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.
Wednesday, December 19, 2012
Your Organization's Image in the Marketplace
As we reach a new year, I, as a business owner have been making some new business plans. One of the reasons we have been successful as a firm is our dedication to not just to the formulated service we provide, but to how we are viewed in the marketplace. It has come to my attention in the recent past more times than ever, that potential and true talent are REALLY talking about how companies and organizations are treating them in the recruiting processes. It starts internally and it ends internally, even if you use an outside firm such as ours, and if your message and image are not clear, concise and cohesive, your long-term goals of building a successful organization will fail. Even if a potential candidate is truly not a great fit, if they are not treated with respect and dignity along with getting the three aforementioned C's from your team, they will get out there and relay this to their network. And the resulting buzz is not a fun one earned during the Holidays - it is a buzz kill. For all of us - your team, your HR/Recruiting team and the outside firm you have partnered with to help you.
Friday, September 14, 2012
The Relocation Quandry
Relocation is a dirty word to many people right now. It's not easy, and it's not fun. Unless you're moving from say Sheboygan to Charleston, SC - then it's a no brainer. Houses are under water; wife/husband/children don't want to move; your Mother-in-Law is ailing; etc. No one will blame you for not wanting or not being able to relocate. What Recruiters and Hiring Managers WILL blame you for is WASTING OUR TIME BY EVEN GOING ON THE INTERVIEW.
By the time I've sent a candidate to an on site interview, there have been multiple conversations and interviews via phone and/or Skype. This costs time & money. Then we schedule interviews on site with multiple interviewers. This costs time & money. We fly the potential new hire out; rent a car; hotel room; meals. This costs time & money. Am I making my point?
Do your homework about the sale of your home, getting out of your lease, whatever the case may be. Talk to your spouse/significant other about the real possibility of making a geographical move - if they aren't happy, no one is happy. Kids can be told what to do, so they don't matter (this of course, is a joke... sort of). I beg of you (as do my clients) make sure you are committed to moving BEFORE you go on the interview. Personally, I will respect you for it and work with you again. If after an interview series my client makes an offer and then you tell us relocation isn't an option - I will never represent you again. It may hurt to have to ignore an opportunity that is your next dream role, but please be cognizant of the, wait for it..... time & money this costs several other people.
By the time I've sent a candidate to an on site interview, there have been multiple conversations and interviews via phone and/or Skype. This costs time & money. Then we schedule interviews on site with multiple interviewers. This costs time & money. We fly the potential new hire out; rent a car; hotel room; meals. This costs time & money. Am I making my point?
Do your homework about the sale of your home, getting out of your lease, whatever the case may be. Talk to your spouse/significant other about the real possibility of making a geographical move - if they aren't happy, no one is happy. Kids can be told what to do, so they don't matter (this of course, is a joke... sort of). I beg of you (as do my clients) make sure you are committed to moving BEFORE you go on the interview. Personally, I will respect you for it and work with you again. If after an interview series my client makes an offer and then you tell us relocation isn't an option - I will never represent you again. It may hurt to have to ignore an opportunity that is your next dream role, but please be cognizant of the, wait for it..... time & money this costs several other people.
Wednesday, June 13, 2012
Do position titles matter? Does going from a role that has direct reports to an individual contributor role connote something negative? My answer is NO. I've had several discussions with my peers as of late and this subject is always interesting. Everyone has their thoughts and goals regarding what they WANT to do and/or THINK they should do in their career. My advice: Follow your heart, your gut or whatever the body part is that drives your passion. Don't be over concerned about a title change from Director to Manager or Leader or SME. Don't fret about having people reporting to you and transitioning to a high-level, individual contributor role. Pay attention to the CONTENT of the role you take on - the impact you'll have - the contributions you'll make - and doing something you enjoy. Believe me, the Hiring Manager for the next role you take on is not (or should not be) paying attention to titles - they differ exponentially in each company. They will pay attention to the responsibilities you hold/held and the impact you've made (or they should be). I mean, if you're part of a team that is strategically managing a sourcing initiative and then you take on a role as a tactical buyer of widgets for a plant in Podunk USA, a red flag may rise - and can be explained if you've been involved in a major layoff, re-organization, etc. But if you are moving from a Director of Sourcing role (for example) in which you have HR responsibility for 10 people to a Strategic Sourcing Manager (again, for example) for a company going through major transformation and you have responsibility for developing and managing global strategic initiatives that create new programs and cost savings (etc, etc), this is NOT a negative in the career path! The truth is in the rubber meeting the road, not the ink on the paper.
