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!

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.

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.

To ‘DIY’ or not to ‘DIY’?

From Martha Stewart to HGTV, there’s no denying that we live in a do-it-yourself world these days. 

Sometimes there is great joy and gratification in doing something yourself, such as repairing that leaky faucet, building a new deck, or knitting a blanket for a neighbor’s newborn. And other times, attempting to do something solo makes for a frustrating, time-consuming experience, such as the time my friend attempted to rewire a few lights in his home and ended up making quite a mess of things (much to his wife’s consternation) before the electrician came in to save the day—at twice the cost, because he had to undo the damage and then fix the original problem. 

Simply put, there are some things you can do for yourself—and there are times when you need to call in a pro to help you achieve your goal as quickly and effortlessly as possible. 

Recruiting and hiring key employees is much the same way. Some hiring managers or HR departments choose to “in-source” the entire process, either as a cost-saving measure or because they have staff power to handle it, while others would never dream of going about hiring without the benefit of an expert to help them through every step of the way. 

So, which is best for your company? 

Why “DIY”?
Many companies who routinely hire staff level roles are successful “DIY-ers” when it comes to hiring employees and sometimes this may be the best solution for their hiring needs. 

However, countless others who rely on “DIY” hiring—especially because of budget constraints—do not achieve success at finding, hiring and retaining the ideal candidate. Ironically, many of these cost-conscious companies end up spending more time, money and energy than if they’d hired a professional search consultant. 

If your company wants to “DIY,” be sure to consider the following: 

• It’s understandable that your company wants to save money—but be sure to consider the true cost of writing and listing job ads, fielding phone calls from candidates, conducting phone screenings and interviews, reference checks, preparing an offer letter, and then starting all over again if the offer is rejected or the new hire fails to perform in the first few months. Consider how much “productivity” time you lose when you are managing every detail related to the hiring process and diverting attention away from core activities that can grow your business.
• If staffing is not your primary job, be prepared that it will take you longer to find the right candidate. And the longer a key role stays vacant, the more money it costs your company.

Why Hire a Recruiting Expert?
By contrast, many smart businesses rely on a professional search consultant to help them manage all aspects of the hiring process. Even in this uncertain economy with many job seekers on the market, many hiring managers tell me that they aren’t meeting the caliber of candidate that they need and expect—and finding the right candidate takes a great deal of effort and creativity. 

A recruiting partner can add value in some of the following ways: 

• A third-party recruiter will find top-notch candidates from among both active job seekers as well as those who fit the profile but may not be actively job searching (passive candidates). They will filter out the candidates who are serious versus those who are merely “shopping.” This is particularly valuable in today’s economy, where hundreds of candidates may be contending for one position for which they may or may not be qualified.  
• A recruiting expert is a “Sales and PR professional” for your business. Imagine finding the perfect candidate, only to have him get cold feet and back out. Working candidates can be hesitant to leave their current job. A good recruiting partner can be an ambassador of your business to help “sell” your job as a career opportunity, the advantages of your company and its culture. With the guidance of a recruiter, a candidate is more likely to enter the search process, remain engaged, and accept your offer. 
• The hiring process doesn’t end as soon as the candidate accepts the offer. A good recruiting expert will stay in touch with the candidate during the delicate transition period to keep the candidate excited about his/her new opportunity with your company and mitigate the risk that the candidate will change her mind, keep interviewing, or accept another offer. The recruiter that’s formed a good relationship with the hired candidate will ensure that there aren’t last minute ‘nasty surprises’.

Do you think your company would benefit from its own dedicated hiring partner?
Hiring activity is increasing and there is little room to make a costly hiring mistake. This may be the right time for your business to determine whether a third-party recruiter is the right solution for your unique hiring needs. Contact Hockenberg Search at (952) 593-4023 or marni@hockenbergsearch.com for an exploratory, no-obligation conversation to see whether your business would benefit from a recruiting partner to help you achieve your goals.

 

 

Poised to Flee: A job recruiter’s tips for jumping ship

(Angelo Gentile interviewed me for an article that appeared in the August edition of Savvy.mn magazine.)

Conditions are improving for workers. Minnesota’s unemployment rate in May dropped to 7 percent. That figure is 2.7 percent lower than the national rate.

These numbers are especially good news for those folks who have been plotting an escape to a new job but felt they couldn’t make a move because, well, there were no other jobs to move to.

