candidates

Are You Catering Your Hiring Process to the Talent Pool?

I read a terrific piece by Mike Daly – The Knights Ghost (see below) on LinkedIn today that calls for two additional observations.
First, empty desks represent a loss of revenue not savings due to an unattached salary. Second, in addition to revenue loss the company also suffers a reputation blow not just from the candidate but, as an influencer, among her/his circle of friends and associates. Some lost revenue is recoverable. Reputation dings add up quickly potentially destroying years of reputation building.
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Offer declined – Candidate accepted another offer.
Manager – Why? How did that happen?
Me- We took too long.
Manager – It’s been only 3 weeks since I talked to her.
Me- 2 weeks too long, she was on the market for 3 weeks when you talked to her.
Manager – Did you know about the offer?
Me- Yes and no. She did not tell me she has an offer pending but it’s a fact, any talented person will have multiple offers within a period of time, I would say 2 to 4 weeks they are off the market.
Manager – So how do we overcome this challenge?
Me- The issue starts with the hiring process. If it’s a lengthy and boring process that does not cater to the talent pool. We will lose every time.
Manager- How do we refine the process to retain top talent?
Me- Treat talent the way they want to be treated. Do not set high walls for them to climb, shorten the hiring process with prompt feedback and collaboration between departments, create job descriptions that make sense, promote your environment and the product or project they will be a part of.
Finally, ask for feedback on the hiring process from new hires and tend to their feedback.
The hiring process has to be exciting and innovative to attract and cater to top talent. “Birds of the same feather flock together”
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What are you doing to avoid losing a star to the competition?

DIGITAL TRADITIONAL FORK IN THE ROAD

Seems like every other day I receive a referral for a solid seller who successfully transitioned from traditional media to digital. They self-educated themselves, earned digital certifications and, when asked, conveyed relevant insights from decades of sales and people experience with colleagues. They practiced consultative selling before the phrase was coined, bring well-tune listening skills to the table and succinctly communicate internally building solutions that answer client needs.
They consistently win contests, receive awards and earn the respect of former managers. Exceeding goals, conducting themselves professionally and earning respect by giving respect is their mantra.
When we speak they are anxious to contribute, to be part of successful team, to again pay income taxes and to contribute to a culture that values fun alongside of working hard (and smart) while recognizing the organization’s success is a function of maintaining work – life equilibrium. They’ll assume a leadership role and it isn’t necessary to include a management title.
Of late I’ve been wondering if these fine folks shouldn’t return to their traditional roots armed with the skills to sell cross-platform and the knowledge of where traditional media fits within the broader media landscape. Or, should they continue pushing forward for a place in the digital ecosystem?
Help me out. And help those at the digital/traditional fork-in-the-road.
What are your thoughts?

Don’t Do This On Your Next Interview

stupidity-3

CareerBuilder.com recently polled human resources pros and hiring managers to compile their annual list of interview quirks and missteps committed by candidates in the past year. Here are this year’s “winners” in which a candidate:

Called his wife to ask her if the starting salary was enough before continuing the interview.

Brought childhood toys to the interview.

Said her hair was perfect when asked why she should become part of the team.

Bragged about being in the local newspaper for alleged theft.

Ate a pizza he brought with him.

Ate crumbs off the table.

Asked where the nearest bar was located.

Invited the interviewer to dinner afterwards.

Stated that if the interviewer wanted to get to heaven, she should hire him.

Asked the interviewer why her aura didn’t like her.

Hard to believe, huh? Well, everyone who interviews a lot of people has similar stories. Some even more ridiculous than these.

PEOPLE, WHAT ARE YOU THINKING?

Last week I received feedback on a candidate who was clearly qualified for the position but proceeded to spend the majority of the time talking about what the next opportunity in the company might be. Needless to say, the hiring manager who had an immediate need was not impressed. Chalk up another one for millennial entitlement and self-absorption.

We can and do prepare candidates for interviews. It’s in our interest to do so after we determine a candidate has the experience and skill set for a position and we judge them to be a good cultural fit.

However, sometimes there’s just no accounting for stupidity.

How Does Your Organization Fit This Dichotomy?

old-vs-new-thinking

This visual may be slightly exaggerated but it’s worth considering if your concerned about attracting high-quality human capital to your organization in the future.

In our recruiting space – marketing communications – we’ve learned that it’s not too difficult to figure out whether someone has the skill set and experience to do a particular job. The tricky part is figuring out whether there’s a good “fit”. And fit has to go both ways. Typically you look at a candidate and evaluate whether or not they will be good for your team but, it’s just as important to determine if your team is good for the candidate. If there’s not a two-way fit you run the risk of hiring a very short term employee.

The reality of today’s talent marketplace is a lesson from Economics 101: there is more demand for good people than there is supply. Competition for the best people is intense and if you don’t play the recruiting game well, you and your organization will be left behind.

So how do you think your organization fits into this dichotomy?

Old Dogs Can Learn New Tricks

social-media

The December 4th issue of the New York Times carried an article by Patrick Gillooly in the Sunday Business section entitled “Why You Need Social Media” Mr. Gillooly puts forth the proposition that a well executed social media strategy is critical for career advancement. Full disclosure: he is Director of Digital Communications and Social Media for the career site Monster and he openly admits his bias.

Reading this article made me question my own preconceived notions. As a recruiter, I live and die by LinkedIn. I use Facebook for keeping up with an array of non-business friends and relatives across the country. So when I think this is a common practice in the business world, I am extrapolating from a sample of one. And don’t get me started on Twitter.

I think Mr. Gillooly makes a good point when he says that excluding yourself from social media means you may not be staying on top of the opinions and workings of people who can have a very dramatic impact on your life and career. By embracing social media, we can create career opportunities from simply expanding our networks, improving our knowledge and exposing ourselves to jobs we may not have otherwise considered.

