The other day, one of my clients said to me: "Geez, I'm about to pay you a lot of money for work you completed in a short amount of time." I laughed - I love this client and have worked with him for some years now and I know he meant no harm and made the statement with humor. I have two points to make here:
1. Wasn't that the goal? Not all searches and successful placements move this quickly - matter of fact, most of them don't in this specialty (Procurement & Sourcing). If I've said it seventeen times, I'll say it again: This talent is difficult to identify and difficult to extract from their current situation. Even those who may be in the market and open to looking are difficult to land due to competing companies/offers, if they are a really strong candidate. In this case, my client had been trying to fill his role for over 6 months. Obviously, something wasn't working internally, hence, go to an outside firm that SPECIALIZES in your area of need. And that costs money.
2. Let me tell you something, this work was not completed in a short period of time. It has taken YEARS for us to build a very specific database, network and expertise. It has taken YEARS for us to develop the relationships that center around our discipline that has earned us respect and recognition in the marketplace (we hope) and allows us to reach out to people we know and people we don't know and pique the interest of top talent on behalf of our clients. It has taken YEARS to research, build relationships, develop skills and keep it consistently churning so that we can provide you the stellar candidates and consultation you demand.
And that's all I have to say about that.
Tuesday, March 4, 2014
Friday, December 13, 2013
Meet in the Middle
Let's face it, it's a tough world out there. For companies, tough to find the stellar candidates you need and for candidates, tough to find that perfect next step in the career. On the company side, they are always on the look out for top talent, especially in sourcing & procurement. On the candidate side, they might not be looking, but when made aware of a potential opportunity that is attractive, their eyes become open. That's the easy part.
Now we get to the hard part. Let's skip over all of the steps in the process in the middle for the sake of this blog entry. We're skipping to the offer stage. Company and potential candidate have been dating for the last couple of weeks and have now fallen in love. They want to make a commitment. Each has their list of wants, needs and desires and each is starting to communicate that to the other (many times, through a recruiter which sort of makes us like Cyrano de Bergerac) to seal the deal on the partnership. Here's the message: both parties must be willing to make some adjustments and meet in the middle in order to create a happy union. Hey - this is kind of like dating!
This may be salary. Maybe it's a signing bonus (offered only for a good reason, of course). Perhaps it's the relocation package. Vacation. The list goes on and I do realize that some of this may be non-negotiable. My point is to companies: you cannot expect a candidate to join you just because you think you're wonderful - the entire package needs to be attractive and make financial sense. To candidates: you cannot expect a company to offer you, for example, a 30% increase in salary or 8 weeks of vacation because you think you're wonderful - there is an apple cart within the walls of that company and if it gets upset, all the apples roll down the hill and it's a mess.
The bottom line is that once you've found one another, each party must be open for some give-and-take and be willing to meet in the middle. I think there is a country song based on this theme. If not, there should be.
Now we get to the hard part. Let's skip over all of the steps in the process in the middle for the sake of this blog entry. We're skipping to the offer stage. Company and potential candidate have been dating for the last couple of weeks and have now fallen in love. They want to make a commitment. Each has their list of wants, needs and desires and each is starting to communicate that to the other (many times, through a recruiter which sort of makes us like Cyrano de Bergerac) to seal the deal on the partnership. Here's the message: both parties must be willing to make some adjustments and meet in the middle in order to create a happy union. Hey - this is kind of like dating!
This may be salary. Maybe it's a signing bonus (offered only for a good reason, of course). Perhaps it's the relocation package. Vacation. The list goes on and I do realize that some of this may be non-negotiable. My point is to companies: you cannot expect a candidate to join you just because you think you're wonderful - the entire package needs to be attractive and make financial sense. To candidates: you cannot expect a company to offer you, for example, a 30% increase in salary or 8 weeks of vacation because you think you're wonderful - there is an apple cart within the walls of that company and if it gets upset, all the apples roll down the hill and it's a mess.
The bottom line is that once you've found one another, each party must be open for some give-and-take and be willing to meet in the middle. I think there is a country song based on this theme. If not, there should be.
