Candy or Coal?

Hanging a stocking over the fireplace is a long-standing Christmas tradition. Children who behaved nicely during the year are rewarded with candy but naughty children only get lumps of coal. Santa is the arbiter of who was naughty or nice.  Kids can’t see Santa but he can see them! They have to be on their best (but not perfect) behavior to score the candy.

Can we apply this same concept toward business networking? When you think that no one is watching your behavior, do you behave nicely toward others for the sake of just having being nice, or do you expect something in return? Is it a ‘tit for tat’ social arrangement where I do you a favor and you return it?  And if so, is that realistic?  As with much of business etiquette, there isn’t a definitive answer. It depends on the personal expectations of the people who are networking together. A lot of it boils down to common courtesy. One thing is certain – Santa isn’t watching your networking behavior but other people are. We can choose to be nice….or naughty.    Candy or coal?

As a recruiter, part of my success depends on knowing the right people.  I’ve logged countless hours in networking meetings.   One never know when a meeting might result in achieving a business goal, an opportunity to help someone achieve theirs, or just meeting an interesting person who you may never see or hear from again.  Your network is your net worth and it works best when you act like Santa IS watching.    

Here are six networking tips to help you earn more candy than coal in your ‘networking stocking’:

1. The ‘Reply’ button is an Outlook feature that is underused. When someone emails (or calls) to request a networking meeting, have the courtesy to respond.  Too many people are simply ignoring these requests. Politely decline if you are too busy or simply not interested.  A simple ‘Thanks but no thanks’ takes two seconds. This is doubly true if a third party has initiated the introduction and taken the time to make the referral.  Making time to meet is optimal, but not always realistic depending on your work schedule.

 2. Come prepared to your networking meeting with an agenda and a timeframe. Remember that it’s a conversation and not a monologue. When you are an active listener and are genuinely interested in the other person it sets the tone for a productive and pleasant meeting.

  3. Effective networking is achieved when you come with the spirit of ‘giving’ and not ‘taking’.  Ask the other person how you can help them – giving feels so much better than receiving. Eventually your networking partner will want to know how they can help you.  Be prepared to tell them.

 4. If you are in job search and you meet with an employed person, acknowledge that their time has value and that they are being generous in giving it to you.  Let the other person know when and where you land a job. If and when that person find themselves in job search and contacts you, return the favor and meet with them.

  5. Job seekers seek out meetings with professionals in industries such as finance, legal, venture capital, recruitment, benefits and insurance. They are well networked and can provide golden referrals and/or valuable job search advice. When you land a job, that same professional might contact you to (spoiler alert!) set up a business development meeting! Have the courtesy to return the call even if your current company doesn’t have a current need for their products or service. You never know when your company might be open to a new provider, and this is a nice way to ‘give back’ to the person who took the time to help you.

  6. Employed people need to network.  Job security these days is MIA. It’s best to develop and maintain your network when you don’t need it. If someone contacts you to request a meeting, go back and read tip #1.

  

On the whole, I’ve observed that business professionals in the Twin Cities are earning more candy than coal! Keep these tips in mind as you expand your net worth through your network in 2013. Happy Holidays!

Is your manufacturing company struggling to attract top senior leadership talent? Don’t have the time or internal resources to recruit? Call Hockenberg Search today at 952-500-9542 or email me at marni@hockenbergsearch.com. We will provide fast and reliable recruiting results for your company from our vast network of manufacturing leaders!

The Role of Women in Manufacturing

What is the role of women in today’s manufacturing companies? How can we attract more females to manufacturing, and what is preventing them from reaching senior leadership positions? The second annual Women in Manufacturing Summit in Milwaukee was the ‘place to be’ in October to address these and other important issues that affect the success and future of the manufacturing industry.

I was invited to speak on the ‘hot’ topic of Talent Acquisition and Retention in Manufacturing to over two hundred national manufacturing leaders and business owners. My presentation was based on my front-line experience as an Executive Recruiter for the manufacturing industry.

Companies are vying for scarce top talent and candidates are in the driver’s seat again.  Top candidates need to know about your company culture and career growth potential before they apply.

• Invest in an employment branding campaign. This is critical for smaller manufacturing companies who don’t have the advantage of name recognition and compete with larger companies for talent.
• Implement a data-driven performance-based hiring process to hire the right person and avoid making a costly hiring mistake. Utilize assessments as a tool to evaluate candidates, not the reason to reject them.
• Onboard new hires immediately upon offer acceptance and implement customized retention strategies to retain your high performers.

Other presentations at the Summit addressed the issue of the role of women in manufacturing today. Doesn’t it make sense to attract more women to manufacturing to help solve the skills shortage which challenges U.S. manufacturing? Two-thirds of American manufacturing companies are in need of hiring more skilled workers and it’s expected that the shortage will grow worse in the next three to five years. It is estimated that by 2020 there will be a shortage of 873,000 skilled workers.

According to a study by the National Women’s Law Center, men gained 230,000 jobs in manufacturing between 2010 and 2011 but women lost 25,000 jobs. Today, only 30 percent of the estimated 14 million Americans who work in manufacturing are female. And only about 15 percent of students in manufacturing degree programs are women.

Why are those numbers so low? One explanation could be the lack of quality science and math programs. Another could be the stereotype that a career in engineering and manufacturing are not for women. Parents of young girls don’t promote manufacturing as a viable career option, despite the fact that girls now earn higher grades in math and science than do boys. Manufacturing conjures up images of dirty and noisy work, while the truth is that many production floors consist of highly automated equipment that require high skilled workers. All of these forces combine to limit manufacturing as a career opportunity for women.

