To be completely honest, I wasn’t certain if the verb “proact” was a legitimate word until this morning. While I’m familiar with the concept of being proactive, I’ve recently encountered discussions about being reactive. Given the current circumstances, if the word “PROACT” isn’t already in your dictionary, it unquestionably should be.

Let’s provide some context to this situation.

For numerous recruitment firms and a substantial portion of the global staffing industry, these are challenging times—a period unlike any other in recent memory. What we’re facing isn’t your typical economic downturn; it’s a crisis driven by events, accompanied by intense emotions, fear, uncertainty, and concern for the well-being of colleagues and loved ones.

In simple terms, these are extraordinary circumstances.

However, extraordinary times demand an extraordinary response from an industry I’ve always considered remarkable, and to some extent, we’re witnessing just that.

In essence, there are two options for recruitment firms, and both are essential for navigating, surviving, and ultimately thriving through this challenging period.

Option One involves a defensive strategy, focused on implementing immediate processes and structures today to secure the long-term well-being of your business and its workforce. Not everyone may need to take these steps, but most should.

This entails planning for the worst, budgeting and forecasting cash flow for the next nine months, building up cash reserves to weather potential downturns, regaining control over expenditures, streamlining your workforce to those who can directly contribute to your financial stability, leveraging government support like furlough programs, and exploring every available business opportunity. It’s about adapting your structure to make these unconventional working conditions feel like “business as usual” for the short term, among other measures.

None of this is fundamentally different from what a recruitment business leader should be doing in typical market conditions, but the current situation magnifies its importance.

Option Two follows, and ideally, you’re already well into this phase.

This is all about capitalizing on the market when it rebounds and ensuring that you’re several steps ahead of your competitors and clients when that resurgence occurs.

Based on some socioeconomic studies we’ve examined, I’m reasonably confident that we’re approaching the lower peak of a V-shaped downturn (though everyone has their opinions on this). So, a rapid return to some semblance of business normality may not be too far off. This is excellent news for those who have effectively implemented their defensive strategies (Option One), but it’s even better news for those who are already preparing for the rebound.

Your consultations with clients should revolve around “pre-order recruitment” and developing retained embedded talent solutions to position them ahead of competitors when the competition for talent intensifies after the rebound.

Your business development and account penetration efforts among your non-furloughed workforce should be at an all-time high, albeit adjusted for the current situation, with empathy, common sense, and humanity guiding your sales approach.

Your focus should shift towards current and future niche hotspots within your markets. Conducting a swift PESTLE analysis of your markets has never been more critical to identify the areas that will rebound most swiftly, robustly, and with the greatest need for your products and services when we emerge from the “V” shape.

Your internal workforce planning should not only concentrate on rigorous training during furlough to equip your team with the necessary skills for tomorrow (consultancy, sourcing, talent planning, strategy, social marketing, etc.) but also on how quickly you can bring your team off furlough and back into the game, positioning yourselves 30 days ahead of the competition when the markets turn.

And so, the list goes on.

I liken the offensive aspect of all this to a game of chess—you must pre-plan your next moves, even though you can’t predict your opponent’s actions. You can only control what’s within your control, influence where possible, and determine how bold your next move will be.

Ultimately, a crisis is a time when tough and significant decisions must be made. We are presently in an extraordinary crisis that demands pragmatic thinking, controlled decision-making, calculated defensive strategies, and bold offensive plans.

Now is not the time to merely react to our surroundings; it’s the time to take charge, look ahead, and steer our businesses toward the other side.

Now is the time to be proactive.

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