Managing Performance in Recruitment

The term performance management often creates negative connotations in people's mind. We think of a downtrodden colleague, occupying a lowly position on the league table, trudging towards the bosses office for an inevitable execution...but if you're thinking this you are wrong. Performance management is as relevant for top performers as it is for those struggling to hit expected levels, it is frankly the backbone of any successful recruitment business. Done right, it drives results, keeps consultants motivated, and builds a culture of continuous improvement. Done wrong, it can create stress, disengagement, and high turnover.

So, how do you strike the right balance? Here’s how to use performance management as a tool for inspiration, not frustration.

1. EXPECTATIONS

You need to set clear, well communicated expectations which are tailored to the experience level and sector of the recruiter. Recruiters are sales people at their core and sales people thrive on goals, but unrealistic expectations will only demoralise.

What good looks like varies from market to market e.g. I've seen several ex-colleagues of mine move from low margin, highly competitive spaces such as retail or hospitality where ￡150 - 200k a year is tremendous, to high average fee, more thriving markets such as Stem/Financial Services and gear up, smashing three or four times what they managed in their best years in their old markets. So knowing your space is vital.

Some obvious things to consider:

• Ensure targets are SMART (Specific, Measurable, Achievable, Relevant, and Time-bound). I learnt this acronym at 18 when I was a student with Littlewoods (who?? - one for older vintages) and it's never left me.
• Balance activity and outcome-based KPIs. While placements and billings matter, tracking calls, meetings, and candidate engagement keeps progress in sight. I've worked for leaders who only want to know the number, this is wrong. Examine the building blocks - this is particularly important for newer consultants.
• Personalize expectations. Junior consultants need different targets from experienced billers. Some of the biggest wins I've been involved in is helping established operators raise their own expectations of themselves. You should never be too experienced to learn or to strive for improvement.

2. Use Data, But Don’t Let It Dominate

Metrics matter, but recruitment isn’t just a numbers game.

• Use dashboards for visibility, not punishment.
• Track trends, not just isolated figures. 'Form is temporary, class is permanent.'
• Recognize soft skills. Relationship-building, networking, and brand presence contribute to long-term success.

3. Make Performance Reviews Constructive

Nobody likes performance reviews that feel like interrogations.

• Hold frequent check-ins, not just annual reviews. Monthly or even weekly touchpoints keep feedback timely. (see my article on the Billing Manager's role for more about this)
• Balance praise with areas for improvement. Start with what’s working, then move to what needs adjustment.
• Encourage self-reflection. Ask consultants what they think is going well and where they need support. After all you want to help your people become self-managing.

4. Create a Culture of Recognition

People perform better when they feel valued.

• Celebrate wins—big and small. Not simple billings - although outstanding revenue performance is always a cause for celebration.
• Peer recognition matters. Encourage consultants to acknowledge each other’s successes.
• Incentivise growth, not just results. Recognize skill development, client relationships, and teamwork.

5. Support Underperformers Without Demotivating Them

Everyone has off months. The key is to provide support, not just pressure.

• Identify the root cause. Is it skills, mindset, or external factors?
• Provide coaching, not just criticism. Some people need the situation broken down for them into simpler steps - this is core to a good manager's role.
• Set short-term, manageable goals. Help them regain confidence with small wins.

The purpose of any session is to leave them with a plan and feeling energised, if someone feels demotivated after spending time with you, you've probably failed.

6. Keep the Big Picture in Mind

Recruitment is a marathon, not a sprint. - a cliche yes, but for good reason. I've been lucky enough to work with some amazing recruiters - trust me when I say they all have bad moments.

• Balance short-term urgency with long-term growth.
• Avoid a blame culture. Mistakes happen—what matters is learning from them.
• Foster resilience. Teach consultants to navigate highs and lows with a growth mindset.

Final Thought: Performance Management is About People, Not Just Numbers

You can't pull any punches as a sales leader but you need to dial up your emotional intelligence. People need different interventions at different moments in their career. Perhaps this wording is a little old fashioned but I still stand by it. There will be times when someone needs a kick up the arse and there will be times when they need an arm round the shoulder.

Good leaders get this call right more than wrong.

What’s your approach to performance management in recruitment? Let’s discuss in the comments!

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