Email: info@louisafleet.co.uk
Social Media: LinkedIn | Facebook Twitter | YouTube | Instagram
Website: www.louisafleet.co.uk

0 Read More »

Wednesday, 29 May 2019

4 Things to Remember when Training your Sales Team




Not so long ago we wrote a blog about value for money in sales training, which you can read here.

Today we want to talk to you about 4 things we think you should remember when training your sales team:

1. Not everyone is the same

Everyone is unique, in their preferences, in the way they take in information and in the way they prefer to learn.

Remember that sales people come in a wide variety of styles and each has their own strengths and weaknesses; so, while you will need to give every sales person you hire the same basic training, remember that it pays to be flexible.

As your sales people settle into their role, observe their behaviour and identify areas where they could improve, give them opportunities to develop the skills they lack and tailor their training around that.

2. Invest the time

Even if you’re hiring a seasoned sales person, they’ve never sold on behalf of your company before, or worked with your sales process.

So, it’s worth investing some time in training them in the right style for your business.

This could be online training, internal training, or external training days. The key is to find a training system that reflects your values as a business and the skills you want your sales people to demonstrate.

3. Team training

Sales people are very competitive and it’s very easy for them to slip into ‘every man for himself’. But a great sales team will work together.

Your sales people are a team, so while it’s ok to foster some light competition, don’t pit them against each other. It can be very valuable to train sales people both individually and as a team.

4. It doesn’t end at the end of the probationary period

This is a mistake lots of businesses make and is ultimately why a lot of sales people’s performance starts to dip after their probationary period is up.

Just because a sales person has been with you for six months, doesn’t mean they are done learning. In fact, the learning never stops.

The best way to build and develop a successful sales team is to integrate learning and development into their ongoing career plan. But you don’t have to invest in intensive and expensive training to do this – in fact, it’s usually best that you don’t. The intensive training should be happening during probation.

Once your salesperson is more established in the business, the focus should be on continued light development through a variety of channels, from top-up training to books.

We can give you lots more sales recruitment tips and advice – just get in touch:

Phone: 01189 680831
Email: info@louisafleet.co.uk
Website: www.louisafleet.co.uk
Social Media: LinkedIn | Facebook Twitter | YouTube | Instagram



Not so long ago we wrote a blog about value for money in sales training, which you can read here.

Today we want to talk to you about 4 things we think you should remember when training your sales team:

1. Not everyone is the same

Everyone is unique, in their preferences, in the way they take in information and in the way they prefer to learn.

Remember that sales people come in a wide variety of styles and each has their own strengths and weaknesses; so, while you will need to give every sales person you hire the same basic training, remember that it pays to be flexible.

As your sales people settle into their role, observe their behaviour and identify areas where they could improve, give them opportunities to develop the skills they lack and tailor their training around that.

2. Invest the time

Even if you’re hiring a seasoned sales person, they’ve never sold on behalf of your company before, or worked with your sales process.

So, it’s worth investing some time in training them in the right style for your business.

This could be online training, internal training, or external training days. The key is to find a training system that reflects your values as a business and the skills you want your sales people to demonstrate.

3. Team training

Sales people are very competitive and it’s very easy for them to slip into ‘every man for himself’. But a great sales team will work together.

Your sales people are a team, so while it’s ok to foster some light competition, don’t pit them against each other. It can be very valuable to train sales people both individually and as a team.

4. It doesn’t end at the end of the probationary period

This is a mistake lots of businesses make and is ultimately why a lot of sales people’s performance starts to dip after their probationary period is up.

Just because a sales person has been with you for six months, doesn’t mean they are done learning. In fact, the learning never stops.

The best way to build and develop a successful sales team is to integrate learning and development into their ongoing career plan. But you don’t have to invest in intensive and expensive training to do this – in fact, it’s usually best that you don’t. The intensive training should be happening during probation.

Once your salesperson is more established in the business, the focus should be on continued light development through a variety of channels, from top-up training to books.