Thursday, April 19, 2012
Image in the Marketplace
I recently gained a new client - the decision-maker was referred to me by a Procurement professional I've known many years. It is always such a compliment when those known well in the industry feel you are competent and choose to refer you rather than so many others - this applies to all of us!
My new client brought something to my attention - actually, he REMINDED me of something. One of the reasons he selected me of the other firms he was considering was because of what he read on my Linked In profile. Not just my bio and connections, but he also liked my last blog posting as it is in alignment with the culture of their company and the partnerships they wish to form in order to successfully recruit talent. (Subject matter for next posting :)).
I cannot stress enough the importance of having a thorough and professional profile on Linked In! Although I follow the solid standards of true recruiting (i.e. research, networking and personal contact vs. job boards and mass internet blasts, etc), Linked In is a tool I use religiously! And I have discovered many great, passive candidates and have recruited them to the next best step in their careers. As a potential candidate, you may not be looking for the next step and are very happy in your current role - those are the types of candidates I love to recruit! But you never know when you may get a call from someone like me who is working with a client on a search which is what you've always dreamed of as the next step in your career... And if your profile is incomplete, sparse, or unprofessional, you won't get that call!
My new client brought something to my attention - actually, he REMINDED me of something. One of the reasons he selected me of the other firms he was considering was because of what he read on my Linked In profile. Not just my bio and connections, but he also liked my last blog posting as it is in alignment with the culture of their company and the partnerships they wish to form in order to successfully recruit talent. (Subject matter for next posting :)).
I cannot stress enough the importance of having a thorough and professional profile on Linked In! Although I follow the solid standards of true recruiting (i.e. research, networking and personal contact vs. job boards and mass internet blasts, etc), Linked In is a tool I use religiously! And I have discovered many great, passive candidates and have recruited them to the next best step in their careers. As a potential candidate, you may not be looking for the next step and are very happy in your current role - those are the types of candidates I love to recruit! But you never know when you may get a call from someone like me who is working with a client on a search which is what you've always dreamed of as the next step in your career... And if your profile is incomplete, sparse, or unprofessional, you won't get that call!
Thursday, March 29, 2012
Sourcing Professionals in High Demand!
I am happy to report that this is the most dynamic market for career opportunities for Sourcing & Procurement professionals! It is so exciting and informative to have discussions with you all and hear about the success stories and the elevation of the respect and recognition of being a value-add to your companies. Of course, many organizations are still struggling to get ALL of your internal stakeholders and their groups to ask for your help and/or comply to opportunities/procedures/policies, but from what I hear, most are on the right path and making headway. And most believe that sourcing organizations are going to continue to rise to the top and become revered as SME's. Quite a difference from 10-15 years ago.
Please - share your stories! I'm sure others would like to hear them - good and bad!
Please - share your stories! I'm sure others would like to hear them - good and bad!
Friday, March 9, 2012
Partnering with Clients
After working in both the contingent and retained search worlds, I have now dedicated my firm's business model to only retained OR at a minimum, exclusive contingent searches. I won't get into why this model is exponentially more efficient, successful AND cost effective - that is a one-on-one conversation for those interested. But I would like to address a couple of things:
Hiring Managers and HR - since I'm not as connected with HR folks as I am hiring managers in the sourcing and procurement world, this will serve as more of a tool to use when trying to sway HR to using a recruiting firm and retaining a search.
