Hiring Managers - Please Read!

This month's message (as it seems I am remiss of the weekly posting):  DEVELOP AN EXPEDITIOUS PROCESS when recruiting candidates for your Strategic Sourcing positions!  I cannot stress this enough.  I am currently - and will probably remain this way - recruiting 100% in the Sourcing/Procurement sector.  What I am seeing is a high demand for top talent increasing, which is wonderful.  I am able to identify and get to the first/second stage of attracting candidates to my clients (quickly), which is wonderful.  But in order for all of us to keep them engaged and successfully hire them, there must be a definitive process put in place and followed.  We all realize that everyone's schedule is tight, travel is happening, etc.  However, providing feedback in a TIMELY manner and setting up interviews in quick order must happen if you're going to be successful.  Taking several weeks to get through an interview process 9 times out of 10 is going to cause 2 things (or both) to happen:  1.  The candidate will lose interest and/or feel like the position is not critical and/or the company really isn't interested in them.  2.  The candidate will accept another offer.  Of course there are many more scenarios, but I think you get my point.  Sometimes, gaps in the interview process simply can't be helped - when this is the case, there should be a communication plan to keep the candidate engaged.  For example, the hiring manager (who is in Asia which is the reason he/she wasn't able to schedule an interview for 2 weeks since the initial contact) calls the candidate to tell him/her that they are looking forward to their meeting and asks if the candidate has any questions about the company and/or position.  Per my last post, it's a tough market out there and we must adjust what we do in order to rise above in it! 

Today's Market is NOT an Easy One in Which to Recruit

I have been in recruiting in the Supply Chain space for over 15 years.  There is a popular belief floating around that I would like to try to dispell.  As always, there are exceptions to every rule, I know.  Many people out there (except for we Recruiters) believe that because of all of the layoffs and downsizings that this is an easy market in which to find and recruit Supply Chain professionals.  Let me tell you, this is not true.  Personally, this has been the most challenging time that I've ever experienced. Top talent has and always will be hard to find - and when I say "top", I don't just mean their experience and skills - it goes much further than that i.e. leadership, articulateness, communication, drive, presentation, stamina, culture.  The specifications of open positions and the demands of hiring managers and their teams have become so particular, that even finding candidates that hit MOST of what is being asked for is difficult.  Top talent has been retained by their current employer for a reason - they are good, bring value and fill a need.  So, when we do identify that needle in the haystack, it is very difficult to entice them to consider a move.  YES, there are great candidates out there that are not currently working and if the perfect fit isn't presented to them (or found by them), they may consider a "step back" in their career - generally, my clients aren't interested in this situation because they fear the person may leave in a year or so when a larger role with another company comes into play.  And last but not least, if the candidate is not local, relocation has become a fear trigger as I've never seen it before.  Not just for the candidate, but for their partner (if there is one) - How will we sell the house?  Will I be able to find a job?  What will the kids do while you're commuting back and forth?  How will we pay for 2 mortgages?  So the question is:  HOW do we attract and successfully recruit the talent we need?  I think this is subject matter for my next blog...

Individual Contributor vs. Management of People

Many times I am asked whether or not it is a negative to move from a management position (managing people) to an individual contributor role.  The answer is varied, but if the I.C. role allows for more responsiblity or the opportunity to develop and drive new initiatives, it is perfectly acceptable to make that shift.  I see a trend that is moving toward high-level I.C. roles as opposed to Management roles with several people reporting to them.  This especially in a situation where there is a transformation or major strategic plans put into place for a Supply Chain organization.  And we are seeing a ton of that right now.  Those with the experience and proven successes in making impact, driving change and acting as the hands-on agent that made these successes happen will shine in the eyes of those around you.  Both at their current company and especially to Executives in other companies who are tasked with growing the capabilities and strategic initiatives within their organizations.