Imagine women rising to the ranks within our manufacturing operations to take on leadership roles. Utilizing unique strengths such as collaboration and listening skills, women at the top could positively impact the way companies work together throughout the supply chains and strengthen corporate culture.

What is holding women back from advancing in manufacturing companies? Bayer Corporation conducted a survey and found:

 •Women find it more difficult to succeed in their field than men.
 •A managerial bias exists that favors men over women.
 •Women suffer from a lack of professional development and networking opportunities.
 •Promotional/advancement opportunities are less plentiful for women in manufacturing careers.

“When companies make a concerted effort to include more diversity at the board and executive level, we’ll see the culture start to shift”, said Sherri McDaniel, President of ATEK Products in Minneapolis, Minnesota. She advises women to come to the table prepared with data and facts in order to earn credibility with the male leadership team. Replacing phrases such as ‘I feel’ or ‘I think’ with non-emotional ones such as ‘the data shows’ or ‘it’s been my observation’ may be better received by male counterparts.

Many women who I met at the Summit made it on their own with the help of peers and mentors that offered advice and support along the way. There was a consensus that the culture and the image of manufacturing need to change in order to attract and then retain women in manufacturing companies. If not, then companies are limiting themselves to only half of the available talent pool which can reduce their capacity to compete in this global economy.

What can your manufacturing company do to tap into the capabilities of the other half of the population?

• Develop a mentorship program and provide leadership training for female employees.
• Forge a relationship with your local Vo-Tech or  Community College to mentor and hire recent female grads. Internship  programs are a win-win program.
• Talk to your school-age daughter about a career in manufacturing. Point out that she doesn’t need a four-year degree with costly student debt to secure a career in a high-tech, clean and safe      manufacturing company with excellent compensation and career advancement.
• Change the culture from ‘good-old-boy’ to one of inclusion for female employees.
• Provide a more flexible workplace.

Is your manufacturing company struggling to attract top senior leadership talent? Don’t have the time or internal resources to recruit? Call Hockenberg Search today at 952-500-9542 or email me at marni@hockenbergsearch.com. We will provide fast and reliable recruiting results for your company from our vast network of manufacturing leaders!

A “Recruiter” By Any Other Name… (Understanding the difference in recruiting philosophies will help you know what you’re paying for)

Hiring is on the upswing again, and many small and mid-sized businesses are evaluating their hiring needs. This means plenty of recruiters are circling, asking for your business and pledging to help you find “the one.”

Here is my advice to help you understand what kind of recruiter you’re signing on with and what this means for your business. 

In my business travels, I am frequently asked to explain what it means to be a retained search recruiter (which is how I work) as opposed to a contingent search recruiter.

As a retained search recruiter, I am hired by companies as a business partner and consultant. My compensation is earned in three parts: at the start of a new search, at the midpoint of a search and once a candidate has been successfully placed.  I intentionally take on only a few searches at a time, focusing on quality over quantity and drawing upon my extensive network to find the right candidate for the position. My client is assured that I will personally meet with each candidate (on local searches) and there will be a successful conclusion to the search with a great hire,

By comparison, contingent search recruiters are paid only when a candidate is placed. Because some hiring managers give the same search to a few contingent search recruiters, they are often in hot competition to make a placement; as a result, they may tend to focus on quantity over quality and speed is of the essence.

There is no right or wrong method for recruiting—and both methodologies have their place. But I do think it’s essential that you know what you’re getting when choosing a recruiter to conduct a search for your company.

I speak from experience. Early in my career, I worked for many years as a contingent recruiter for a well-respected local staffing agency. In this environment, I was one of many recruiters filling positions to meet monthly and annual quotas. For meeting our sales goals, we were rewarded with vacations, jewelry, cash bonuses—even mink coats!

Meeting sales quotas and earning “spiffs” are standard operating procedures in a commission-based environment. But….do they really incent the right behavior that is in the best interest of the customer? It’s not hard to imagine that some recruiters may be more concerned with meeting quota to earn spiffs (or keep their job, ) rather than actually concentrating and focusing on what you had to say about your company, your hiring needs and the ideal candidate you want them to recruit for you.

Unfortunately, this business model, left unchecked, can lend itself to what I call “the ugly side of recruiting.” I witnessed—and continue hearing about  today in similar recruiting firms—how the SALES QUOTA SYSTEM may lead to unethical and questionable business practices. Candidates and hiring managers regularly complain about the high pressure from some recruiters to hire a candidate that isn’t right for the job, or to take a job that isn’t the right career move. That type of behavior can give our industry a bad name. I often wonder: Do you really want to get your business caught up in all of that?

When I hung out my own search firm shingle in 2002, I was relieved to get out from under the sales quota thumb and shift my business model from contingent to retained search. I do not have quotas, and, in fact, I intentionally only take on a few searches at a time because I know that’s in my clients’ best interests.

Gone are the days of being pressured by my sales manager at the end of the month to make the placement, regardless of whether it was in the best interest of the candidate and/or client. I don’t believe that a calendar or a recruiter’s job security should dictate the timing of a placement.

The only right time to make a hire is when all the pieces come together—and not because it’s the end of the month or quarter. Pressuring recruiters to make a placement happen prematurely  to make a quota  is a business practice that many clients are unaware of. If you are feeling pressure….look at the calendar and ask your recruiter: “Why the rush?”

I’m all for a sales person meeting quota….but not if it adversely affects the life of a human being or the dynamics of a company.

Whether you are a hiring company or a job seeker being wooed for a new opportunity, understand what’s motivating your recruiter. Is your recruiter a partner with you, motivated by finding that “perfect match” for all parties?

Or, is your recruiter instead motivated by quantity over quality, more interested in earning that trip to Hawaii than in finding you that ideal candidate?