I personally believe in PARTNERING with my clients and developing long term relationships - this enables us to be much more effective in understanding your culture, organization and candidate requirements that go way beyond what's stated in a job description. There are many firms out there that take on as many what they refer to as "job orders" and send in as many candidates as possible to see who may get hired - maybe they've been thoroughly vetted, maybe not. This works for them and more power to them - most likely they have several recruiters who have a "desk" and they are trying to build their "desk". Higher numbers are most times more important than the quality. The concept of contingent, i.e. the client/customer doesn't have to pay until they deliver requires higher numbers of "job orders" in order for them to make a living. And we all have to make a living.
And there are those of us (myself included) that take on highly qualified searches in less quantity so that we can completely focus on your needs and execute in a top-echelon manner - and the fact of the matter is, you get what you pay for. I'm not saying it's less cost effective - my fee structure actually allows my clients to realize COST SAVINGS (and for you procurement folks, that's music to the ears) compared to what you're paying for in a contingent search. In order for us to go out there and dedicate our time and efforts to you, we need dedication in return - and not just monetarily, but dedication and focus to expedite a successful process.
And let me tell you, the perception in the marketplace of a Retained or Exclusive search is extremely positive and your organization is recognized as one who considers this to be a critical need AND has established that Supply Chain is a critical function in their company. And for those passive and/or talented candidates that you ALL want on your team, this is very attractive and entices them to look outside of the position they currently hold. As you know, Sourcing talent is in demand and whether your position is an independent contributor or a VP, the true talent has their pick of where to go, when to leave and to what type of role they will gravitate.
I could on, but will stop here and continue next blog. And they WILL be more frequent - I promise!
Hiring Managers and HR - since I'm not as connected with HR folks as I am hiring managers in the sourcing and procurement world, this will serve as more of a tool to use when trying to sway HR to using a recruiting firm and retaining a search.
I personally believe in PARTNERING with my clients and developing long term relationships - this enables us to be much more effective in understanding your culture, organization and candidate requirements that go way beyond what's stated in a job description. There are many firms out there that take on as many what they refer to as "job orders" and send in as many candidates as possible to see who may get hired - maybe they've been thoroughly vetted, maybe not. This works for them and more power to them - most likely they have several recruiters who have a "desk" and they are trying to build their "desk". Higher numbers are most times more important than the quality. The concept of contingent, i.e. the client/customer doesn't have to pay until they deliver requires higher numbers of "job orders" in order for them to make a living. And we all have to make a living.
And there are those of us (myself included) that take on highly qualified searches in less quantity so that we can completely focus on your needs and execute in a top-echelon manner - and the fact of the matter is, you get what you pay for. I'm not saying it's less cost effective - my fee structure actually allows my clients to realize COST SAVINGS (and for you procurement folks, that's music to the ears) compared to what you're paying for in a contingent search. In order for us to go out there and dedicate our time and efforts to you, we need dedication in return - and not just monetarily, but dedication and focus to expedite a successful process.
And let me tell you, the perception in the marketplace of a Retained or Exclusive search is extremely positive and your organization is recognized as one who considers this to be a critical need AND has established that Supply Chain is a critical function in their company. And for those passive and/or talented candidates that you ALL want on your team, this is very attractive and entices them to look outside of the position they currently hold. As you know, Sourcing talent is in demand and whether your position is an independent contributor or a VP, the true talent has their pick of where to go, when to leave and to what type of role they will gravitate.
I could on, but will stop here and continue next blog. And they WILL be more frequent - I promise!
Thursday, March 31, 2011
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!
Thursday, February 3, 2011
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...
Friday, January 7, 2011
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.
Friday, October 1, 2010
The Lovely Linked In
Linked In - who would have thunk it? It is an amazing tool and I have one pointer and one great story to tell. The pointer: when you come across a recruiter that specializes in your industry - in this case, Supply Chain - send them an invitation on Linked In! Whether you find them on Linked In, The Ladders, their web site, wherever, send an invitation. I always accept because I use Linked In as a tool in my research when I begin a new search. I try very hard to invite all candidates that send resumes, but many times, I don't have enough time. So if you can beat me to it, great! The Story: I recently posted a discussion topic - I was conducting a high level search specific to Supplier Relationship Management and needed to find candidates that had implementation experience to the nth degree. I simply asked a few groups "What are the leading SRM companies in the US?" or something to that effect. I needed to know where to hunt. I received an answer - a QUALIFIED answer, not an attempt at trying to SELL me something - and responded in order to pick this guy's brain. The long and short of it is that he ended up being a great candidate and (keep your fingers crossed) we hope to see an offer in the next few days! The moral of the story - using Linked In as it is INTENDED to be used WORKS!