We can give you lots more sales recruitment tips and advice – just get in touch:

Phone: 01189 680831
Email: info@louisafleet.co.uk
Website: www.louisafleet.co.uk
Social Media: LinkedIn | Facebook Twitter | YouTube | Instagram
Read More »

Friday, 17 May 2019

4 Tips to get your Sales Team to Perform and Stay





It’s no surprise that without a motivated team you’re not going to get the sales results that you require.
In this blog we look at 4 tips to get your sales team to perform and stay:
It’s not all about the money. It’s a lot about the money but it’s not all about the money!
We all know that a main driver for sales people is the earning potential.
But if it was only about this then why do people stay in jobs when they know they could earn more elsewhere?

What else is on offer that encourages these people to stay and perform?

1. Making it a great place to work

- Incentive trips and recognition awards – we’ve heard of some amazing places people have gone as top sales performers and this can be a huge motivator!
- Type of company car, or the choice of an allowance. Sometimes a company car doesn’t work for everyone. For others it’s the type of car that matters the most.
- Having fun at work and offering a choice of reward/prize/ day or night out– sales people always do a great job of choosing prizes – after all, they have the most insight into what they want! Sales people are usually pretty social and the banter surrounding the latest social can be what gels a team together. Teams that form strong friendship’s at work are more loyal and get better results.
- Letting your people decide makes your job easier! By letting them choose you can give them something they will actually enjoy and strive to achieve.

2. Way of working

- Trust – this works both ways. Trust your team to be autonomous. And gain their trust by engaging with them in a consistent way and by being transparent and open with them.
- Autonomy – the ability to manage their own time and work from home.
- Sales people need to be able to enjoy selling the way they like to sell, and one of the big turn-offs for sales people is being made to change their personality or style in a way that doesn’t suit them. This will have a major impact on your sales results.
- Further education or training opportunities.

3. Inclusion, status and self-development

- The chance to take on more responsibility such as mentoring and training of new members of the team or helping out with the recruitment process – career development means a lot.
- Ask your team members for their ideas when making decisions – they like to feel valued and involved in the process.
- Professional sales courses, further qualifications are all extra achievements sales people can be proud of.
- And you’ll be surprised how making someone a “senior” can make them feel when being introduced to colleagues or clients- status is a driver for many!

4. Get to know your team and react to their needs

Different sales people are motivated in different ways, so get to know your team and let your targets and recognition schemes reflect this.
- Some people are motivated by team-wide sales competitions.
- Some are driven by quota achievement.
- Some are motivated by qualitative improvements.
- Some people are motivated by their impact on the organisation.
- Some people are motivated by money.
Whatever your sales team’s motivations are, make sure you are setting daily, weekly and monthly goals that align with them. Make each individual feel valued and motivate them to perform at their best, and all importantly, to stay!

If you’re looking for your next superstar sales professional please get in touch:
Phone – 01189 680831
Email – info@louisafleet.co.uk
Social Media – LinkedIn | Facebook | Twitter | YouTube | Instagram
Website – www.louisafleet.co.uk



It’s no surprise that without a motivated team you’re not going to get the sales results that you require.
In this blog we look at 4 tips to get your sales team to perform and stay:
It’s not all about the money. It’s a lot about the money but it’s not all about the money!
We all know that a main driver for sales people is the earning potential.
But if it was only about this then why do people stay in jobs when they know they could earn more elsewhere?

What else is on offer that encourages these people to stay and perform?

1. Making it a great place to work

- Incentive trips and recognition awards – we’ve heard of some amazing places people have gone as top sales performers and this can be a huge motivator!
- Type of company car, or the choice of an allowance. Sometimes a company car doesn’t work for everyone. For others it’s the type of car that matters the most.
- Having fun at work and offering a choice of reward/prize/ day or night out– sales people always do a great job of choosing prizes – after all, they have the most insight into what they want! Sales people are usually pretty social and the banter surrounding the latest social can be what gels a team together. Teams that form strong friendship’s at work are more loyal and get better results.
- Letting your people decide makes your job easier! By letting them choose you can give them something they will actually enjoy and strive to achieve.

2. Way of working

- Trust – this works both ways. Trust your team to be autonomous. And gain their trust by engaging with them in a consistent way and by being transparent and open with them.
- Autonomy – the ability to manage their own time and work from home.
- Sales people need to be able to enjoy selling the way they like to sell, and one of the big turn-offs for sales people is being made to change their personality or style in a way that doesn’t suit them. This will have a major impact on your sales results.
- Further education or training opportunities.

