Ensure a better relationship with your client by offering additional services

What does a personnel agency offer to a client?

1. Time
2. Knowledge/Experience
3. Database/Network of Candidates
4. Skills


Clients in the Czech Republic see the benefits of the personnel agencies primarily as a time saving. Clients later realize that their agency is able to deliver a candidate that the firm would not be able to get itself (also prevails the lack of time that other facts). If your client shares this idea, then you do not know enough how to sell your work. The client is not fully aware of your contribution and irreplaceability in the selection process, but also does not have enough information to be able to consider possibilities of cooperation with you, also in other activities.


If your strategy is not the lowest price, then it is not enough to supply your client with suitable candidates. It is essential that the client realizes an added value. This may be high quality of applicants, concise evaluation, or thorough verification of the actual skills of the applicant. At the same time, it is necessary to provide consistent work reporting, including the number of candidates that were contacted, interviewed or sent.

Other (additional) Services

Recruitment itself is not usually enough to create a close relationship with the client. It is also necessary to provide value-added services beyond standard recruitment. Here are other services that should be considered:


Consultation (mentoring)

Communicate with the client about the possibilities and shortcomings of internal HR. Identify weak areas and partner to develop and strengthen those areas. Set consulting agencies recommendations. Know the possibility of drawing from EU funds. Also help with training and selection of training specialists.

HR Brand Management

Cooperate in the creation of the HR brand. Connect to social networks, and identify strengths and weaknesses of the HR self-presentation.

Knowledge Management

Develop and enforce the basic principles of knowledge management. Identify knowledge resources (employees), get to know their needs and cooperate on the development and dissemination of skills and knowledge.

HR Outplacement

Ensure that the outplacement of employees is secure. Train them in terms of the CV creation, the interview process, and how to orient in the labor market. Provide them with training and retraining courses.

HR Outsourcing

Advise client what HR processes could be transferred to the HR agency. Secure the part of HR by specialized agencies. Your offer may then be extended over the existing services offered by the HR department. This is a very sensitive area and can be viewed very negatively by the HR managers and employees who are being replaced or reassigned.

Body Shopping

This option satisfies the needs of clients who only need candidates on a part-time basis as opposed to selecting from a pool of candidates who are looking for full-time employment. This option also offers the possibility of transferring candidate costs to another financial quarter.

HR Defense

Identify the HR areas of need for the client and cooperate to secure those services. Survey and update the list of vacancies of a direct competitor. Identify the standard salary for both the industry and in general (but always in relation to the client’s employees). Consider executive search mystery shopping — hidden client internal resistance testing against penetration of a head hunter. The result is a direct cooperation between the adjustment processes in the areas of recruitment, wages, benefits, and knowledge management. There is a possibility of identifying main competitors in HR (as well as outside the direct product competition) and the cooperation on the defensive strategies.

Linking With All Fields

Imagine a situation where the HR Defense identifies an increased interest in lathe operators. You know that your client has eight of these employees, but in the terms of performance the client needs about 7.5. So you design a way to combine outplacement with body shopping for example you employ one lathe operator, and 50% of the time you contract the operator to a client and the remaining 50 % you sell the operator’s services on the market. This way you reduce the client’s costs, as well as the threat of the employee leaving. In terms of relationships and linkages with clients, this situation is advantageous provided that the contracts have low earnings.