So, please join me in taking the first step. Go to https://www.facebook.com/roger.tremblay.1690?fref=ts and take a moment to like my company page https://www.facebook.com/PointClearSearch/?pnref=lhc

I guess even us old dogs can learn new tricks.

Happy New Year,

Roger Tremblay

 

Brands Need Good Leadership

Leadership 1.0

Brands. There’s a lot of talk about brands, branding and the importance brands evolving.
Take Taylor Swift. Hugely successful ingénue country singer who successfully pivoted her brand to main stream vocal Phenom. Like Ms. Swift generations have names and identities and are brands that evolve.
For example, Baby boomers are associated with a rejection or redefinition of traditional values. As a group, baby boomers were the wealthiest, most active, and most physically fit generation up to the era in which they arrived, and were among the first to grow up genuinely expecting the world to improve with time.
Let’s look at today’s punching bag generation – Millennials. I know some, some are my children and in the course of my work – recruiting, I’ve interviewed my share. Most don’t deserve to be defined with the negatively charged commentary commonly described by the press.
In my opinion the Millennial generation is at a brand cross-road. One direction leaves them on the current controversial path. The other path amplifies all that’s good about a generation that trusts, believes in giving back and cares deeply for family. What’s missing, I submit, is leadership of substance to stabilize the generation’s brand and take it to its rightful place.
So, Millennials what are you waiting for?

Don’t Fear Good Executive Recruiters

Fear

Fear is defined as an unpleasant emotion caused by the belief that someone or something is dangerous, likely to cause pain, or a threat. Good recruiters aren’t dangerous, likely to cause pain nor do they pose a threat. So, why are so many hiring managers reluctant to engage the services of recruiters?

Is it the “fear” of admitting they can’t do everything by themselves?

I’m convinced it has more to do with time and money. They don’t take the time to consider how much recruiters add to the bottom line focusing only on the recruiter’s fee – something they and their management view as a cost or expense. But, if one does the math it’s money well spent.

Take, for example, the revenue lost while the job remains unfilled. Add the cost of the hiring manager’s time devoted to filling the position – time taken away from attending to her/his primary responsibilities. The sum is considerably more than a simple fee and grows dramatically with each day the job remains open. One might factor in the cost of morale as others are tasked with picking up the organizational slack and its impact on current customers.

So, come on hiring managers, quit dragging your feet because some bean counter says recruiters are an expense and call us! No fear. We promise.

Honesty

Honesty

In one of his acts George Carlin had a telling line about honesty, “Everyone appreciates your honesty until your honest with them. Then you’re an a**hole.”

This dovetails nicely with an old recruiter joke. The hiring manager is conducting an interview with a candidate and everything is going smoothly until the interviewer asks an uninspired but common question, “So what do you consider your greatest weakness?” The candidate answers tersely, “Honesty”. Taken aback, the interviewer says, “I don’t consider honesty to be a weakness”. The candidate replies, “I don’t give a damn what you think”.

Honesty is an interesting facet of the recruiting process. Obviously, candidates, through their resumes or interviews, are often less than transparent. On occasion, every hiring manager will admit to the same lack of transparency. And recruiters may be even worse offenders. At PointClear Search, we try to be guided by the principle of telling people what they need to hear, not what they want to hear. And that goes for both clients and candidates.

We try to fix bad resumes and we coach candidates prior to interviews. If the candidate completely blows the interview, we gently tell them why so they won’t make the same mistake again. When it comes down to a small group of finalists in a bake-off, somebody has to lose and often the real reason someone loses is because the hiring manager simply liked someone better. I’ve seen some very ugly and emotional reactions when I’ve delivered bad news and I’ll admit to sugar-coating the truth when I know a candidate is very emotionally invested.

In the used car business, there’s an old saying “How can you tell when the salesman is lying? His lips are moving!” Politician’s also fall under the same banner. We try real hard not to be that cynical but some days it’s very hard.

Congratulations Roger Tremblay, Mary Henry Humanitarian Award Recipient!

Dream Fund

Congratulations Roger Tremblay, Mary Henry Humanitarian Award Recipient!

Roger Tremblay is a Detroit, Michigan native who graduated from Michigan State University with a BA and MA in Advertising and is a recipient of the University’s Alumni Service Award. He has held sales and management positions with The Wall Street Journal, Southern Living, Texas Monthly, Chicago Magazine, Houston Metropolitan and Media Networks. He is the co-founder, along with Joe Kelly, of Kelly/Tremblay & Co, which was one of the nation’s largest independent media sales firms. He was a Senior Partner at Allen Austin Global Executive search before starting PointClear Search with Dave Manchee.

Roger, in addition to many years of service to DREAM Fund, is a director of the Michigan State University of Alumni Association, both internationally and locally here in DFW. Roger also serves as a mentor for graduate students at MSU. He has given countless volunteer hours in both leadership and volunteer positions for AAF Dallas and initiated and created the first AIME Award in Dallas/Fort Worth.

Roger, most deserving of this recognition, will be presented with the award at the AWM Awards of Excellence Gala on April 7th.

What They Need to Hear

What Clients Need to Hear

One reoccurring conundrum in the recruiting world occurs when market facts contradict client’s beliefs.  It’s happening with growing frequency as the flow of information floods decision-making.  The downside is suspect information that may not be valid in real time.

PointClear Search Principal and Founder, Roger Tremblay, continually reminds us of a simple truth well illustrated above, “Tell the client what the need to hear not what they want to hear”.

It’s not always a comfortable conversation but, at the end of the day, it’s always the right conversation. And, it always builds trust and confidence.