3. Inclusion, status and self-development

- The chance to take on more responsibility such as mentoring and training of new members of the team or helping out with the recruitment process – career development means a lot.
- Ask your team members for their ideas when making decisions – they like to feel valued and involved in the process.
- Professional sales courses, further qualifications are all extra achievements sales people can be proud of.
- And you’ll be surprised how making someone a “senior” can make them feel when being introduced to colleagues or clients- status is a driver for many!

4. Get to know your team and react to their needs

Different sales people are motivated in different ways, so get to know your team and let your targets and recognition schemes reflect this.
- Some people are motivated by team-wide sales competitions.
- Some are driven by quota achievement.
- Some are motivated by qualitative improvements.
- Some people are motivated by their impact on the organisation.
- Some people are motivated by money.
Whatever your sales team’s motivations are, make sure you are setting daily, weekly and monthly goals that align with them. Make each individual feel valued and motivate them to perform at their best, and all importantly, to stay!

If you’re looking for your next superstar sales professional please get in touch:
Phone – 01189 680831
Email – info@louisafleet.co.uk
Social Media – LinkedIn | Facebook | Twitter | YouTube | Instagram
Website – www.louisafleet.co.uk
Read More »

Monday, 13 May 2019

Happy 7th Birthday Louisa Fleet Recruitment!


Happy 7th Birthday!

It’s an exciting time this week for Louisa Fleet Recruitment as we celebrate our 7th Birthday!

Yes, 7 years ago, after 15 successful years employed as a specialist sales recruiter, Louisa reacted to the need in the industry to offer a more personalised, expert recruitment service – and move away from the volume (throw mud at the wall) approach that is found in many national high street recruiters today.

Louisa Fleet Recruitment was established as a recruitment company that recognised the time frustrated hiring managers wasted interviewing unsuitable candidates for their vacancies and set about the take away their pain!

Via a thorough, high quality, selection process and a promise to deliver a positive candidate experience, average stats of 1-3 candidates interviewed to hired were regularly, and continue to be, achieved.

Louisa’s experienced team of recruiters work tirelessly to help the best companies find the very best people, that not only perform, but that perform and stay for the long term.

7 years on from that very first day, we would like to thank our loyal customers and candidates for supporting our business during this time!

Here’s to the next 7 years (and beyond!) of working hard to get recruitment right for both client and candidate.

And if there’s anything we can help you with now, please don’t hesitate to get in touch:

Phone: 01189 680831
Email: info@louisafleet.co.uk
Website: www.louisafleet.co.uk
Social Media: LinkedIn | Facebook | Twitter | YouTube | Instagram

Happy 7th Birthday!

It’s an exciting time this week for Louisa Fleet Recruitment as we celebrate our 7th Birthday!

Yes, 7 years ago, after 15 successful years employed as a specialist sales recruiter, Louisa reacted to the need in the industry to offer a more personalised, expert recruitment service – and move away from the volume (throw mud at the wall) approach that is found in many national high street recruiters today.

Louisa Fleet Recruitment was established as a recruitment company that recognised the time frustrated hiring managers wasted interviewing unsuitable candidates for their vacancies and set about the take away their pain!

Via a thorough, high quality, selection process and a promise to deliver a positive candidate experience, average stats of 1-3 candidates interviewed to hired were regularly, and continue to be, achieved.

Louisa’s experienced team of recruiters work tirelessly to help the best companies find the very best people, that not only perform, but that perform and stay for the long term.

7 years on from that very first day, we would like to thank our loyal customers and candidates for supporting our business during this time!

Here’s to the next 7 years (and beyond!) of working hard to get recruitment right for both client and candidate.

And if there’s anything we can help you with now, please don’t hesitate to get in touch:

Phone: 01189 680831
Email: info@louisafleet.co.uk
Website: www.louisafleet.co.uk
Social Media: LinkedIn | Facebook | Twitter | YouTube | Instagram
Read More »

Friday, 3 May 2019

What makes a great Sales Manager?




Winning sales teams start with excellent managers. But what makes a great sales manager?

Average into Excellent

We speak to lots of people in sales, day in, day out and in our experience, businesses who have winning sales teams start with excellent managers, who can bring even average salespeople up to their level and recognise them for their achievements. Sales people thrive on recognition so how you recognise them will make a big difference to their motivation and achievements.

