Top-billing consultants keep business development constantly front of mind, and they're always aware that candidates could become their next clients, a conference has heard.

As one of the top billers on a panel at the NPAworldwide networking conference in Sydney, Chorus Executive general manager Shane Brigham said the clients who "continually come back" to him usually start off as candidates.

Brigham said 85% of his regular clients began this way, while the other 15% are from prospecting and developing.

"So the message is really critical: look after your candidates," he said.

"In our business, every Tuesday afternoon we dedicate two hours: an hour for business development as a business and as a team; and an hour for candidate care. So every week our candidates, whether they be 'hot' or 'cold', get communicated to."

Recruiters will always encounter candidates they can't help, said Brigham, and the best way to handle those is to be upfront in a professional way.

"Give them some advice; tell them where they need to go... Let them know that you're not going to follow up, so the expectation's not there," he said.

Reference checks are also a highly valuable business development tool for recruiters, according to panel member and Norwest Recruitment principal consultant Amanda Rice.

"When you do a reference check, it's a warm call. You're in a position where you're ringing them for a need, which is usually for an employee that they've worked with before."

In reference check calls, said Rice, recruiters are in a position to build rapport with a potential client, and can use that call to arrange a visit and discussions about roles that need filling.

The most important tip for recruiters using this approach is to check that the company is actively searching for new employees, she said.

Brigham said he also uses reference checks to prospect for new business, and his company employs a dedicated sourcer who performs most of the searches for candidates, which allows consultants to focus on business development and speaking with clients.

Also speaking on the panel, iPeople general manager Amy Chavarria noted the importance of having the right internal support functions in place for recruiters, which is why she works with a candidate manager.

"Throughout the years, sometimes you want to do everything, but you need to be present for the client and the candidate," she said.

Balance business development with account management

Responding to a question from panel MC Peter Pychtin, from Northeast Quadrant, on how to balance business development with account management, Chavarria said "the landscape has changed now – people know when you're cold calling", which means creativity is paramount.

She said she is constantly developing business in any public setting, whether it's a formal networking event or a pub.

Brigham said Chorus Executive's approach is to "emphasise the outputs more than the inputs".

"I'd say it's probably a 50/50 split of account management to BD. The reality is, if we do a really good job in recruiting, unless they're a tier-one multinational, they don't need us for a long time. So you need to supplement the revenue you're not going to get from them, from somewhere else," he said.

"The cold calling element is pretty critical in being able to do that. For me it's about a 50/50 split to make sure you get the numbers that you need to."

Goal setting is integral to high billing, said Brigham, and while it's easy for a consultant to set a billings goal of $400k for the year, the only way such a goal can be attained is by breaking it down into smaller pieces.

The one goal he never deviates from is to hold six client meetings per week, he said.

"We're a specialist – the talent piece is easy. [The challenge is] bringing the work in, and I'm sure everybody can attest to that... So you need to be out talking to people and selling your wares," Brigham said.

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