ACME Staffing: Hey, Procter. Could you close the door behind you?
Proctor & Gamble: Yeah, sure. What’s up?
AS: How long have we been working together now?
PG: Ah, about three years come December, I think. I started around the same time as McKesson.
AS: Ok. Well, I hate to say this, but I don’t think it’s working out.
PG: Wait, what?
AS: We’re going to have to let you go?
PG: You’re kidding. Why? I thought things were going well.
AS: Well, it’s a tough economy out there. We need to really consolidate our efforts to make sure we’re working in the right areas to maximize revenue.
PG: And I’m not helping you get more revenue?
AS: Well, let’s look at our client scorecard.
PG: Ok, so I’m lagging behind a bit this month.
AS: This is actually the last year.
PG: Oh. But American International isn’t helping you book much more than I am.
AS: True, but more than pure booking numbers, it’s your efficiency. The black dot you see on this chart.
PG: Which means?
AS: It’s how much activity is required to generate revenue compared to a median. Basically it means that it takes a lot more effort to make a dollar from you than from another client.
AS: Yes. You’re nearly 60% less efficient than the average. So it takes our team a lot more work, a lot more emailing, a lot more calls, to place a candidate with you compared to anyone else.
PG: Ok, so maybe I’m a little picky.
AS: I mean, in the last year we’ve had more deals lost than won with you. Take a look.
PG: Ok, but-
AS: And what you book doesn’t bring in as much revenue as others. Here’s our bookings by client report:
AS: So out of the clients with 8 placements, yours were worth the least.
PG: Can I offer you some shampoo?
AS: Ok, we’re done here.
Do you have the data to know what clients to fire to improve your efficiency?