Category: Job-search over 50

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Onboarding: Make A Good Start To That New Job

When I begin hearing the same thing from different people at the same time I stop and take notice.  That is what happened last week.  One day, my colleague on the consulting side of our business was lamenting a client’s poor management of the onboarding process for a candidate I just placed.   The next day the issue became, even more, personal as a close friend opened up about her experience.  She was disappointed with the way she was onboarded by her current employer.   She had just completed her one-year anniversary as a Key Account Executive with a Fortune 500 financial services company.   She thought she could have been much more productive leveraging her six-figure salary if her boss had crafted a better onboarding program.   The message to her was: "you are smart and experienced so you can figure it out."   Of course, she did figure it out, but at what cost? 

 To some extent, I can understand the first situation as the client is an emerging brand with a lot of moving parts.  On the other hand, my colleague had delivered the on-boarding plan to the hiring manager.  All he had to do was to share same with the new employee and facilitate his training and assimilation.  The second situation is more confusing as the employer is a major, well-established brand.

 When I think back on my job changes, while an employee in the Fortune 500 environment, I enjoyed the benefits of well-crafted onboarding programs.  These were significant Senior General Manager positions.  Not C-level jobs, but meaningful, highly compensated jobs.    My employers invested the time to ensure that I had the tools, understood the culture, and assimilated well into my new job.  They knew that if the onboarding program were sound, I would be more efficient sooner enhancing my potential to the company.  

 I understand that the world that changed.  People are expected to do more with less.  Some things have not changed, however.  Turnover is still very costly.   Typically, most turnover comes from the ranks of the least-tenured employees.  In other words, there is a majority of permanent employees who have been with the company for a long time.   The smaller group of less tenured employees represents the segment that is turning most often.   Why is that?  It is costly!   Companies do not hire from the outside if they have the talent available inside the enterprise.  So churning the most recent hires represents a failure to meet recruiting goals.   In these situations, something is amiss in the recruiting-selection-management process.  

  For our purposes, onboarding is about housekeeping, incorporation, and acceleration.  Housekeeping refers to the administrative activities of making a new hire an employee.   That includes completing the new-hire package to put the individual into the payroll system and assigning their workspace.  It also includes providing the new hire with tools of the trade such as cell phones, computers, and access to the intranet.    Incorporation speaks to the introduction of the new employee to the company.  That includes getting to know their existing team, peers, and possibly the next level of management where they may interface.  Acceleration is about helping the new hire become fully productive as soon as possible.  Acceleration is learning how things get done in the company.   It is as much about cultural indoctrination as it is about understanding business processes.  Acceleration may be the most critical part of the onboarding process as it is highly interpersonal and likely the most politically charged part of the work environment.

If you are about to start a new job, invest some time learning about your onboarding plan.  If you find it lacking, you must be proactive!  Take the initiative to enhance the onboarding program and gain buy-in from your hiring manager and key stakeholders.   Success in your new job depends on getting off to a good start!   In the next few posts, we will explore the onboarding process more thoroughly.

 

Thank you for visiting my blog.

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Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so, please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

 

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Your Recruiter’s Vetting Process: Other Activities

For the past few weeks we have explored the candidate vetting process via interviewing.  IntOver-50 8erviews are important, but hardly the only way candidates are evaluated.  There is a lot of work done throughout the selection process that precede, parallel, and succeed interviews.    To be successful you must understand the entire vetting process and prepare accordingly.

Most of my candidates come from my network, either as primary contacts or their referrals.  I generally know a bit about them and may have worked with them in the past.   The people in my network have established a certain level of trust.  Candidates introduced by network members benefit as that trust attaches to them, more or less.   Additionally, the referral source will provide much needed background information on their referral.

It is not uncommon to receive referrals from second and third level connections who I may not know.  Or, for some searches I must actively network to find candidates.  In these cases I am connecting with people I don’t know.   Since they are unfamiliar to me, I must establish a comfort level to put them into contention.  The basic process to accomplish that goal is:

 

  • Talk with people at companies where they have worked.
  • Review their on-line persona.
  • Conduct an Internet Search.

