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 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.

Third-Party Recruiting: Expense or Investment?

Don’t be Penny Wise and Pound Foolish in Your Recruiting Efforts

An interesting trend is emerging in the Twin Cities employment market right now. With the economy improving and with companies consequently loosening their purse strings,  a number of businesses are now choosing to staff up their internal recruiting teams.

On first blush, this sounds like a great thing. After all, companies are hiring again. Recruiting is happening. The employment market is moving forward. Companies think that building a robust internal recruiting team will save thousands of dollars in third-party search fees.

But, wait just a minute. Just because internal recruiting is ramping up and finding candidates doesn’t mean these searches are netting the right candidates. 

South Carolina-based recruiter Frank Risalvato talks about this very phenomenon in his recently released recruiting handbook, A Manager’s Guide to Maximizing Search Firm Success. Many companies make a huge mistake, he says, by viewing third-party recruiting as an expense rather than an investment. As a result, this leads companies to take shortcuts, to seek out the least expensive methods of recruiting. Unfortunately, these shortcuts can also lead companies to come up empty-handed.

I’ve experienced this phenomenon in my own practice—probably more times than I can count. Recently, for example, I was contacted by a mid-sized company to help with a senior-level search that had gone on for months and months. The company, hoping to save a few dollars, had gone about the recruiting and hiring process using internal resources and job postings. After significant time and energy, they found an active candidate and offered her the job—only to learn that she had accepted an offer from another company. The upshot? After all that time, energy, expense and effort, the “big fish got away.” By the time the hiring company contacted me, they were exhausted and weary. They were under extraordinary pressure to fill such a critical role, and they had come up empty-handed. If the internal recruiter had spent more time developing a relationship with the candidate and keeping in close contact during the lengthy interview process, they might have known about the competing job offer before she was off the market. But…that takes time, and internal recruiters are busy with tens and even hundreds of job requisitions. Fortunately, I was plugged into that market and recruited a top-notch working candidate in a month. If they had contacted me from the beginning, they probably would have saved more money than they paid in a search fee. Not to mention the aggravation and lost productivity. Again, expense or investment?

Rather than think of recruiting as an expense, think of it as an investment, argues Risalvato. You get what you pay for. When you invest in working with an executive recruiter on a retained search, your investment will buy you a lot of value, including:

A network of candidates larger than the eye can see.
Networking is what retained search recruiters do. Unlike internal recruiters who typically are desk-bound all day, we spend our professional lives “out there,” meeting people, discerning their skills and interests, and making connections. (One of the reasons my logo depicts “running Marni” is because much of my time is spent meeting, meeting, meeting people—in their offices, at coffee shops, at networking events, through social networking, at parties and social functions.) I’m a ‘talent scout’ for my client companies!

Serving as your “soldiers” in the war to attract top talent.
There is a huge misperception among businesses that there are “lots of good people out there.” While it’s true that it’s still somewhat an employer’s market for unskilled and entry-level positions, it’s also true that top-performing talent is hard to find. These are the people who are consistently snapped up immediately. They most likely not out there actively seeking employment right now. An experienced executive recruiter can help you find those high-caliber executives who are currently employed elsewhere, are not actively looking and may not even be as much as a “blip” on your radar screen.

Selling your company to the right candidate.
Remember the story about the company that lost their top candidate when she accepted another offer? Working with an executive recruiter can help you avoid this embarrassing and frustrating situation. That’s because we are the ambassadors and salespeople for your company. We “sell” candidates on the benefits of joining your company. We stick with them through the entire interview process until the hire has been made and even during the weeks leading up to the candidate’s first day on the job. We help them get—and stay—excited about working for your company, and we stay in touch during the first few months to make sure things are going well.  

Contact Hockenberg Search today if you are frustrated with finding the right hire! I can show you the value you’ll receive when you invest in your recruiting efforts through the benefit of a retained search.

10 New Year’s Resolutions You Can’t Afford to Ignore

Are you making any of these hiring mistakes?
If so, you are missing top talent and negatively affecting your company’s bottom line

It’s the New Year—and an improving economy means that more companies will be recruiting and hiring for key positions this quarter.