Wednesday, August 21, 2013
The Beauty of Networking
I have had a couple of wonderful experiences this week that have had a positive effect on me, both professionally and personally, all due to networking. Professionally, because it has helped me in building my business and personally, because it gives me the warm fuzzies when I can help people and when people say positive things about our firm and I find out about it. I truly believe that staying true to your beliefs and philosophies (as long as they are positive and ethical, of course) and extending that to as far as you can reach makes for an extremely successful and fulfilling life. And today's networking tools make it possible to extend far beyond what it did just 5-10 years ago.
I got out of recruiting for a couple of years - right before 9/11 changed our lives. But before I did that, I made a spreadsheet of all of the people I could think of that I'd been in contact with over the years and included as much information as I could. I'm not in the practice of stealing databases and I was working for a small firm at the time, so I did it the hard way. As I suspected, I missed recruiting, and dove back into it with my spreadsheet and got on the phone. And then I discovered this new thing called Linked In. "Well, this is pretty cool," I thought, and soon realized that I could find almost anyone and re-connect with them and by God, find people I didn't even know! So, I combined my old school methods of picking up the phone and calling people in my business circle and using cyberspace to connect with others I didn't know yet, and it has been a fortuitous cycle.
This week, I have gained another new client due to networking (and hopefully because our firm has a good reputation), found out a lead I gave to someone turned into their dream job, and set up a dinner with two of my clients on opposite coasts that most likely never would have met - this in order to help them expand their network AND discuss the world of Procurement and Sourcing (and hopefully have some fun too!). I am about to make a move back to Atlanta, where I have kept up a network, and am going to propose an idea I have for a charitable program (more to come on this) to a couple of what some might deem my competitors, but I just see as a opportunity to extend our knowledge to those who REALLY need it. And this is the beauty of networking.
I got out of recruiting for a couple of years - right before 9/11 changed our lives. But before I did that, I made a spreadsheet of all of the people I could think of that I'd been in contact with over the years and included as much information as I could. I'm not in the practice of stealing databases and I was working for a small firm at the time, so I did it the hard way. As I suspected, I missed recruiting, and dove back into it with my spreadsheet and got on the phone. And then I discovered this new thing called Linked In. "Well, this is pretty cool," I thought, and soon realized that I could find almost anyone and re-connect with them and by God, find people I didn't even know! So, I combined my old school methods of picking up the phone and calling people in my business circle and using cyberspace to connect with others I didn't know yet, and it has been a fortuitous cycle.
This week, I have gained another new client due to networking (and hopefully because our firm has a good reputation), found out a lead I gave to someone turned into their dream job, and set up a dinner with two of my clients on opposite coasts that most likely never would have met - this in order to help them expand their network AND discuss the world of Procurement and Sourcing (and hopefully have some fun too!). I am about to make a move back to Atlanta, where I have kept up a network, and am going to propose an idea I have for a charitable program (more to come on this) to a couple of what some might deem my competitors, but I just see as a opportunity to extend our knowledge to those who REALLY need it. And this is the beauty of networking.
Tuesday, May 14, 2013
The Word on the Street
I'd like to address something a bit more in depth than many of my posts. It is a challenge I've run into for years, but for some reason, it's become prevalent as of late. The question is: Does your company AND organization's proposed culture truly emulate what is known in the marketplace? And another one: Is your proposed culture in alignment with what really goes on behind closed doors? Even more challenging: What do we do to get the RIGHT and ACCURATE message out there in order to attract the talent you want?
Sometimes an organization can get a bad wrap, be it valid or not. I specify an organization, because the Marketing group at a particular company may have a stellar image, but the Supply Chain group may have a crappy one. High turnover, stagnant, tactical, ball-busting... whatever. Perhaps the team is in transition and really does have a negative culture, but there are valiant efforts in process to change this - it happens often. But how do we get this information out there? Of course, from a recruiting perspective, we're going to spin our words to make everything sound wonderful. But really, who will believe it? What is the key to making those A-Candidates stand up and listen and gravitate toward your team?