It really is a small world which technology continues to shrink.  Since I focus on a limited number of industry segments my professional world is a bit smaller.  If I have not crossed paths with someone, I know people that have.   By using my network I can talk to people who have had direct experience with the job seeker.  They will validate him, or not.  These discussions are particularly helpful as I will uncover information not available through more traditional means.

One's online persona is important to explore.  We have heard stories of bad behavior displayed on the Facebook pages of recent College Grads and younger professionals.   Although this is less the case with more senior executives, there is still a lot to learn by reviewing their social media accounts.  It may seem like an invasion of privacy, a little creepy even.   The Internet, however, is the public domain and fair game.  LinkedIn is particularly useful.  The background information presented there is more comprehensive than most resumes.   I can get to know the candidate's professional associations and affiliations as well as references provided by coworkers.  If they are active in on-line groups I can evaluate their technical savvy and writing skills.  If they are active on Twitter I can learn more about their interests.  In summary, social media is an information gold mine.

I use Google to find news articles about or written by my candidates.  There’s also a number of fee-based services available to collect highly personal financial information.  I haven’t found the need to do so, but you can be certain that others will.  You must know that the internet makes it easy to learn as much as one needs to know about job seekers.

Understanding the full scope of the recruiter’s vetting process is important to your success as a job seeker.  Understanding the information the recruiter needs and how she finds that information will help you better manage your personal brand.   Manage your public profile proactively to better support your job search goals.

Thank you for visiting my blog.

I hope you enjoyed my point of view and would like to receive regular posts directly to your email in-box.  Toward this end, put your contact information on my mailing list. 

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President
New Century Dynamics Executive Search
www.newcenturydynamics.com

 

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Ace Your Next Interview: The Well-Trained Interviewer

Last week’s post was directed at helping you with an inexperienced, un-trained interviewer.  Unfortunately, you are likely to meet those folks far more often than the experienced, well-trained interviewer.   The suggestions I provided last week are also useful when talking with a competent interviewer.   And let’s face it, you probably will not know in advance the competency of your interviewer so prepare for the worst and hope for the best.

Speaking of well-trained, highly competent interviewers, I can thank my colleague, Stan for this week’s topic.  When reviewing my post with Stan last week, he asked me what “knock-out” questions I used in my interviews.   I was confident that I knew what he meant, but just to be sure, I asked him for an explanation.  A highly useful interview question, I did not want to make any poor assumptions.   Stan told me that he used a few interview questions that if poorly answered would eliminate the candidate from further consideration.  He provided the following examples.

  1. If we hire you, what is your plan for the next 30, 60, and 90 days?
  2. Why should we hire you instead of the other highly qualified candidates in the queue?
  3. Why do you want to work here?
  4. What motivates you more, the thrill of winning or the fear of losing?

As it turns out, Stan and I were on the same page however, my methodology gets to the “knock-out” issue (suitability for the job) in a different way, which may become  another blog post.  These questions are meant to learn how the candidate will approach her work and how she might set priorities.   They surface issues which the candidate should have given serious consideration and preparation to discuss.  The response gives the interviewer insight into the candidate’s thought process.  Additionally, they help the hiring manager gauge the candidates’ interest level for the job in question.   Poor unfocused answers are a big red flag.  If the candidate has not given any thought to these questions then she is likely not a good fit for the job.  “Knock-out” questions help the interviewer validate the candidate’s Executive skills, (ability)  motivation ( interest level) and fit (cultural).

Executive Skills:

  • Strategic thinking
  • Goal Orientation
  • Leadership ability
  • Technical Proficiency

Motivation

  • Self-awareness
  • Personal drivers
  • Career Goals
  • Understands the job and expectations for success
  • Is very interested in the job in question

 

Fit

  • Understands and shares our values
  • Belief in our product/service/mission
  • Experience working in a similar culture

 

So, the “knock-out” question is meant to qualify/disqualify the candidate on the most fundamental issues of concern to any hiring manager.  A satisfactory answer does not mean that one will get the job.  It is the ante.  The price of poker, so to speak.  They are meant as a starting point to understand the three big questions on the mind of the hiring manager;  1) can he do the job, 2) will he do the job, and 3) will he fit our culture.

