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 - 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.

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!

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!

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!