My Advice to Companies

When you are  considering hiring a recruiter to help you fill important positions, you will probably ask them standard questions about their experience, successes, recruitment processes, etc., as part of your vetting process.  But have you thought about asking about quotas? These tips will help you know just what you’re getting.

Carefully scrutinize staffing and recruiting firms, especially those who have sales quotas.
At month-end, recruiters are scrambling to meet or exceed their quota to earn their bonus or other incentives (vacations, jewelry, you name it)-and sometimes even to keep their job. This means some (not all) recruiters may be chiefly motivated to close the deal, even if it means sending unqualified candidates your way. The best advice is to ask around-the best recruiters in the area have a solid reputation and a success track record to match.

If you’ve already hired a staffing firm, be wary if the recruiter exhibits these behaviors:

• Pushing you to make a hiring decision before you’re ready.
• Skimming over the details, which may indicate you’re not getting the full story about a candidate. (This is called “gilding the lily” in some insider recruiter circles.)
• Falsely tells you that the candidate has another offer pending.
• Threatening to take away a top candidate if you don’t make an offer right now.

When interviewing recruiters, ask these core questions: 

–          Tell me about your business model.

–          Do you have a personal sales quota at your company?

–          How often do you make your quota?

–          What happens if you don’t meet the quota?

–          Tell me about a time when you tried to make a placement work just to make your quota, even though you knew that it wasn’t in the best interest of your client and/or candidate.  (Then look how uncomfortable the recruiter is when being asked and while answering this question.)

My Advice to Job Seekers

If you’re a job seeker working with a recruiter, be sure this person is working with your best interests in mind. You don’t want to start a new position only to discover that it’s a terrible match.

Fortunately, there are a few warning signs. Be wary if the recruiter:

• Pushes you toward a job opportunity that doesn’t feel like the right fit.
• Warns you that “you’ll never find anything else” if you don’t take this job.
• Knowingly misrepresents any aspects of the job, including salary, culture, why the job is open,  and other important details.
• Pushes you to make a decision  within an unreasonable time frame after receiving an employment offer.

By being mindful of the various types of recruiters out there, you’ll be positioned to avoid making costly mistakes in that next hiring decision. As the old saying goes, an ounce of prevention is worth a pound of cure.

Looking back on 2011: Marni shares her thoughts on the state of hiring, the significance of the manufacturing industry and her resolutions for 2012

Season’s Greetings!

As 2011 soon draws to a close, I want to extend my sincere thanks for your collaboration, colleagueship and support over the past year.

It wasn’t that long ago that we were reflecting on an economy on the brink–what a difference a year makes! There is renewed energy and optimism among Minnesota’s small and mid-sized companies, and hiring continues on an upward trajectory once again.

I was recently asked by a colleague to share my reflections of the past year–focusing my personal experience with the current state of hiring and business. I’m pleased to share these thoughts with you here:

 Q:        What trends did you see in 2011 among companies searching for talent? 

Marni: Many of my searches were the result not of new positions but of replacing managers who didn’t have the required leadership or management skills to take the company to the next level. The companies I’ve worked with have each developed a growth plan; taken time to review talent already on board; identified weak spots; and have had the necessity, timing or courage to make adjustments and upgrade talent.

Q:        Why is this so important? 

Marni:  A business simply cannot afford to keep managers who don’t (or can’t) inspire their team to achieve greater performance or innovate with new processes and procedures that will increase revenue, outmaneuver the competition and add value to customers. They will get left behind.

Q:        What is a big challenge facing these companies right now? 

Marni: When executives look at their company’s growth plan, they run into the “loyalty” factor. Small and midsized companies frequently have built a culture of loyalty among long-tenured employees, and when these employees are not the right fit for the job anymore,  it’s difficult for the company leaders to pull the trigger and not honor this. It’s an emotionally charged decision that owners have to make, because they can’t hinder their growth efforts because of just a few  people. (See my New Year’s Resolution tips, below.)  

Q:        What other trends have you seen this year among hiring companies? 

Marni: Without question, my clients are seeking candidates who’ve demonstrated results: realigning departments, improving processes, innovating products, finding new markets, coaching teams to increased performance, and increasing revenues.

Q:        What is your industry focus for next year? 

Marni: Manufacturing will continue to be a core service focus for Hockenberg Search in 2012. I enjoy working with those in the manufacturing industry. I find Minnesota manufacturing leaders to be creative and innovative, and I admire that they are constantly striving to find solutions to business problems to help their customers be more efficient and develop new products that enhance our quality of life.  

Q:        Why manufacturing? 

Marni: I personally am very proud that manufacturing has been a backbone of growth in the U.S. It’s a critical component to our recovery and to the future of our nation. I love the U.S. and want to see us continue to thrive and be a leader in the world. It gives me great pride to be a small part of the solution in helping our country get back on its feet again by supporting growth and innovation in the manufacturing industry. I also enjoy working with hiring managers and candidates in the manufacturing industry because they have great clarity around what they are looking for. Leaders with an engineering background are great to work with!

Q:        What were the most rewarding highlights of the year? 

Marni: First of all, it’s so rewarding working with great companies and helping them grow by recruiting the right person for them-and helping a candidate grow by placing them with a great company.

A second highlight has been giving back to my dad, Bud Hockenberg, who recently launched a unique new CEO Independent Advisor service providing confidential, unbiased advice to executives facing change or challenge. I have personally seen the need for his business because I see the fallout from so many business decisions that were the result of a CEO not getting independent advice. 

My dad’s venture is also a lesson that you can move forward and reinvent yourself at any age and at any point in your career. Anyone can have a good idea and grow it! In addition, my business and my dad’s business are well aligned: We both have dedicated our professional lives to helping companies succeed.    