An executive recruiter begins with the same fundamental questions.  He may arrive as his answers in a different way, but the result is the same.  If you are not working through a third party recruiter you should give serious consideration as to how you answer these questions, as well.  It would be useful to talk with other experienced hiring managers to understand their knock out questions.

To be successful in front of an experienced interviewer requires preparation.  Give ample thought to the job you seek!  Know the kind of questions interviewers use to qualify candidates at the most fundamental level.   Preparation is the key to success in any endeavor.   Ace your next interview by developing great answers to the obvious ‘knock-out” questions.

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

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Ace Your Next Interview

Over the past Job Interview-1few weeks I had had some interesting conversations with employers who told me of poor experiences with Executive Recruiters.  One situation was with a current client and the other a long-time friend and networking contact who I have not worked for.  In the former case the hiring manager (no longer with the client) hired a candidate who did not rise to my “top three.”  He lasted less than a year and I replaced him pursuant to my agreement.  In fact, the replacement candidate was among the first group of candidates I presented and an all around more suitable hire.  The original hiring manager was not a part of the decision process for the replacement and this candidate is working out just fine.

In the second conversation I was able to ask my friend a few questions about the company’s selection process.  They have no Human Resources Department so the traditional HR functions are spread between the other Department Heads, if at all.   They do not have job descriptions so it was not clear as to how the hiring managers made their selections.  No one has had any formal interviewing skills training.  They do meet as a group to de-brief and arrive at a consensus for each hire.  This is a major positive which can serve as a base to build a better selection process if they chose to do so. 

Most managers I have talked with over the years have not had any formal training in recruiting and selection.  While working for one of my Fortune 500 employers prior to entering the Executive Search field I did receive formal training which I have found to be invaluable.  The biggest problem with the untrained interviewer is that they talk too much.  If the ideal interview is 20% interviewer talking and 80% interviewee talking, they operate in reverse.   Then at the end of the interview they will say that they did not learn anything about the candidate.  Not surprising if they are doing most of the talking.    So, the question is; how do you ace an interview with an untrained interviewer?   The answer, of course, is to help him interview you. 

Fundamentally, the candidate must gain some control over the interview to ensure a favorable result.  To help accomplish this I recommend that my candidates prepare a one page, key accomplishments hand-out which they can present to the interviewer at the beginning of the discussion.  This is a bullet point list of up to ten prioritized accomplishments, in big bold type, that best demonstrates your ability to perform the job in question.  Of course the interviewer has your resume, but this hand-out can become the agenda for the discussion, guiding his questions.   Trust me, they will appreciate the additional information and will be impressed by your preparation for the interview.

In subsequent interviews I have found that a hand-out which summarizes your understanding of the employer’s need is very useful to close the deal.   Personally, I find the following format to be very powerful:

  1. Yesterday:
  •  
  1. Today:
  •  
  1. Tomorrow:
  •  

This is a great way to demonstrate that you understand where the company has been; where they are today; and where they want to go.   If you are a little off base the interviewer will point that out and give you something more to talk about.   If you are right on target, which you should be if you have been listening and doing your homework, you will totally impress the interviewer with you grasp of their needs.  The assumption will be that if you understand their situation, you will be effective in the job. 

So, if you want to do well with trained or untrained interviewers, help them interview you by the use of visual aids to focus the conversation.

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

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Conclusion: Pre-Planning Alignment; The Right Way to Start a New Job

Day two of our consulting project began with a check-in regarding the prior-day’s activities.  The consensus from the floor was that the process held great value for John’s team and they were grateful to have the opportunity to share their thoughts in a non-threatening environment.   Also included were introductions of new participants representing HR, Operations, MarCom, Public Relations, and Financial Planning and Analysis.  Since John’s team could not operate in a vacuum, these relationships key to the success of the team.  They were included to ensure that they understood the Department’s objectives, the needs to execute those objectives, and generally, to make them a part of the team.  Additionally, their feedback and suggestions during the process proved to be valuable.

After the check-in, Stan provided the set-up to finalizing the team identity.  Stan introduced the concept of building a numeric value for the objective into their Logo and tagline.  Our experience has been that doing so would help keep their focus on the primary objective.  Then the small groups went back to work. 