Thursday, September 2, 2010
The Magic of the Resume
Ah, the resume. Such a difficult task for so many people! I'm going to give the formula to what I believe to be the most effective, impactful way to design your resume - not only for the reader, but for technology. Remember, most of the resumes both Headhunters like me and company portals receive are tranferred automatically into a database. I use my database for each new search I conduct, so if the correct information isn't in your resume, there is a chance you won't come up when I look for candidates.
1. Keep your resume simple. I recommend a paragraph that describes each position you've held - tell the story of what you do/have done. It's like writing a brief job description. Imagine you are the hiring manager - you'd want to see what this person is responsible for on a daily basis. Be specific about responsibilities, even if they seem mundane. Well, not too mundane - don't include filing, data entry, etc....
2. After each description, list specific, measurable accomplishments. What did you do? How did you succeed? What goals were reached? What impact and value did you bring to that organization? Numbers, metrics, specific examples. Again, if you were the hiring manager, what would jazz you up about having this person on their team?
3. ALWAYS include your address and contact information! I KNOW I miss candidates while starting new research - ex. if my client prefers not to relocate, I begin a search that includes geography. If you don't include your address and I search to include the city and/or state and it's not there, your resume won't show up in my search.
4. Adding tables and lists of key words and areas of expertise is okay, but believe me, if your resume is written correctly, you won't need it. If you do include it, don't get carried away. Personally, if I have to scroll down a page to get to where your current or last position is, I lose interest. And if I don't understand what exactly it is you've done, no good!
I make my living (and have for years) recruiting externally for my clients, so I may be cutting off my nose to spite my face here.... I specialize in the Supply Chain industry and know what I'm looking at when I see a resume specific to procurement, strategic sourcing, etc. Many internal company recruiters do not - so if you send your resume in to a company's web site (which I don't recommend, but that's a whole other blog) and the correct verbiage and information isn't there, you will fall through their cracks.
Happy resume writing!
1. Keep your resume simple. I recommend a paragraph that describes each position you've held - tell the story of what you do/have done. It's like writing a brief job description. Imagine you are the hiring manager - you'd want to see what this person is responsible for on a daily basis. Be specific about responsibilities, even if they seem mundane. Well, not too mundane - don't include filing, data entry, etc....
2. After each description, list specific, measurable accomplishments. What did you do? How did you succeed? What goals were reached? What impact and value did you bring to that organization? Numbers, metrics, specific examples. Again, if you were the hiring manager, what would jazz you up about having this person on their team?
3. ALWAYS include your address and contact information! I KNOW I miss candidates while starting new research - ex. if my client prefers not to relocate, I begin a search that includes geography. If you don't include your address and I search to include the city and/or state and it's not there, your resume won't show up in my search.
4. Adding tables and lists of key words and areas of expertise is okay, but believe me, if your resume is written correctly, you won't need it. If you do include it, don't get carried away. Personally, if I have to scroll down a page to get to where your current or last position is, I lose interest. And if I don't understand what exactly it is you've done, no good!
I make my living (and have for years) recruiting externally for my clients, so I may be cutting off my nose to spite my face here.... I specialize in the Supply Chain industry and know what I'm looking at when I see a resume specific to procurement, strategic sourcing, etc. Many internal company recruiters do not - so if you send your resume in to a company's web site (which I don't recommend, but that's a whole other blog) and the correct verbiage and information isn't there, you will fall through their cracks.
Happy resume writing!
Friday, August 20, 2010
Why Isn't That Flipping Recruiter Calling Me?