Q:        What is your New Year’s Resolution for your clients? 

Marni: I love working with business owners and hiring managers from small and midsized companies. They view me as a valued business partner. My job is to ‘watch their back’ to make sure they don’t make a fatal hiring mistake. In a small company, every hire is critical. So, in 2012, I resolve to be a secret weapon in their war for talent! 

Growing Your Business Through Smart Hiring: This Five-Step “Hiring Tune-Up” Will Help You Stay One Step Ahead of Your Competition

(Note: this blog is a reprint from 2009, but it bears repeating. In the last few years, many small-midsize companies are adding positions, or are upgrading talent for current positions. Some are not prepared as they should be to start the hiring process; others delay making a hiring decision and risk losing their top candidate. Here are a few tips to ensure hiring success!)

In the words of Stanford economist Paul Romer, “a recession is a terrible thing to waste.”

By any standard, the two years has proven itself to be challenging, both personally and professionally. But it’s important to remember that out of challenge comes opportunity. In fact, just recently, a bank vice president in Washington, D.C., who specializes in small business banking solutions, commented that the number of customers who left or lost jobs and are now “finding their passion” through entrepreneurship and small business is significantly on the rise.

Whether you already are a business owner or leader, or whether the spirit of entrepreneurship is calling to you, there is no time like the present to take a strategic look at your company’s business goals and, specifically, your employment and hiring needs. As the marketplace has picked up steam again, you will want to give your hiring strategy a “tune up” to avoid potential pitfalls and position your company for maximum success to build your bench strength before your competitors do.

1. Above all, don’t assume that your key employees are staying put just because of the current state of the economy. One Friday afternoon a key employee may walk into your office, unexpectedly, and hand you a resignation letter.

Think this could never happen to you? Guess again. If you could see my e-mail box, filled on a daily basis with e-mails from employees and executives proactively seeking new job opportunities, you would probably be surprised. You may not think your employees are looking for a new job, but chances are good that they are—whether they are afraid their current job may be eliminated or are concerned about the economic health of the company; whether they are growing weary of carrying the burden of additional work in the wake of layoffs; or whether they are simply high performers seeking new professional challenges.

Do prepare proactively now, before that Friday afternoon resignation becomes a painful reality.

2. Do start by reviewing your current staffing model and evaluating your employees’ job descriptions. Are the job descriptions current? Do the descriptions reflect what each individual was hired to do? Take this opportunity to ask whether the right people are in the right positions and doing the right activities to move the company forward.

3. Do build a pipeline for good talent, even if your company is intentionally not actively hiring right now. Look at the market, and your business objectives, with a fresh set of eyes. Your business may no longer be able to make do doing things the “old way.” This may be the time to break the mold, think creatively and start innovating in your industry! Consider carefully the skills, education and qualities you need in your workforce. Think about the people you know who are top-of-mind in these areas of expertise. Stay close to them, communicate with them, and keep your eye on them. Then, when you are ready to hire again, you will already have built a rapport with potential job candidates, giving them in return a favorable impression of you and your company.

4. Do consider your company’s process for hiring employees. Who from your company is involved? How many people should be responsible for evaluating candidates, and what criteria will be used to evaluate candidates? Do you have a slate of quality interview questions that can draw out the skills, experience and value of your candidates? How long can your company go before a particular position must be filled? Conversely, how quickly are you prepared to act to ensure that a top candidate isn’t snatched up elsewhere? Considering these questions now can help you prevent a misstep in your process, which could ultimately derail your entire effort. If the process is too convoluted or takes too long to make decisions, you may lose your top candidate to frustration—or, quite possibly, to a more assertive competitor.

5. Don’t just stop once your candidate has accepted your job offer. Do have a plan for effectively managing the “fragile time” between a candidate’s acceptance of employment and his or her actual start date. Top talent wants to be treated with dignity and respect—and they want to be excited about joining your company. What protocols do you have in place to help new hires feel welcomed, valued and integrated, even before their first day on the job? The time between a candidate’s acceptance and arrival is a particularly vulnerable time. If she doesn’t feel welcomed and excited, she may seek a better offer elsewhere or accept a counteroffer from her current employer. Don’t let good talent slip away because of an oversight like this!

Taking the time now to consider some of these important questions and to develop a hiring strategy for your company will save you time—and frustration—later on, so that you can spend valuable resources proactively growing your business, rather than reactively scrambling to respond to emergencies. 

Marni Hockenberg, Principal of Hockenberg Search, LLC, is an experienced recruiter and business consultant focused on delivering results to small and medium-size companies. If your business would benefit from a free one-hour “Hiring Tune-Up” evaluation, contact Marni at (952) 500-9542 or marni@hockenbergsearch.com, or visit her online at http://www.hockenbergsearch.com.

“Do one thing differently” — by starting a new business or leading your current business in a new direction

A number of years ago, a book called Do One Thing Different hit the market, extolling the virtues of changing up one thing in order to cultivate a new result.

Its premise is very much alive and well today. With a growing number of executives in job transition, with the economy continuing to be in flux, and with individuals seeking work more aligned with their values,
many consider “doing something different” in their professional lives.

My father, Bud Hockenberg, is an exemplar of trying something new professionally—and helping others take a new approach in the process. After running a successful corporate law practice for the past several decades, he recently launched a unique new service, CEO Independent Advisor, LLC, to provide confidential business advice to chief executives on the cusp of critical business decisions and challenges. Not only is he doing something different, but he’s advising executives to resist “doing business as usual” to achieve better outcomes.

Whether you are a CEO facing challenges—or whether you are simply considering starting a new venture of your own—you will find Bud’s story of “doing one thing differently” inspiring.