When the time was up, each team leader presented their work.  The results were impressive.  Their thoughts were much more focused and relevant.  It was evident that there was a lot of talent and creativity in the room.   By the end of the presentations it was clear that they were close to a consensus.  It was time to turn their work over to the professionals and to move on to the next phase of the program, developing the plan.

Stan’s setup up for the Department’s final assignment included six buckets for consideration:  Staffing/Resources; Leadership and Strategy; Culture; Tools and Processes; Opportunities; and Results.  Each group was responsible for brainstorming each of those buckets, listing each idea on a single 3” by 5” Post-it ™ note.  When the allotted time had expired, group leaders placed their ideas in the corresponding buckets, (flip charts placed around the room).  Stan spoke to each bucket list, putting emphasis on the number of common thoughts in each category.  The results were striking.    It was revealing to note the high volume of thoughts around Staffing/Resources, Leadership & Strategy, and Culture, all three categories being closely related.  Tools & Processes, Opportunities, and Results had less than half the volume of Post-it ™ notes.  My takeaway was that the group was sending a clear message that John’s leadership was vital.  They seemed to believe that the Department’s objectives were realistic and attainable so long as they had a Champion leading the way.  I am certain that John viewed this as very favorable.

To wrap up the meeting, Stan recapped the process and talked about next steps.  John summarized his take-away to ensure that the Department knew that he “got it.”  He made a commitment to immediately address some of the more pressing issues and to factor remaining issues into the plan.  As a side note, the next week John gave Stan additional work that included facilitating the Quarterly follow-up meetings, and a few coaching assignments. 

The result of this assignment was a win-win-win.  For a new Executive it is wise to bring in an objective third-party to facilitate team alignment as we come without biases that could taint the results.  Additionally, it is more realistic for the Department personnel to speak freely in front of outsiders who are not in a position to influence their careers.  If you are looking to develop alignment and buy-in, a non-threatening environment is a good place to start.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

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Pre-Planning Alignment: The Right Way to Start a New Job

Last month John called on our group to help him kick off the annual department planning and budgeting process.  John is an Executive well-known to me and my colleagues.  I placed him in a C-level position about 10 years ago, and my colleagues have worked with him since.   He recently landed an important job with a well-established brand, which represents an excellent career opportunity.  Achieving success will be a difficult slough, however.  The Brand has suffered from a succession of owners, leaders, and strategies.   Now under new direction, John and his team are responsible for critical strategies to rebuild the brand.  My colleague Stan got the lead on the project with me in support. 

John envisioned a full department off-site meeting, so Stan built the appropriate agenda.   Stan’s goal was to help John build alignment and ownership around the department’s four key objectives.  The agenda included a heavy dose of fun to encourage participation and creativity by the attendees.  By the end of the off-site John wanted to ensure that there was enthusiasm for the plan; that the team took ownership; and that the stage was set for an effective change-management effort.

The first exercise Stan facilitated, after the appropriate set-up, was what he calls “deep dive introductions”.  It was an ice-breaker, ‘getting to know you’ exercise.  Everyone had the opportunity to introduce themselves, speak to their job function, indicate their expectations from the meeting, and to tell something personal the group may not have known.   This included John, Stan, and me.  They also provided their tenure with the company and within the industry segment.  The whole point of the exercise was to begin building trust in a non-threatening environment.  John and Stan distributed prizes for the best idea, the most interesting disclosure, and the lamest personal disclosure.  This was a great way to begin the meeting.

It was interesting to learn that the average tenure with the company was 6.5 years, with 15 years in the segment.  15 people had less than one year tenure with the company.  On balance, the average team member had not seen a stable, consistent direction from this employer.  Clearly, the culture had been battered.

The next exercise was a mini-assimilation.  Whereas the first exercise as entirely personal, this was a group exercise.  Each group was defined by table, six team members per table.  The exercise included some administrative functions like appointing a scribe and a spokesman.  Their  task was to determine 1) what they wanted to know about John, and 2) what they wanted John to know about their team.  After that task, John told his team what he thought they should know about him.  It was another good exchange that reinforced the team’s desire for leadership and direction.  They told John that they were ready and eager to execute but craved a champion to lead them. 