If your company is among those investing in finding top talent this year, you will want to be sure your recruiting efforts are optimized for success. In his book, A Manager’s Guide to Maximizing Search Firm Success, Charlotte-based executive recruiter Frank Risalvato (who specializes in Insurance Executive Search) outlines 10 causes of Client/Search firm breakdown which could result in a failed search. Frank has given me permission to share these tips with you.

Is your company, or your recruiter, guilty of any of these practices? With the New Year upon us, now is the time to make some New Year’s “Recruiting” Resolutions to ensure that your search efforts are positioned for maximum success.

Ten Reasons Why Searches Fail

1. Fee attitudes.
   Does your company view the hiring process as an investment or as an expense? The healthiest organizations view staffing as an investment in the company’s future and treat all hiring activities with the care and respect it deserves.
2. Delays in feedback about candidates.
   Delays in communication are a significant reason why the employer/recruiter relationship breaks down. When top candidates don’t hear back from the internal hiring manager or third-party recruiter within a reasonable amount of time, they start to lose interest and begin to pursue other opportunities.
3. Weak links in the chain.
   When your company initiates a search, consider carefully who will serve as your company’s primary point of contact for such a high-stakes search effort. In many situations, recruiting efforts are severely jeopardized unless the primary internal point of contact understands the value of the search and its implications for the bottom line.
4. The Search-Party Posse Syndrome.
   Some employers send recruiters on a “wild goose chase” by contacting multiple search firms about a single search and pitting them against each other. When this happens, the priority is to be the recruiter to find the first candidate and thereby reap the rewards—not necessarily to invest the time and resources to find the best candidate.
5. Over-centralized authority in the wrong hands.
   When the hiring decisions are only in the hands of one person within a company, the odds of making the wrong hire greatly increase. When one person’s influence is allowed to supercede company goals, everyone loses.
6. Circumventing the recruiter.
   When the hiring organization bypasses their third party recruiter, the organization loses out on tapping into the recruiter’s valuable information, insights and network and risks jeopardizing the search process—not to mention impacting the recruiter’s own livelihood.
7. Too many chefs spoiling the broth.
   Hiring organizations that bring too many internal decision-makers into every hiring decision risk slowing down the process—often losing top candidates in the process or hiring for the wrong reasons.
8. Search firms that oversell, but underperform.
   Some employers are dazzled by the personality of the Account Manager serving them but quickly realize the work product just doesn’t match up to the hype presented by the sales person. Employers can avoid this by asking the recruiter or search firm to describe the recruiting process and asking for specific examples of successful hiring.
9. Neglecting to contact references.
   Employers are quick to call references of potential candidates—but rarely do they call references before hiring a search firm. However, it’s essential that employers check references to determine a search firm’s track record of successes before signing on.
10. Uninviting office environment.
    Just like staging is so important when a house is for sale, a hiring employer needs to present its “best self” to candidates—and this includes displaying a positive office environment. After compensation and growth opportunities, the office environment is a key reason why some candidates decline a job offer. Imagine the heartbreak involved when you are so close to finding the perfect candidate and s/he declines your offer simply because your office is not inviting!

Contact Hockenberg Search today!
I can show you how to avoid these costly breakdowns in your own hiring efforts. Call me today for a complimentary, no-obligation conversation about your companies hiring process and I’ll give you a free copy of Frank Risalvato’s book, A Manager’s Guide to Maximizing Search Firm Success, for your library.

Customer Service: There’s No App for That… Yet

Five Twin Cities HR Leaders Share the Secret to Winning Their Business

In today’s age of iPhones and BlackBerries, the ability to post anything to anywhere in real-time and the anonymity afforded by the Internet, many of us sometimes catch ourselves wondering if speed is king and if good old-fashioned customer service has simply gone out of style.

Not at all, say Twin Cities-area hiring managers.

 At a recent program hosted by the Minnesota Recruiting and Staffing Association (MNRSA), I had the privilege of moderating a unique and lively panel discussion with several highly respected HR professionals across the Twin Cities, including: Roberta Mellen, Deb Pender, Ann Frey Parsons, Mike Saleck and Jane Kuhn.