Q: Bud, how did you come up with this unique service?

Bud Hockenberg

Bud: I have been involved in the business and political world for many years. As a “sponge” that receives but never returns information (always maintaining the strictest confidentiality), I find that business people are willing to tell me things, knowing I’ll never repeat them. And a major complaint I was hearing from CEOs is that they are only hearing what their team of professionals thinks they want to hear. Yet, we are in turbulent economic times, with great pressures and a public growing weary of corporate America’s missteps. So, CEOs also face added challenges in business because “the buck stops with the CEO.” This has become a key issue on the retention of his job. (In fact, recent reports show that there is ever-increasing turnover of CEOs in Fortune 500 companies.)

Q: How can you help a CEO?

Bud: Sometimes a CEO wants to tell me about a confidential problem s/he is experiencing, seeks an outside perspective or wants help identifying competitive factors s/he may not be considering. Some come to me with specific questions: “Do I have the right folks advising me?” or “How can I do a better job?”

Other times, a CEO comes to me with what I call “Danger Early Warning.” Perhaps s/he sees danger ahead, possibly relating to job retention. Who’s he going to turn to? He probably can’t talk to his insider people and show any kind of weakness. He may not yet be prepared to start considering other job opportunities.

No matter what the situation, the CEO and I sign a mutual confidentiality agreement. The most important thing is that the CEO has the trust and confidence to fully confide in someone who has the experience dealing in this world and can offer independent advice to identify how to respond to some of the challenges so s/he keeps his job.

Q: Marni, in your role as an executive recruiter, you work with CEOs and other executives on a regular basis. How did your dad’s idea match up with some of the concerns or themes you are hearing from some of your executive clients?

Marni: I talk confidentially with executives on a daily basis, many of whom are in employment transition. For some, there was a shake-up or fall-out at their company. For others, they are out of a job because of a bad business decision—one they made or one made by the CEO or board that affected the entire company.

The consequences are severe. These decisions affect an executive’s livelihood and his or her family life—and it’s difficult to find a job in this market right now. People are scared. Everyone wants to avoid dangerous missteps.

Q: Bud, you have been advising clients for several decades as a business lawyer and a political advisor. Was there a moment when you watched a CEO “fall apart” and thought, ‘I could have helped prevent that’?

Bud: Yes, I am watching that happen right now. I see a business that is in trouble and a CEO who is making absolutely the wrong choices about how to respond to the problem. Instead of seeking independent advice in a troubled financial situation, he is turning to someone with a vested interest, which is only going to cause the company’s creditors to stiffen, rather than to relax and negotiate.

Q: What would surprise people about this service?

Bud: I offer a different approach. When I sit down with a CEO client, I say to him or her: “I want you to define those who are helping you solve this problem and those who are interfering, and let me give you an objective opinion. Much of your judgment is based on what certain people are telling you or not telling you. In a confrontational matter, you might not fully understand the opposition.”

The CEO often has a fictional view of how he got into the problem, and in my experience, there is also significant denial by many CEOs and especially by those who advise them.

Q: Bud, what has been the most surprising part about reinventing yourself professionally?

Bud:   The most surprising has been the daily events in our economy that absolutely require my service as a necessity for any CEO. I didn’t anticipate this economy when this seed of an idea was generated some time ago. The uncertainty of this economy has been surprising—and it also has prompted a certain number of CEOs to speak to me, in confidence, about the need for independent counsel through such turbulent times.

Q: Marni, you’ve cheered your dad on from the sidelines through this whole process. What did you think when he initially mentioned his new business idea to you?

Marni: I thought it was brilliant idea and a natural progression of his many years of business and political experience. He is perceived as wise, as a confidante, and I’ve seen that through the years. So to finally put a name on it and a service that meets this need is the “crowning jewel” on his great career. I was excited for him because it was something unique in the market and I am not aware that anyone has this type of service.

Q: What advice would you have for others who are considering launching a new professional venture?

Bud:   Sit down and find out about yourself. That may seem smart-alecky, but it’s true. There’s a tendency to be fanciful and dreamy, and if you sit down with a legal pad for a day and write down who you
are and who you want to be–and why—you may decide you don’t want to do what you are dreaming about. But if you do, you will be tough enough because you’ve asked yourself the difficult questions.

Marni: I frequently hear this. People want to do something different or more rewarding. First of all, you have to have total clarity about what is your passion, what are you really good at and make sure there a market for it. Then you need a game plan. Are you developing or making something new? (My dad is introducing something new – but it’s based on his years of experience working with CEOs. And he was brave and courageous enough to go after it.) Then you need a marketing plan; supporters to help you; the energy to be a mini-marketing machine. You have to have a lot of information before you even go out into the marketing phase.

Q: What has been most rewarding about working together and collaborating on this new venture?

Bud: Marni had the confidence to invite me to speak to a group of Executives in her network on June 22. She had an opportunity to observe what I am doing and help “test drive” this with a potential group of clients or referrals – This was a new market opportunity. I felt very gratified that she would take the trouble to arrange event.

Marni: It’s exciting to give back to my dad, who has given me so much over the years. To help a parent professionally like this only comes around once in a lifetime, if ever. It’s very gratifying. I’m also really impressed with dad’s ability to embrace change – to become active on LinkedIn and Facebook, and create a blog. Social media is here to stay and it’s another way of doing business and reaching an audience. Dad is a real visionary – He understands human nature, particularly in business and decision-making.

Q: After a lucrative legal career—one that still keeps you very busy—some in your shoes would be glad to retire. What keeps you going with such energy?

Bud: I have a very deep faith that one needs to do what he can to help people live a better life–and that means that service-type activities are my great passion. Since I’ve been developing this CEO Independent Advisor service, I feel a special motivation to positively impact CEOs, who have a great deal to do with the economy of our country, particularly in this time.