After lunch, the final exercise of the day, another small group task, was to begin the process of establishing an identity for the Department.  The goal was to establish a name, a tag-line, and a logo for John’s team.  The small groups put a lot of energy into this activity, developing some very creative ideas.  It was a good start, but more work was required.  The evening was a planned event for the team which Stan and I respectfully declined to attend.

The first day was a big success.  The Department took a measure of John’s commitment to them and their needs.  John began to identify his leaders and problem children.  Stan and I found some points where John needed some coaching.  We were very optimistic about the prospects for the next day.   To be continued…

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

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WORKING FOR PRIVATE EQUITY GROUPS: WHAT YOU SHOULD KNOW

As I have written so much about my work with Private Equity Groups (PEGs) and their portfolio companies it makes sense to explain what they do and how they operate.  PEGs are reshaping American Industry across all segments.  They are significant to the job market.   It is important to understand how they manage their selection process and what they look for in new hires.  If you are not currently working in a PEG Portfolio Company, you likely will before your career comes to a close.

So, what is a Private Equity Group?  A PEG secures its funding from High Net-Worth Individuals to make investments in undervalued small to mid-cap companies.  They will generally take a controlling position in the target company up to 100% ownership.  Their goal is to improve results in a three to five year period allowing them to sell at double their investment, more or less.   They may also invest in companies with significant growth potential but having difficulty raising capital.   PEGs have been known to invest in companies whose owner wants to cash out, or to buy out other investors.   Their fundamental investment goal is to find companies that can benefit from their expertise and generate a significant capital gain after a defined holding period.   They are looking to grow revenues, improve productivity (read systems and processes) and to eliminate waste.

 

Types of PEG Transactions

  • Turnarounds
  • Public to Private
  • Divestitures (Carve-Outs)
  • Family Business Exit Strategy
  • Funding emerging brands needing capital

 

If the target company wasn’t a fast-paced, high-energy environment prior to the PEG involvement, it most certainly will be after.  This is true especially early on as the two groups learn to work together.   The level of communication and thirst for data by the PEG is intense.     Redundant, unnecessary, or functions better handled by a third party are eliminated resulting in a more stream-lined organization.  The remaining team members are expected to pick up the slack.   Accountability is expected.  If the CEO cannot meet his objectives he will be replaced.  So, when looking for people to hire a premium is placed on people who are self-sufficient, self-reliant, and can tolerate the stress of a high-intensity organization.   Is this really that much different from most major brands?

 

The PEGs I have worked with are directly involved in hiring the CEO as one would expect, as well as the CFO.  Depending on the nature of the transaction, the CEO may or may not stay on after the investment however, the CFO is usually replaced.   This is not uncommon for most acquisitions as the new owner wants “their people” in key positions.   The first task for the new CFO is usually to get control of cash flow and to install a KPI Dashboard.  Other hires are the responsibility of the Executive Team with the customary curtesy interviews by the PEG Executive responsible for oversight of the company.

Considering the selection process for PEG Portfolio Company job openings, experience is the key.  They do not have time or interest in on-the-job –training.  They are looking for people who have solid educational credentials, whose careers have been launched working for established and respected brands.  Industry segment experience is the base-line.   If the job is in a small to mid-cap brand then experience in a small to mid-cap company is required.   There is a preference for people whose career is still ascending.  Sure, there may be a preference for someone who is on the younger side and still hungry, however, experience and success trumps age.   A number of short tenured situations are a big red flag.  As with any hiring authority there may be certain quirks to their ideal selection process.  One client I worked with disqualified people who had stepped out of the corporate world to try their hand in an entrepreneurial venture,   whereas other clients valued that kind of experience.   So, in most ways, a PEG’s selection process is not very different from any other well-managed company, except for the specific experience they may require.

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

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New Senior Level IT Search Assignment

New Century Dynamics Executive Search is pleased to announce a new search assignment for a Senior Level IT Executive.  The client is a QSR Brand based in the Southeast.  Your interest and referrals are welcomed.