If you are one of those who are poised to flee, first heed the  advice of Marni Hockenberg. A recruiter for 15 years, Hockenberg is principal of Minnetonka-based Hockenberg Search. She works on the corporate recruiting side of things, working on behalf of companies seeking new employees.  She has five Essential tips for you to consider.

Evaluate

Evaluate your current situation before you start looking, Hockenberg advises. What’s your motivation for leaving? Are you running away from a bad situation or running toward a better prospect? Can you get what you want form your current employer, such as more growth opportunities, meatier projects or more compensation, so you don’t have to jump? Identify the motivation that’s behind your urge to flee.

 Explore

Explore your future. In other words, research where you want to go. Examine industries as well as specific companies, and look for anyone you might know at these companies.

 Engineer

Engineer your personal “brand.” Figure out your professional value based on the accomplishments and results you achieved for your company. This will help you build your resume and prepare you for interviews.

 At the same time, invest in your appearance. You don’t have to be a beauty queen, Hockenberg says, “But do the best with what you have.”

 Spruce up your brand from the inside out. “Candidates who work on theses ‘inner’ and ‘outer’ parts of themselves are more appealing than those who don’t invest in this part of the process,” Hockenberg says. This piece also includes gearing up your energy and enthusiasm while networking and interviewing. “Employers what to hire candidates with a passion for their job and industry.”

 Enlist

Enlist a powerful ally. Hire a job coach. This step comes after you’ve done the evaluating and exploring and have decided to make a move. A coach can help you with overall career direction and also offer guidance on specific tactics such as writing your resume, preparing for interviews and developing marketing strategies for your job search.

 Expand or Extend

Expand or extend your network. If you are currently employed, you’ll want to get the word out selectively and confidentially that you are looking. Work your personal network and also get involved with other networking opportunities such as professional association meetings and chambers of commerce gatherings. “This means physically getting out there, eyeball to eyeball,” Hockenberg says. “Don’t just sit behind your computer sending out e-mails and resumes.”

To be or not to be … that person who accepted the counter-offer

The old adage is truly not a myth. People don’t leave jobs because of bad pay. They leave bad situations.

As the economy shows some signs of new life, employees are perking up to the signs that hiring is picking up at companies looking to position themselves for the recovery. For companies who are operating on the employment margins, this new reality is a threat to the stability they have enjoyed much through the fear of unemployment with current staff. Hiring and training new staff is expensive, and the knowledge that walks out the door can be invaluable to a company.

Some companies are compensating – or, better said, over-compensating – by presenting departing employees with a counter-offer.

What is an employee to do?

While there are various reasons an employer would present a counter-offer and an employee may consider accepting it, there is a greater question that should be asked.

How would accepting this offer define me as an employee, and what does it say about my employer?

Employees have much to consider when looking at new job opportunities – camaraderie, competent leadership, belief in the company mission, advancement opportunities, and respect. Compensation or advancement are only part of the equation.

Companies using counter-offers as a tool to retain employees are only commoditizing the skills and creativity people bring to the job. What happens when someone comes along who is willing to do it cheaper, even if not better? If you are worth the offer now, why weren’t you worth that before?

Employers presenting a counter-offer are only doing it for their benefit, not yours. It could be a stall tactic to keep an employee until a competent replacement is found, or it could be a tactic to make retention rates look good for that fiscal quarter. Statistics have shown that more than 80 percent of people who have accepted counter-offers no longer work with that company six months later.

Whatever the reason, the simple fact is that good companies don’t do counter-offers, whether by policy or good business practice.

And good employees don’t accept them. Consider what it says to employers and recruiters who lose candidates to a counter-offer:

• This person used me. In the age of networking and databases, this could get people blacklisted among a small world or recruiters and hiring managers. No one wants to feel like they have been used.
•  This person is a fidelity risk. No matter what a current employer says to an employee when presenting a counter-offer, the trust and sense of loyalty has already been broken.
•  No matter the situation, this person can be bought. Maybe that is a little harsh, but employees accepting counter-offers are not changing the situation that forced them to seek a new job, they are only changing the rate of pay for which they bear the situation. Counter-offers are only short-term gains for employees, not long-term growth strategies.
•  Threats do not build respect. If you have to threaten an employer to leave to get a raise or a better assignment, how often will that threat need to be used in the future?