In thinking about this (a lot, lately), I had an idea - one perhaps that is already being used, so please let me know if your organization has a program like this in place, I'd love to hear about it. Form an internal Ambassador Program by which the actual Supply Chain, Sourcing, Procurement teams are speaking to their peers at other companies on a regular basis to let people know what is going on within the company. These may be people they know, referred to or simply find on their own - much like what we recruiters do. And there doesn't have to be any particular open position or sales pitch - it's simply to get the good word out. If the professionals in your industry start hearing a buzz from a like professional with no other goal but to market the good news, believe me, it will be like dry grass under a sunlit magnifying glass - it'll light on fire.
Sometimes an organization can get a bad wrap, be it valid or not. I specify an organization, because the Marketing group at a particular company may have a stellar image, but the Supply Chain group may have a crappy one. High turnover, stagnant, tactical, ball-busting... whatever. Perhaps the team is in transition and really does have a negative culture, but there are valiant efforts in process to change this - it happens often. But how do we get this information out there? Of course, from a recruiting perspective, we're going to spin our words to make everything sound wonderful. But really, who will believe it? What is the key to making those A-Candidates stand up and listen and gravitate toward your team?
In thinking about this (a lot, lately), I had an idea - one perhaps that is already being used, so please let me know if your organization has a program like this in place, I'd love to hear about it. Form an internal Ambassador Program by which the actual Supply Chain, Sourcing, Procurement teams are speaking to their peers at other companies on a regular basis to let people know what is going on within the company. These may be people they know, referred to or simply find on their own - much like what we recruiters do. And there doesn't have to be any particular open position or sales pitch - it's simply to get the good word out. If the professionals in your industry start hearing a buzz from a like professional with no other goal but to market the good news, believe me, it will be like dry grass under a sunlit magnifying glass - it'll light on fire.
Thursday, April 18, 2013
Plain & Simple
I'd like to address the subject of resumes. This is my opinion (and the opinion of most of my clients and industry experts) and just an opinion, but KEEP IT SIMPLE! The boxes and lines and shading and litany of bullets and sub-bullets simply take away from what recruiters and hiring managers really need to see. Additionally, if you are submitting a resume through a web site, the program can't read all of this crap and may not allow the pertinent information to download, i.e. you may not be discovered by the internal recruiter, HR, etc.
Pretend you are a hiring manager - what will compel you to want to talk to a potential candidate?
1. A description of each role they've held (brief paragraph using key words).
2. A list of specific, impact accomplishments (listed in bullets underneath the paragraph is my advice).
3. Company name, location, title and date in the position listed above the paragraph.
4. Education listed under your contact information at the top of the page.
5. Training, awards, certifications, a brief list of important publications, etc. at the bottom of the page.
Some folks add a section with key words in bullet form at the top of the page - I can tell you I don't pay attention to that stuff - it should be included somewhere in your paragraph description. If you've actually done these things, they'll show up in your position descriptions. We want to see what you've done, what you've accomplished and to a point, how you did it. We want the guts - and guts aren't as pretty as lines and colors and bullets made of diamonds and stars, but they are what makes everything happen.
Pretend you are a hiring manager - what will compel you to want to talk to a potential candidate?
1. A description of each role they've held (brief paragraph using key words).
2. A list of specific, impact accomplishments (listed in bullets underneath the paragraph is my advice).
3. Company name, location, title and date in the position listed above the paragraph.
4. Education listed under your contact information at the top of the page.
5. Training, awards, certifications, a brief list of important publications, etc. at the bottom of the page.
Some folks add a section with key words in bullet form at the top of the page - I can tell you I don't pay attention to that stuff - it should be included somewhere in your paragraph description. If you've actually done these things, they'll show up in your position descriptions. We want to see what you've done, what you've accomplished and to a point, how you did it. We want the guts - and guts aren't as pretty as lines and colors and bullets made of diamonds and stars, but they are what makes everything happen.