Learning and Development

You could be the best sales person but it doesn’t mean you have the team management skills in place already. A great sales manager will be committed to personal and professional development – management training is just as important as sales training.

Communication and Motivation

Motivation is key in building a sales team and regular and effective communication will ensure the team feels the love and your sales people are being effectively managed. This could include daily stand up meetings, regular sales huddles, 121 meetings and weekly sales summaries.

The most common theme from candidates when sharing their experiences is that great managers really understand what motivates their sales people individually and they don’t treat everybody the same – they build a personal relationship with each member of their team and get to know what they are striving for, both in their career and in their personal life. Helping them get there will go a long way to motivating your sales people.

Metrics vs. Autonomy

You can’t change what you can’t measure. Sales managers can’t use their intuition to guide their decisions. Not only are they dealing with a huge amount of information, the risk of failure is too high. That’s why successful companies obsessively measure everything about their go-to market model, sales strategy and sales people, often in the form of sales targets or KPIs.

This works in most environments but it’s never one size fits all. Some very experienced sales people are more motivated by delivering results and actually KPIs might have the reverse effect. It’s important to know your team and what works for them.

Support and Mentoring

The Sales Manager’s job is to support the sales team and help them to do the best job they can. Sometimes that means providing motivation and targets, other times it means giving a little extra support along the way.

The best manager is always willing to ‘muck in’ and help when needed but the most valuable work a manager can do is actually in the background.

This includes things like implementing a sales friendly CRM system, qualifying leads and minimising admin time so that the team can focus on closing sales. Let them know that you’re investing in supporting them with quality leads.

Sometimes support will mean going to work alongside one of your team members. Accompanying that sales person to a meeting to help them pitch for that really big deal could be one of the best things you could ever do for that individual in terms of learning and support.

Need some help with your sales recruitment?

Get in touch with Louisa on:

01189 680831 | louisa@louisafleet.co.uk

You can find us on social media:

LinkedIn | Facebook | Twitter | YouTube | Instagram




Winning sales teams start with excellent managers. But what makes a great sales manager?

Average into Excellent

We speak to lots of people in sales, day in, day out and in our experience, businesses who have winning sales teams start with excellent managers, who can bring even average salespeople up to their level and recognise them for their achievements. Sales people thrive on recognition so how you recognise them will make a big difference to their motivation and achievements.

Learning and Development

You could be the best sales person but it doesn’t mean you have the team management skills in place already. A great sales manager will be committed to personal and professional development – management training is just as important as sales training.

Communication and Motivation

Motivation is key in building a sales team and regular and effective communication will ensure the team feels the love and your sales people are being effectively managed. This could include daily stand up meetings, regular sales huddles, 121 meetings and weekly sales summaries.

The most common theme from candidates when sharing their experiences is that great managers really understand what motivates their sales people individually and they don’t treat everybody the same – they build a personal relationship with each member of their team and get to know what they are striving for, both in their career and in their personal life. Helping them get there will go a long way to motivating your sales people.

Metrics vs. Autonomy

You can’t change what you can’t measure. Sales managers can’t use their intuition to guide their decisions. Not only are they dealing with a huge amount of information, the risk of failure is too high. That’s why successful companies obsessively measure everything about their go-to market model, sales strategy and sales people, often in the form of sales targets or KPIs.

This works in most environments but it’s never one size fits all. Some very experienced sales people are more motivated by delivering results and actually KPIs might have the reverse effect. It’s important to know your team and what works for them.

Support and Mentoring

The Sales Manager’s job is to support the sales team and help them to do the best job they can. Sometimes that means providing motivation and targets, other times it means giving a little extra support along the way.

The best manager is always willing to ‘muck in’ and help when needed but the most valuable work a manager can do is actually in the background.

This includes things like implementing a sales friendly CRM system, qualifying leads and minimising admin time so that the team can focus on closing sales. Let them know that you’re investing in supporting them with quality leads.

Sometimes support will mean going to work alongside one of your team members. Accompanying that sales person to a meeting to help them pitch for that really big deal could be one of the best things you could ever do for that individual in terms of learning and support.

Need some help with your sales recruitment?