The Not So Big Employer: When it comes to gaining the competitive edge, small companies have hit it big with candidates

A number of years ago, a new trend emerged on the interior decorating scene when architect and designer Sarah Susanka introduced her “Not So Big House” philosophy, extolling the lifestyle virtues and advantages of giving up behemoth homes in favor of living in smaller spaces.

You might be surprised to know that a similar movement is emerging in the world of employment, as growing numbers of experienced managers, directors and executives are intentionally giving up a professional life inside large corporations to work for smaller, privately held companies. (I call it the “Not So Big Employer” movement!)

That’s because smaller companies offer:

Flexibility.
If given the choice between time or money, many tenured job seekers would prefer time. Whereas large corporations have stringent (and often stingy) vacation and PTO policies, smaller companies can offer flexibility to candidates through expanded vacation and PTO time, work-from-home advantages and flex time. In this day and age where one’s work and personal life obligations bump into each other constantly, more top-caliber employees are seeking out companies that provide options that give respect to all facets of their life.

Opportunity and innovation.
Smaller companies tend to have a more entrepreneurial spirit, which is appealing to business leaders who enjoy the challenge of innovating rather than simply “maintaining.” By contrast, large corporations often are mired in politics and internal bureaucracy, with policies that are set in stone and an impenetrable culture of “this is how we’ve always done it.” The speed with which innovations in large companies move forward is slow and, for many employees, highly frustrating.

Visibility.
Experienced leaders today want to make an impact and have higher visibility within their organization, and within the larger industry, during the second half of their career. They want to make a difference—and to feel that their contributions are really influencing the company and the industry.

By way of example, I recently conducted an executive search for a small, privately held firm and  identified their desired Director-level candidate. The candidate was so good, she also received a competing offer from another company—and even though my client was the better fit for her professionally, the other company offered more money but less vacation time. As a result, my client was able to up the ante by offering more vacation time—and she happily accepted.

If you’re a small company, this is all great news for you! This means you have a tremendous competitive advantage over large corporations to recruit—and keep—experienced and talented candidates. Whereas large corporations are a great “training ground” for entry-level employees, they often struggle to hold on to high performers who want to have the opportunity to influence the strategies developed at the leadership table or who may desire a more flexible arrangement.

I often speak with very talented candidates who confess to me that they are tired of working for the larger publicly-held corporations that are only looking at the bottom line and stock value. When I represent a small, privately held company, this gets the candidates’ attention immediately. Many currently employed professionals confide in me that they want to move to a smaller company, but don’t have time to hunt for a job. They are more likely to engage in my search process when I’m representing a smaller firm.

And, if you’re a job seeker, this is great news for you, too! There are some highly desirable small companies right in front of you—some that you may not have even noticed or considered before—that would love to tap into your talent, experience and desire to make a difference and will work with you to create a mutually beneficial work life model.

In essence, a “Not So Big Employer” can be the perfect place for employer and candidate to come together in a unique environment to cultivate big results!

If you are a small, privately held company looking to recruit top talent to take your firm into the future, I can help you identify the unique features within your firm that appeal to seasoned professionals and help you find—and hire—the ideal person for your business needs. You CAN compete with the big companies in the war for talent.

Call me today and I will show you how during a no-obligation initial consultation. Hockenberg Search is your ace up your sleeve–let’s play together to win!

When a Recruiter Calls, Will You Be Ready? (Hint: You should be! We recruiters are busy now, and your phone could ring!)

Hockenberg Search offers strategic tips to prepare so you can respond to recruiters quickly—and with confidence.

It’s 1:20 p.m. on a Tuesday afternoon, and you’re sitting at your desk putting the finishing touches on that marketing report. The phone rings, but it’s not a number you recognize. “Hmmm,” you think, “it could be the new customer that is having issues with delivery – better pick it up…”

“Hello, this is Bob.”

“Hi, Bob, this is Mary, and I’m a recruiter with XYZ Search company. Please excuse me for calling you out of the blue. I’m currently working on a search that might be a great career opportunity for you, and we can find out in a short phone call. Would you be open to learning about another position if it were clearly superior to what you have now?”

You stumble and fumble around. It’s been a tough year at the company and there are murmurs of “changes” that don’t sound good. Should you take the call now? Ask to call her back? Hang up? What is a “passive” candidate to do?

These types of phone calls are occurring more and more frequently as the job market picks up steam and companies are once again competing for top talent. Companies are investing in recruiters to bring them the best people to move their business forward. Now that we are growing in some sectors, companies realize that they need the right talent to make it happen.

You might be that “top talent”…but you’ve never worked with a recruiter. Perhaps you’ve even worked for only one or two companies during your entire career and are satisfied in your current job. Of course, these phone calls don’t come around every day, and if you have been in job search in the last three years you would have paid good money to get one of those recruiter calls.

As I’ve been known to say: “When opportunity knocks, open the door!”

Before the Recruiter Calls:
One day a recruiter might call you-perhaps when you are least expecting it. And, he or she may want to speak with you about a position that could very well be your “dream job.” If you are not prepared for this moment, the opportunity could easily slip right through your fingers. It pays to prepare yourself to you are ready to respond quickly, professionally and decisively.

Here are a few things to consider today, so that you are ready when the phone rings. (It’s also wise to review these things as part of your regular and ongoing career planning efforts, anyway.)

What do you want in your next career move?
Do you aspire to the next level of leadership? Are you seeking a specific title or portfolio of responsibility? Spend time considering “what’s next” on your career map.

Evaluate your current employment situation.
Do you want to leave (and if so, why)? Do you like it enough to stay (and, if so, under what circumstances and for how long)?