The goal was to hear from these accomplished HR leaders what they like, dislike and expect from staffing and search business partners so we can do a better job of meeting their needs.

 The panel confirmed that not only is service alive and well—but it’s one of the most desired qualities HR leaders seek, not only when working with staffing consultants and recruiters to help fill positions but also when conducting business, generally. Here’s what they had to say. As you read them, ask yourself: How does your recruiter, your business approach or your job search effort stack up against these best practices?

Build relationships first, make sales second. (And don’t oversell.)
Twin Cities HR leaders agree, overwhelmingly, that this is the most essential principle of all. They want to work with people they know and trust and with whom they have long-term relationships. They desire a personal touch and seek “chemistry” with the people they choose to conduct business with. They do not want to be on the receiving end of high-pressure sales or feel like their only role is to help someone “close a deal.” Says one HR leader: “I am not opposed to developing relationships with new providers—but that takes time, and I will want to see some successes brought to me.”   

•  Make your contacts count.
  Along the same lines, you can be effective at building relationships with hiring managers by being relational and not just transactional. “Make it a pleasurable experience when you contact me,” says one HR manager. Others say that when they receive a sales call from a recruiter, many times they consider it a call from an old friend and not just a cold call. Find common ground and get to know them personally.In addition, HR professionals are struggling to keep up with the flood of e-mails and direct mail pieces pouring through their inbox on a daily basis. (Some even have firewalls that block certain types of inbound e-mails.) To that end, HR leaders seek the personal touch from their business partners—a voicemail or an e-mail every so often, just to check in and say hello and see if they need your help, with no pressure to respond if they are busy or not in need of service at the moment.
   
• Ask good questions and do your homework.
  These days every business person is trying to accomplish more work with fewer resources and a finite amount of time. Hiring managers grumble when they feel their time is being wasted – so they expect their business partners to come prepared to “get down to business,” having done their homework ahead of time to fully understand the needs of the business first. (This also applies to job candidates who may be meeting with a hiring manager for a first interview: Be prepared with information about the company and its business needs before you even walk in the door!) Make the meeting about them and their needs, not about you and yours. In addition, HR leaders appreciate it when their business partners ask them plenty of questions. Says one person: “The more questions you ask me, the more comfortable I am that we are on the same page and that you will be able to meet my needs.”

 

•  Be honest.
  It’s a competitive marketplace out there with many recruiting  consultants vying for a sale. However, HR leaders caution not to “fudge it” with them just to make a sale or get the business. “Be honest about the talent you have and what services you can provide,” says one HR executive. And, be sure to follow up throughout the entire process. “I do not want to be hung out to dry,” explains one HR manager when discussing the availability of candidates on a search.
   
• Be supportive.
  Without question, this has been one of the most complex times for business leaders in memory. The HR department is facing incredible pressure to stay positive, while also grappling with the harsh realities of the economy and layoffs. They need their business partners to be supportive and proactive.  

 

• Follow up.
  HR leaders want to receive follow up. For recruiters like me, that means always checking back with them to see how the new hire  is doing in the new role, whether there are any issues and whether they need any additional help—and doing so in a way that is respectful of their time.  

 

As you can see, these HR pros had some excellent advice that we all can take to heart in our business dealings. Above all, as one HR leader said so eloquently: “I look for three important things when choosing whom to work with: Your flexibility, your approach and your passion for your work.”

 These core qualities are not about speed and technology but about relationships and the personal touch, pure and simple.

 I Want to Hear From You!

Whether you’re an HR pro, a business person or a job seeker, these tips probably resonate with you, too. Hockenberg Search would like to hear from you! Tell me about a recent service experience—good or bad—that you’ve had with a recruiter,staffing agency, or HR Department in the Twin Cities. How was the experience for you? What went right or what went wrong? Send me an e-mail at marni@hockenbergsearch.com with some of the highlights (you and the company can remain anonymous if you prefer) and I may use your story in an upcoming article.