Talent acquisition strategy: the role of client diversity

Anthony Haynes

Anthony Haynes writes: First, a little context. Our business development strategy at FJ Wilson Talent Services is designed to help us to become, for organisations for professionals, what Sophie Macpherson Ltd has become for the art world — the go-to agency.

Our clients play a key role in this strategy — not only because they typically generate repeat business but also because, directly and indirectly, they help us gain new clients.

Some of our clients are large organisations, with huge numbers of members. These include ACCA and ICE. We are, of course, very pleased to have them.

Dealing with large clients can yield economies of scale — so one might think that our business development strategy would be to go after more of the same. Well, we do. But that isn’t our whole strategy.

We also seek very much smaller clients — small, that is, in terms of staff numbers. These are, typically, respected specialist bodies. Examples of existing clients include the Sport and Recreation Alliance and the Association of Independent Professionals and the Self Employed.

Why do this? Where are the economies of scale there?

An answer, from a strategic perspective, is that organisations of contrasting sizes behave differently. In particular, the market conditions that they are sensitive to vary considerably. This simple fact makes the development of a diverse client base a key factor in making an agency economically sustainable.

This has been our strategy since the outset. It’s helped to make us resilient, in the face of both recession (we were founded in 2009, so we know about that!) and uncertainty over Brexit**.


** Editor’s note: We recognise that the word ‘Brexit’ may well induce a sense of ennui. in our defence, this is the first time we’re perpetrated that word on our readers and may well prove to be the last. 🙂

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