Get in touch with Louisa on:

01189 680831 | louisa@louisafleet.co.uk

You can find us on social media:

LinkedIn | Facebook | Twitter | YouTube | Instagram

Read More »

Tuesday, 23 April 2019

Meet the members of the BNI Reading Central Business to Business power team!




As well as our weekly networking meeting in Reading on Fridays, our sector based power teams work closely together to refer qualified leads to other members that we know, that we like and most importantly that we trust. Let's face it you aren't going to recommend businesses that don't fall into this category- these are your clients and this is your reputation.

By meeting as a power team regularly we get to forge strong relationships and a great understanding of each others businesses so when one of our best clients asks "who do you know..?" we can recommend with confidence. This is a great value add to our clients and what goes around comes around right? It's brilliant when a fellow member introduces you where appropriate and relevant because they have got to know you over time and they like how you do business. Our power teams work as we share a similar target market, and it's not all about leads, we support each other and share best practice.

We have these 3 seats available in our business to business power team. Marketing Manager- Workwear/branded uniforms supplier-Gifts/ Promotional merchandise supplier 


We would love to invite you along to our BNI Global Friday networking meeting and to join a relevant power team group after to see how this unique way of networking can help you grow your business and smash your goals.

Please contact me on 01189 680830 or message me to book your visit or feel free to  just ask me some questions. Please note- there is no obligation to become a member if you visit our group.

Lisa Chaffey pictured above at the front is the chair of the Business to Business power team and Louisa, owner of Louisa Fleet Recruitment has been a member of BNI for 3 years. Louisa's role is to coordinate all of the power teams in our networking group.   The other teams consist of Marketing, Business to Business ( less than 500 employees) Business Enterprise (over 500 employees) Trades, Finance, Health and wellness





As well as our weekly networking meeting in Reading on Fridays, our sector based power teams work closely together to refer qualified leads to other members that we know, that we like and most importantly that we trust. Let's face it you aren't going to recommend businesses that don't fall into this category- these are your clients and this is your reputation.

By meeting as a power team regularly we get to forge strong relationships and a great understanding of each others businesses so when one of our best clients asks "who do you know..?" we can recommend with confidence. This is a great value add to our clients and what goes around comes around right? It's brilliant when a fellow member introduces you where appropriate and relevant because they have got to know you over time and they like how you do business. Our power teams work as we share a similar target market, and it's not all about leads, we support each other and share best practice.

We have these 3 seats available in our business to business power team. Marketing Manager- Workwear/branded uniforms supplier-Gifts/ Promotional merchandise supplier 


We would love to invite you along to our BNI Global Friday networking meeting and to join a relevant power team group after to see how this unique way of networking can help you grow your business and smash your goals.

Please contact me on 01189 680830 or message me to book your visit or feel free to  just ask me some questions. Please note- there is no obligation to become a member if you visit our group.

Lisa Chaffey pictured above at the front is the chair of the Business to Business power team and Louisa, owner of Louisa Fleet Recruitment has been a member of BNI for 3 years. Louisa's role is to coordinate all of the power teams in our networking group.   The other teams consist of Marketing, Business to Business ( less than 500 employees) Business Enterprise (over 500 employees) Trades, Finance, Health and wellness


Read More »

Thursday, 4 April 2019

Flexible Working in Real Life


What really is flexible working?

It’s an interesting question when you think about it. 

At Louisa Fleet Recruitment we are proud to offer flexible working, but when you start thinking about what flexible working means, it is clear that it will mean different things to different people.

We were recently in a meeting where a client mentioned that often candidates come along dictating the hours they want to work as their definition of flexible working is to work only when they want to and expect the company to fit in with them. His expectations are that flexible working involves give and take on both sides.

When I joined Louisa Fleet Recruitment I was offered a school hours, term time only contract which was ideal for me as I was returning to work after a career break to look after my children.  I was delighted when I had settled into my role that Louisa offered the flexibility as promised but also that I was able to work extra hours if needed and I was offered opportunities for training and development too. 

Yes, this required a bit of flexibility on my side too, but as an employee I feel that if you get some flexibility from your employer it is easier to want to be flexible for them too.

Flexible working in real life:

Here is an example of how the give and take has worked for me and Louisa recently.