Make sure your LinkedIn profile and your resume are updated.
Even if you are not actively seeking a new job, you should develop a regular discipline to ensure that your professional profiles are up to date and in a state of “constant readiness.” By last count, nearly 60% of all recruiters use LinkedIn as a first stop for searching for and screening potential job candidates. Subsequently, when a recruiter does call, you simply won’t have the luxury of delaying by days, or even weeks, to get your resume up to date.

What are your compensation requirements?
What was your compensation last year, and if you are up for a bonus this year, how much will it be and when will you receive it?

In addition, if the job opportunity presented to you is a good move, are you willing to decrease your compensation in exchange for advancing your career with a new title, increased responsibilities, or experience in a new field or industry—and, therefore, eventually making more money? No one likes to leave money on the table, but sometimes there is more potential to an opportunity than strictly a sum of money.

When the Recruiter Calls:

Suggest a good time to talk.
Recruiters will almost always contact you while you are at work, but we understand that you may not be in a position to speak candidly at that time. A respectful recruiter should be flexible and arrange for a phone “meeting time” to fully discuss the opportunity. Beware of recruiters that make a high-pressure, now-or-never sales pitch, especially if it puts you in a difficult or compromising position.

Ask the recruiter about his/her relationship with the hiring company—and whether the recruiter is working on a retained or a contingent basis.
The answer will help you understand the nature of the relationship that the recruiter has with the hiring company and will likely have with you.

Understand that retained recruiters are essentially an extension of the hiring company and are exclusively representing the career opportunity to the candidate community. As a result, a retained recruiter will likely have a close relationship with the company that will provide you with more insight and information so you can make an informed decision. If a recruiter has worked with the company before or has visited with the key decision makers at the company, they can help you assess whether or not this position will be a fit. As a recruited candidate who is evaluating a potential career move, you need to have solid and truthful information in which to avoid making a career mistake. 

By contrast, contingent-fee recruiters will be paid by the hiring company only if they are the first to deliver a candidate resume who is eventually hired. There may be multiple, unrelated recruiters working on the search, each playing a game of “race the clock” to be first to send in a resume, and it’s likely that the recruiter may have never set foot in the door to meet the key employees and truly understand the culture and what the company needs to hire. The companies’ internal recruiters may also be working on the search. Make sure that all parties involved understand and respect the confidential nature of your candidacy if you are currently employed.

Ask the recruiter where his role ends.
A good recruiter will stay in touch with you through the interview process and will offer tips and suggestions to prepare you. He also will stay in touch with you even after you are hired, to ensure a smooth and effective transition.

If you are a company looking to partner with a retained-search recruiter to fill those important positions, learn more by visiting the “Resources for Companies” section of my Web site.

And, if you are a “top talent” employee anticipating a call from a recruiter, learn more about the recruiting process and  how to prepare for the interview by visiting the “Understanding the Recruiting Process” and “Resources for Candidates” section of my Web site.

Are your best employees waiting to jump ship? A new study says they are. Are you ready?

I’ve been advising companies on this for almost two years, and now the latest employee benefits study by Met Life (as recently reported in USA Today) confirms it:

Employee loyalty is the lowest it’s been in three years, and despite what employers think, your best employees are on the hunt for a new job!

If that doesn’t scare you, maybe this will: A second study shows that more than one in three employees expect to jump ship and find a new job within the next six months.

Are you doing all you can to keep and retain your top employees?

And, if a key employee announces his or her resignation tomorrow, do you have a hiring strategy in place to respond quickly so your business doesn’t miss a beat?

Four Simple Steps for Influencing Employee Loyalty

Much has been written over the years about influencing employee loyalty. In my experience, culled from almost two decades in the recruiting and staffing industry, here are the four most important things you can do to hang on to your top employees. Some of these may seem obvious – but these are the themes I hear over and over again from top-tier managers who are currently employed but are actively searching for a new job.

1. Keep your key employees challenged and engaged.
One thing star performers all have in common is that they are always looking for that next big professional challenge. Don’t let your competition lure your top talent away with the promise of bigger and better challenges (and, consequently, bigger and better rewards). Instead, seek out meaningful “stretch opportunities” that will motivate and challenge your top performers to reach even bigger heights.

2. Recognize excellent performance.
One thing the recession has taught us is that workers at all levels of an organization will roll up their sleeves and work longer and harder for the good of the team—but the minute they feel that their efforts are being taken advantage of, they are quick to start looking for employment elsewhere. Smart employers know that a little recognition goes a very long way toward building and fostering loyalty. Recognition need not require a financial reward; in fact, one “success story” involved a boss at a large insurance company who came in on a Saturday with a team of  other company executives to wash and wax his employees’ cars by hand while they worked extra hours in the underwriting center to catch up on a backlog of files. I’m not saying that you have to start singing ‘At the car wash…’ but g oabove and beyond to recognize those who have gone above and beyond!

3. Say “thank you.”
Again, this seems obvious, doesn’t it? But you would be surprised how many employees make a move to jump ship when they feel that their efforts aren’t noticed or appreciated. A workplace culture of appreciation and civility goes a long way—especially in a time when so many companies are requiring more of their employees and expending fewer resources.

4. Find ways to help your top employees further develop their skills.
A body of research shows that the more a company invests in its employees, the more time and effort employees invest back in the company. Does your company provide skill-building and advanced learning opportunities? Do you encourage a culture of life-long learning? Do you cultivate mentoring relationships between more junior and senior leaders or provide executive coaching opportunities to help your team achieve their very best?

What If They Leave Anyway?