 The last point brings us back to the employer, both the new one and the old one. Good companies recognize value. Those who are extending offers for new employment see value in an employee’s skills, and that should carry a lot of weight in considering a new job. Companies that wait until employees consider a new job to make more lucrative offers are not demonstrating good business practice that should make an employee feel comfortable about where they work.

Marni Hockenberg, principal of Hockenberg Search, serves as a trusted search consultant to companies who need to upgrade their talent and fill mission critical positions. To tap into Marni’s expertise for your next hire, or to view current searches, click here to connect. 

Your roadmap to hiring and retaining top Sales professionals

In this issue of Hire Learning, we explore the key elements of hiring and retaining a top performing sales professional.

Step 1: Develop a performance profile. A performance profile defines the work the person needs to do based on the sales role, client base, industry, and other related factors. It does not necessarily describe the skills required, rather it’s what a person does with what they have that determines success. The performance profile will create a more concrete idea of what you are looking for in a new hire, and will likely accelerate the first steps of the hiring process. This is a critical step in identifying the type of salesperson who will fit your business.

Step 2: Create your job advertisement. Using the profile, develop your job advertisement. The ad should highlight the Employee Value Proposition by describing why a top sales person would want the job and clearly defining the growth opportunities. Sell the opportunity, not your company. Place your company ‘commercial’ at the end of the ad because talented sales people want to know why your job (not your company) is better than competing jobs. They are looking for what they will learn and how they will grow in their career. Convert your ad into a career opportunity, not just a list of job requirements.

Step 3: Develop a consistent interview process. Your interview process will guide you from the initial resume review, to interview questions, background checks, and ultimately the offer. Creating your interview questions in advance will help you remain disciplined and systematic in identifying salespeople who fit your profile. Check your emotions at the door at least for the first 30 minutes. First impressions can be misleading especially with sales people who are trained to professionally ‘sell’ themselves. Start each interview with a work history review to allow each party to become comfortable and settle into the interview. Be sure to keep these questions organized in such a manner that you are most effectively assessing your candidates at each step of the process (making sure to get more in depth as the process continues).

Step 4: Invest in a competitive compensation plan. The right compensation plan will incent your new salesperson for optimal performance and will also help you retain your best salespeople. There are few things as disheartening or expensive as losing one of your best salespeople after making an investment in recruitment, hiring and training. Proper compensation is key to keeping your talent at the level you would like it to be. Research companies in your industry to find out if your compensation is in line with your competition. Good sales people should be financially motivated and a plan that not only attracts but retains them should be a top priority.

Step 5: Develop activity standards and quotas. Along with your compensation plan you will need to determine what your activity standards and sales quotas will be. This will ensure that everyone clearly understands what is expected. It’s been my experience as a recruiter that unclear expectations are one of the main reasons why sales people quit. This will also provide you with a guide for managing your salespeople. Staying organized in this way will help not only efficiency, but will also help you keep your talent. Keep in mind that this is an ongoing process that will change over time as your business and market evolves.

Step 6: Create a reporting process. You can’t manage what you don’t measure. So you will need to create a reporting process for your sales efforts that makes it easy for your salespeople to report on their sales activity. This system will allow you to measure that information against the Key Performance Indicators you developed which will in turn help you to assess your growth levels in performance.

Step 7: Develop an on boarding process. When you hire a salesperson, you need a process to get them set up as an employee (or in some cases an independent contractor). Don’t expect the sales person to ‘wing it’ once on board.  Introduce them to your company, culture and history; introduce them to your performance standards and reporting, and provide them with basic product knowledge and rate schedules. Keeping your talent well-informed will help with both productivity and company loyalty of your talent.

Step 8: Provide training and sales support materials. If you want a successful sales effort, sales training and support are critical. As a small operation, training may be more informal than in large companies, however, what is most important is that it be regular and ongoing. Don’t forget to provide support for your salespeople in the form of a CRM program, marketing collateral, and customer service.

Step 9: Prepare to coach and manage. Managing salespeople is different from managing other types of employees. It requires you to be a coach, mentor, motivator, and leader. A top sales person who is promoted to a Sales Manager position is not necessarily equipped to be a good manager unless provided with management training. So be sure you are prepared to be engaged and involved with your sales team. This will create an atmosphere that fosters growth, and will create a better work environment for your team.