I had taken the week off for February half term, as I usually would. At the beginning of the week I had a message from Louisa to say that a client I had been working with a lot wanted to meet us – brilliant – but that he could only meet on the Friday of half term. She was offering to go by herself but wanted to give me the opportunity to come along too. 

I really wanted to be involved so arranged some childcare and went along and I was really pleased to be asked.

The in the last couple of weeks I’ve been really lucky that Louisa has been really accommodating and flexible with my personal circumstances. 

First of all I had to go and collect a new car – I was super excited and Louisa was excited for me and when I asked if I could leave early to pick it up she was happy for me to do so.

And then this week I have been and spoken to her about something I really wanted to do outside of work. I had been thinking for a while about becoming a school governor at my children's school and was invited to help out with some meetings that were going on – two in the same week and one was very short notice. They had to be done within school time, so in my working hours, so I asked Louisa if she would release me to go and help out. 

She has been really accommodating in letting me go along and make up my usual hours out of hours, by starting early and finishing late when I can, which I am very grateful for.

Flexible working  - give and take on both sides

I agree that flexible working involves both sides and coming to an agreement rather than walking in and demanding certain things from an employer. 

And for me, I am really grateful when Louisa is flexible with me for things like school plays and parents evenings and I think the feeling is mutual when I go to an early morning networking meeting or stay on to do extra hours after school when we are really busy. 

For us flexible working works because we are both willing to go the extra mile – I don’t think it would work so well if it was all one sided.

What are your thoughts? We would love to hear what your definition of flexible working is?

---

Looking for some help with recruitment?
Get in touch with one of the team today:

Phone – 01189 680830 / 01189 680831
Social Media – LinkedIn | Facebook | Twitter | YouTube


What really is flexible working?

It’s an interesting question when you think about it. 

At Louisa Fleet Recruitment we are proud to offer flexible working, but when you start thinking about what flexible working means, it is clear that it will mean different things to different people.

We were recently in a meeting where a client mentioned that often candidates come along dictating the hours they want to work as their definition of flexible working is to work only when they want to and expect the company to fit in with them. His expectations are that flexible working involves give and take on both sides.

When I joined Louisa Fleet Recruitment I was offered a school hours, term time only contract which was ideal for me as I was returning to work after a career break to look after my children.  I was delighted when I had settled into my role that Louisa offered the flexibility as promised but also that I was able to work extra hours if needed and I was offered opportunities for training and development too. 

Yes, this required a bit of flexibility on my side too, but as an employee I feel that if you get some flexibility from your employer it is easier to want to be flexible for them too.

Flexible working in real life:

Here is an example of how the give and take has worked for me and Louisa recently.

I had taken the week off for February half term, as I usually would. At the beginning of the week I had a message from Louisa to say that a client I had been working with a lot wanted to meet us – brilliant – but that he could only meet on the Friday of half term. She was offering to go by herself but wanted to give me the opportunity to come along too. 

I really wanted to be involved so arranged some childcare and went along and I was really pleased to be asked.

The in the last couple of weeks I’ve been really lucky that Louisa has been really accommodating and flexible with my personal circumstances. 

First of all I had to go and collect a new car – I was super excited and Louisa was excited for me and when I asked if I could leave early to pick it up she was happy for me to do so.

And then this week I have been and spoken to her about something I really wanted to do outside of work. I had been thinking for a while about becoming a school governor at my children's school and was invited to help out with some meetings that were going on – two in the same week and one was very short notice. They had to be done within school time, so in my working hours, so I asked Louisa if she would release me to go and help out. 

She has been really accommodating in letting me go along and make up my usual hours out of hours, by starting early and finishing late when I can, which I am very grateful for.

Flexible working  - give and take on both sides

I agree that flexible working involves both sides and coming to an agreement rather than walking in and demanding certain things from an employer. 

And for me, I am really grateful when Louisa is flexible with me for things like school plays and parents evenings and I think the feeling is mutual when I go to an early morning networking meeting or stay on to do extra hours after school when we are really busy. 

For us flexible working works because we are both willing to go the extra mile – I don’t think it would work so well if it was all one sided.

What are your thoughts? We would love to hear what your definition of flexible working is?

---

Looking for some help with recruitment?
Get in touch with one of the team today:

Phone – 01189 680830 / 01189 680831
Social Media – LinkedIn | Facebook | Twitter | YouTube

Read More »