Thursday, March 21, 2013
The Big Money Question
Okay, I realize telling an almost-stranger how much money you're making is uncomfortable for some folks. And I realize that some other folks have this idea that all recruiters and/or hiring managers are trying to get you on board for the least money possible. I'm here to tell you two things:
1. Become comfortable with it.
2. That's a bunch of malarkey.
I preface making these statements only if the recruiter(s) you are or have worked with are of quality and doing the stellar job we are supposed to do - both the corporate and firm recruiters. We need to know what your compensation currently is in order to determine if the company can afford to hire you with or without an increase in salary, that's the bottom line. There are no secrets here, there are no clandestine plans. If your current salary is too high, we'll let you know. If it's close to the top of the salary range, we'll let you know. It's up to you to make the decision to move forward - if it's a role you really want to take on or a company you are totally jazzed about joining, you may want to consider a lateral financial move or just a slight increase. If you don't, that OKAY. No one will keel over and die. Just be honest and forthcoming and a GOOD recruiter will too. Believe me, if you try to BS us or give excuses as to why you're withholding information, it comes across badly and will come back to bite you IN your back end IN the end.
If you feel your current salary is lower than the market and you'd like to get to your market value, just communicate that at the onset. Believe me, if you are the right candidate, the right companies are going to make the right offers. If you withhold or pad-on or downright lie at the beginning, it is a red flag. And if you happen to make it past the first round or two and the reality comes out later in the game (and I promise you, it will), I venture to guess the kibosh will be put on your candidacy.
1. Become comfortable with it.
2. That's a bunch of malarkey.
I preface making these statements only if the recruiter(s) you are or have worked with are of quality and doing the stellar job we are supposed to do - both the corporate and firm recruiters. We need to know what your compensation currently is in order to determine if the company can afford to hire you with or without an increase in salary, that's the bottom line. There are no secrets here, there are no clandestine plans. If your current salary is too high, we'll let you know. If it's close to the top of the salary range, we'll let you know. It's up to you to make the decision to move forward - if it's a role you really want to take on or a company you are totally jazzed about joining, you may want to consider a lateral financial move or just a slight increase. If you don't, that OKAY. No one will keel over and die. Just be honest and forthcoming and a GOOD recruiter will too. Believe me, if you try to BS us or give excuses as to why you're withholding information, it comes across badly and will come back to bite you IN your back end IN the end.
If you feel your current salary is lower than the market and you'd like to get to your market value, just communicate that at the onset. Believe me, if you are the right candidate, the right companies are going to make the right offers. If you withhold or pad-on or downright lie at the beginning, it is a red flag. And if you happen to make it past the first round or two and the reality comes out later in the game (and I promise you, it will), I venture to guess the kibosh will be put on your candidacy.
Monday, January 14, 2013
Bust a Move!
Our time is precious and in many cases, limited. I realize my clients have schedules that are very full as do their bosses and their bosses' bosses. HOWEVER, when you engage with a recruiting firm to assist you in filling positions that you have been unsuccessful in filling on your own - please listen to us and follow our processes! There is a reason you haven't been able to find the talent, be it in Sourcing/Procurement/Supply Chain or otherwise. A strong firm will transform the stagnant process you've been adhering to into an expeditious, professional and streamlined process that will enable you to build an exemplary team. Listen to us - we know (the good ones) what we are doing.
If you and/or the decision-makers cannot or will not commit to scheduling and making those decisions pertaining to building a top-notch team, I advise that you NOT engage with we professionals that are well-respected in the industry. Our networks are strong and we are connected with individuals who are well-respected and stellar, potential candidates. Stringing them along while your team finds the time to meet with them WILL NOT WORK. Read afore-written blog - your reputation in the marketplace will wither and we recruiters that value what we do and how we are perceived will not work with you again.
You as Hiring Managers and your team take what you do seriously - as do good recruiters. Attracting "A" talent is an effort, so make sure everyone is on board. Or get used to the hamster wheel.
If you and/or the decision-makers cannot or will not commit to scheduling and making those decisions pertaining to building a top-notch team, I advise that you NOT engage with we professionals that are well-respected in the industry. Our networks are strong and we are connected with individuals who are well-respected and stellar, potential candidates. Stringing them along while your team finds the time to meet with them WILL NOT WORK. Read afore-written blog - your reputation in the marketplace will wither and we recruiters that value what we do and how we are perceived will not work with you again.
You as Hiring Managers and your team take what you do seriously - as do good recruiters. Attracting "A" talent is an effort, so make sure everyone is on board. Or get used to the hamster wheel.
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