Of course, in today’s battle among employers to secure top echelon talent, no retention strategy is entirely bulletproof. Even if you follow the above tips to a “tee,” you may nonetheless find yourself in a situation where a key employee or two resigns for a more lucrative opportunity and you never even saw it coming.

When this happens, I can help you develop a hiring strategy and create a performance profile of your ideal candidate, and then tap into my vast network of high-achieving professional candidates who are actively seeking new career challenges or who are simply open to exploring new opportunities. We tap into this network, which we have cultivated over time and experience, to deliver a hand-picked slate of “A list” candidates for your consideration. Our work is not done, and we do not rest, until we find the right candidate for your company.  

Contact me today to discuss your company’s hiring needs—whether you are currently seeking to fill a new position or whether, like the article referenced above, you are simply wishing to be proactive in the event that a key employee opts to leave so your business won’t miss a beat.

Clean Up Your Hiring Practices: Marni Shines a Flashlight into the Dark Corners of Recruiting Practices That are Not in Your Company’s Best Interest

With the snow finally melting (hopefully!), we can say with some confidence that spring is just around the corner!

Whether you and your family head for warmer climates for a spring break trip, whether you are on a cleaning and organizing kick at home, or whether you are already mentally plotting out your garden, spring for many of us is time of “refreshing” and “renewing.”

Having made it through the first quarter of the year, many businesses also are in a mode of “refreshing” – making important decisions now in order to refresh the bottom line by introducing new initiatives, ideas and innovations for the remainder of the year and beyond.   

Selecting the right search firm is one of the most important business decisions your company will ever make. Executive Recruiters hold the key to influencing corporations and winning the war for talent. Unfortunately, many companies do not take appropriate measures to conduct due diligence when selecting a firm.

In the spirit of “spring cleaning,” I shine the flashlight into hidden and dusty corners of the search firm selection process so you can be a more enlightened consumer. Discover what’s hiding in the dark corners of recruiting processes that are not in your best interest!

Robbing Peter to Pay Paul
(a.k.a., The ‘Off-Limits’ Policies) 

Most search firms profess to have unparalleled access to top talent. But…is that really true?

It depends on how strictly your search firm adheres to an industry practice called “Off-Limits.”

 

The “Off-limits Policy” is a promise that some search firms make to refrain from recruiting talent from a client company for as long as it’s a client and for a specified period of time (usually 12 to 24 months) after completing the last search assignment.

 

If you’ve ever wondered if your recruiter is able to source the best candidate available in the market, just ask them about their “Off-Limits” policy. When selecting a search firm that specializes in a certain niche or industry, ask to see their client list. There might be some companies on that list that employ talent that could be a good fit for your company, but their hands may be tied and they won’t be able to recruit them for you if they honor their “Off-Limits” policy. When a search firm specializes in a niche industry then their access to a wide talent pool can be crippled by virtue of their “Off-Limits” policy. They can’t (or shouldn’t) rob Peter to pay Paul.

 

Large national and international search firms tout their size as an asset, but actually it can be a liability because their large client list can severely limit your access to top talent. More disturbing is the practice of search firms profiting from offering “protection” – promising not to recruit out critical talent in exchange for your business. Who would want to do business with these “mob-like” ethics at play?

What if your search firm claims that its hands are not tied because they don’t have an “Off-Limits” policy? That’s concerning, isn’t it? Do you really want to pay a search fee to a recruiter, only to have him or her turn around and pluck top talent from your company? And I’ve heard of recruiters who call back into the company where they’ve recruited from, to replace the person that they took away from you. These are practices that are frowned upon by the search firms who uphold our industry behavior standards, and you should ask the hard questions of your recruiting firm to ensure that they are practicing good ethics with your best interests in mind. 

The Fox is in the Hen House
(a.k.a., “We also do Leadership Development”)

During the recession, some Executive Search firms added Executive Development and Coaching services to their portfolio as a way to generate revenue and stay afloat. And who could blame them? It sounds logical on the surface. After all, if an Executive Search firm already has a relationship with a company, wouldn’t it make sense to also coach their leaders? But let’s take a closer look at this business model.

What happens when the search firm is working on some searches where the ideal candidates might be working in the very company where they are doing the leadership coaching? Foxes do get hungry…and they might become tempted to snatch a hen or two to feed a search for another client. Some would point out that the leadership coaches would not ethically serve up tasty candidates to their executive recruiters to feed that side of the business. One would hope not. But why tempt? If your search firm offers other types of services, ask the tough questions. Or…select a firm that focuses on recruitment services and don’t tempt fate.

 

James Bond – Double 007 or Double Agent?

When it is time to select a search firm, many top executives and/or board members bring in the search firms (often the large branded ones) that they have known and worked with for a long time. That makes sense on the surface, as this is a relationship-based business. But once again, let’s dig a little deeper and ask the hard questions about possible cronyism and personal agendas.  

We often hear about top executives and board members who are repeatedly placed by the same search firm or recruiter. Dig deep and we learn that that same executive or board member repeatedly engages the same firm to conduct searches for their company when they go from company to company. Hmmm….is the search firm brought in to conduct searches because their service is outstanding, or…because the executive is simply looking out for his or her own career interests? Are they a “double agent”? Where does this person’s loyalty lie? Are they looking out for their own personal career, or do they have the best interest of their company in mind?

And, once the search firm is brought in how often does the executive actually monitor the service and results of the firm. If the search firm doesn’t meet expectations how hard is it to get rid of them and bring in another firm who will provide better and timelier results? Who checked out the firm’s “Off-Limits” policy? Definitely not the exec that brought the recruiting firm in….otherwise how would he or she get placed in a better job by the same firm?

In conclusion, my intent is not to be a Debby Downer, but rather to guide your company to select the search firm that will work tirelessly for your best interest, not theirs.