Digital

Is Communication Killing Productivity?

 

Before the days of internet driven non-stop, instant communications my employer, WSJ, engaged with Xerox to improve listening skills believing if we became proficient in actually hearing what was being said productivity would increase. And, it did. For some more than others but that’s another story.

I read today around 1/3 of the workforce is so overwhelmed by their company’s communication’s tools they’re thinking of quitting their jobs. Management acknowledges significant loss in revenue to due to missed or poor internal communications – over three billion dollars in annual profits from wasted time alone!

The Dynamic Signal study found that most workers (51 percent) do not feel properly informed by their company, ultimately feeling disconnected (57 percent), unhappy (33 percent) and not valued (76 percent) for their work, resulting in workplace departures.
Being able to listen to others is imperative in the communication process. This means not only listening with your ears, but also being able to comprehend what the person is saying. And receiving confirming feedback.

I’m a recruiter so helping companies find talent is my job but none of us in this profession want to deal with a workforce incapable of managing communications. To management I’d suggest immediately setting basic communications guidelines holding department heads accountable. To HR leadership I suggest all exit interviews probe for this issue reporting progress to senior management. To those faced with a wide array of tools, time demands and that awful feeling of having missed something really important don’t quit but do demand management deliver a workable fix.

A workable fix could be as easy as (a) severely limiting using the annoying, “reply all” response, (a) taking a few minutes each morning before opening one’s computer to make a prioritize TO DO list and, the really tough one, ignoring the internal chatter.

Would love to hear your thoughts!

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Transferable Skills

It has been our experience that the majority of the job descriptions we see for marketing roles contain very specific job experience requirements. To me, this flies in the face of conventional wisdom. Ask any CMO of a large, publicly held company, they will tell you that marketing skills are transferable across industries. Therefore, a skilled and experienced marketing person should be able to transition from CPG to financial services or financial services to pharmaceuticals or… There might be a steep learning curve but a motivated, intelligent person will succeed and the company benefits from having a fresh perspective on its marketing challenges. This industry-only practice seems to unnaturally eliminate some very good potential candidates.

So, why does this practice continue to exist? I can think of two reasons. First, companies don’t allocate the time required or have confidence in their on-boarding process. So they hire someone who will “hit the job running”. Or second, they’re afraid to make a mistake. If the candidate doesn’t work out for reasons that have nothing to do with experience or skill set, the hiring manager has a built-in excuse, “But he/she had all these great jobs and recommendations”.

At PCS, we like to look at a prospective position in terms of what skills are necessary to be successful at the job and how will the person fit into the culture – and that has to go both ways. We believe that’s the winning formula for a successful placement.

Be Curious

Read a piece earlier today about Amazon’s hiring process. You know Amazon – that, “Work hard. Have fun. Make history.” first company (beating Apple!) to reach a $1 trillion market cap. What struck me was the company’s attraction to candidates who are “scrappy in how they solve problems”. Good advice for any company hoping to survive the next market disruption.

Beyond being scrappy Amazon also recommends that the candidate stays open-minded and curious about opportunities at Amazon. For me that’s the “bingo” moment for any candidate hoping to stand out from the crowd of other candidates. Ask great questions. As my business partner says, “Great questions trump poor answers”. And, honest curiosity may open new doors that lead to an even better career move.

Rehires Rock

We all know companies that have a policy prohibiting hiring someone who previously worked for the company. The policy doesn’t address the reason for leaving but, unless there was a serious ethical or legal issue (firing for cause ), people usually leave for one of two reasons: Better opportunity for professional and financial growth or with growing frequency, because they hate their boss. Both reasons are easy to understand and/or identify with.

Let’s consider a couple of good reasons to hire a “boomerang” candidate especially if no bridges were burned when they walked out the door. What really happened? Someone leaves to learn new skills or develop their potential. And if they went to a competitor, they’ve gained a greater understanding of the marketplace. These boomerangs bring a lot to the party if management is open-minded about the possibility of their returning.

Given the current tightness of the talent marketplace that most companies are facing, does a policy of “You can never come back” really make sense?

By Roger Tremblay

SAVE THE DAY

It’s very frustrating for a professional recruiter to be called in to “save the day” tasked to find a new hire in an extremely short period of time after an internal search failed to produce any acceptable candidates. Professionals are good at what they do is because they take the necessary time and effort to conduct a thorough search and that doesn’t happen overnight. The most desirable candidates are usually gainfully employed and are not looking for other opportunities.

To find top candidates we start every search with a “blank page” not simply relying our extensive data base. To fill the “blank page” we conduct a thorough needs analysis discussion with the hiring manager and anyone else involved in the hiring decision to fully understand the ideal candidate’s profile covering both soft and hard skills.

So the next time you hear or are tempted to say, “We’ve never had any luck using recruiters” or “We can do what you do so you’re not worth the money” consider this. It’s true, there are bad recruiters out there just like any other profession but the good ones know their value and earn appropriate and fair fees. Most of the elite members of the executive search profession have a solid business education defined by years of experience, continue to be trained in new search methodologies and are dedicated to professional excellence.

We’d like to think that PointClear Search is included in that group.

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?

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

 

What Makes Us Different?

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Good Executive Search firms follow process. Great Executive Search firms tweak processes. PointClear Search finds way to reinvent processes, not just because we are expected to…but because we can’t help ourselves.

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.