It's been quite a while since I've written and thankfully I can attribute that to being busy with work - and also with taking some time with my daughter this summer before she left again for USC (go Gamecocks!). Many times, I receive unsolicited resumes (which is a great thing!) from candidates who see a specifc posting I have out on Linked In, The Ladders, my web site, etc. A bit of advice that I'm sure most recruiters out there would concur with:
1. If you get no response, it is due simply to the fact that there is not enough time in the day. If your background is truly a fit for the position (or any others they may be working on), believe me, WE WILL get in touch with you. Great candidates are hard to find! I personally "file" all resumes into my database of those candidates whose credentials and experience (per your resume) fit my area of expertise. (Some ideas re: how to keep in front of recruiters when a new opportunity arises the week after next.)
2. When you see a position out there that you are interested in and feel you are a good fit, tailor your resume to fit that position. For example, most of my searches/opportunities are currently in Strategic Sourcing and Procurement - sometimes, my clients require a certain skill set in particular categories, industries, etc. Your resume needs to reflect this - the best way to do this is to describe each position you've held in short paragraph format, and then list some accomplishments you've made under each paragraph. (More to come on resumes next week.) We HAVE to understand what you do and what you've done by reading this document in order to be motivated to call you.
Many candidates will call or email after they are not contacted by me as to how I KNOW they aren't a good fit for the postion(s) I have posted. Believe me, if your resume is written well, good recruiters know a good fit - from a skill set, experience, education, background perspective - just by looking at the resume. There are a plethora of reasons the fit isn't right - for example, if you were in a similar position a few years back and took on more responsibility since then (direct reports, larger spend portfolio, expanded role), it's not going to make sense for someone to take a step back. Yes, I realize you CAN execute the role, but is it really the next best step in your career? My clients want candidates who are going to grow and flourish in their organizations, not take a step back, end up dissatisfied and then leave after a year or two. Thanks for reading and I'm back on the once-a-week writing trail again!
1. If you get no response, it is due simply to the fact that there is not enough time in the day. If your background is truly a fit for the position (or any others they may be working on), believe me, WE WILL get in touch with you. Great candidates are hard to find! I personally "file" all resumes into my database of those candidates whose credentials and experience (per your resume) fit my area of expertise. (Some ideas re: how to keep in front of recruiters when a new opportunity arises the week after next.)
2. When you see a position out there that you are interested in and feel you are a good fit, tailor your resume to fit that position. For example, most of my searches/opportunities are currently in Strategic Sourcing and Procurement - sometimes, my clients require a certain skill set in particular categories, industries, etc. Your resume needs to reflect this - the best way to do this is to describe each position you've held in short paragraph format, and then list some accomplishments you've made under each paragraph. (More to come on resumes next week.) We HAVE to understand what you do and what you've done by reading this document in order to be motivated to call you.
Many candidates will call or email after they are not contacted by me as to how I KNOW they aren't a good fit for the postion(s) I have posted. Believe me, if your resume is written well, good recruiters know a good fit - from a skill set, experience, education, background perspective - just by looking at the resume. There are a plethora of reasons the fit isn't right - for example, if you were in a similar position a few years back and took on more responsibility since then (direct reports, larger spend portfolio, expanded role), it's not going to make sense for someone to take a step back. Yes, I realize you CAN execute the role, but is it really the next best step in your career? My clients want candidates who are going to grow and flourish in their organizations, not take a step back, end up dissatisfied and then leave after a year or two. Thanks for reading and I'm back on the once-a-week writing trail again!
Tuesday, June 15, 2010
Things are Picking Up
Well, it's been a while since I've posted and I hope to still have some readers! The reason for this is good news: I'm so busy I can't see straight! A blog or two ago, I predicted that 2nd quarter of 2010 would bring us some activity due to the fact that the strong sourcing and procurement groups out there that had been stripped down, but still expected to make impact on cost savings and strategies, AND were successful, would be recognized. Many have been recogized and C-Level management is saying "Keep doing what you've been doing and build your organization back!" I'm also working with clients going through transformation so that they are ready to hit the ground running and pre-prepare for a strong economy. So, I'm happy to report that I was right!
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