Jim Weber, President
NEW CENTURY DYNAMICS EXECUTIVE SEARCH
770-649-7051
JimWeber@NewCenturyDynamics.com
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THE PANEL DISCUSSION

 

Two weeks ago I was a panelist for a CFO Roundtable luncheon meeting.  Our topic was the general employment situation for CFOs.  I have been a member of this group for a number of years, so I was well acquainted with my host and most of the guests.    This was the first time I had met the two other panelists.  One has been in business for 28 years focused mostly on recruiting for plant-level jobs.  The other is a Partner and Founding Member of a firm focused on academic, not for profit, and some Fortune 500 searches.   It was interesting to have their perspectives and for the most part we were pretty well aligned in our experience.  There were some obvious differences, however, which made for a more interesting discussion. 

The members of this CFO Roundtable Group are primarily employed by small to mid-cap concerns representing most industry segments.  Their employers are PEG portfolio companies, emerging privately financed companies, and some family-owned businesses.  There was no representation from a major public company, educational, or not for profit.  One of the attendees is a recent placement and current client.  Even though the focus of this Panel Discussion was on CFOs, it became evident that the issues for this group are relevant to all senior level executives.

The moderator kept the discussion focused and moving so as to accomplish as much as possible during the lunch hour.  The broad topics were related to the ideal CFO candidate background; employer preferences to hire employed candidates vs. unemployed candidates; age discrimination; cultural fit; current CFO tenure; and the use of LinkedIn during job search.  Undeniably, these areas are of great interest to CFOs currently in job search and for the rest who know they could be in the market at any time.  It is interesting to know that all of these issues are closely interrelated.  A bullet point recap of those topics and findings follows:

  • A traditional background with experience in Big 4 Public Accounting is still preferred.
  • Preferred hire is currently employed, ceterus peribus.
  • LinkedIn is an important tool which may be growing in popularity with major Executive Search Firms.
  • Tenures are shorter.  The new normal is three to five years.
  • Cultural fit is very important to both the client and the candidate.
  • Age is an issue but not in every case.

 

During the Q&A there was a lot of discussion around corporate cultures.   The issue was related to how the recruiter could be helpful in presenting the client culture, and how a candidate could go about learning more about their culture.  The time spent on this topic is understandable as the members of the audience have enough experience to know that ensuring a good cultural fit at the beginning of employment is vital to minimizing the risk of a short tenure situation.   Additionally, many have recent experience in difficult situations which they don’t want to repeat.  We all agreed that helping the candidate, and ourselves, better understand the client’s culture is necessary for all parties concerned.  It is not such an easy task, however, as so many companies are in a state of flux.

My take-away from the meeting, and the theme for my responses is that the recruiting criteria for CFOs in the small to mid-cap segment are highly dependent on the company’s situation.  Employers are looking for specialists to help them with immediate priorities.  When those priorities are met, or at a liquidity event, new priorities are established which may render the CFO expendable.  One would need to build a matrix to catalogue the various attributes required of candidates for each particular situation.  I will explore these issues in greater depth in the coming weeks.

To summarize, employers in the small to mid-cap segment are looking for CFOs to help them with immediate issues.  They are looking for candidates with a traditional accounting track and prefer to hire someone who is currently employed.  This is a preference, not a hard and fast rule.  Tenures are shorter as the need for the particular talent is more specific and because a change of ownership will force the need for a change.   Cultural fit is very important, but age is not as important if the candidate meets the hiring profile.   The point for CFOs and all other C-level Executives is to identify ways that they can position themselves as a specialist.

 

Thank you for visiting my blog.

Your feedback helps me continue to publish articles that you want to read.  Your input is very important to me so please leave a comment.

 

Jim Weber, President

New Century Dynamics Executive Search

www.newcenturydynamics.com

 

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More on Working With Recruiters: Check in from time to time.

Working through the recruiting and selection process can be a very challenging time for job-seekers. Feedback from the hiring manager and/or the recruiter is priceless. The lack of feedback can be very frustrating. Recruiters understand the frustration well, as we must “get the job” before we can begin working on a search assignment. Many years ago, while I was still employed in Industry, a great Executive Recruiter and friend told me that “sometimes, no news is no news.” In other words, thank you for calling, but I have no relevant update for you at this time, so relax. Recently I heard a slightly different twist on that line, whereas “no news is no interest.” Regrettably that is often the case. It is still very important to maintain a healthy relationship with your recruiter so you need to check in from time to time. The point is to make your contact productive and unobtrusive.

As a candidate for a particular search, you should know that you are not the only candidate for that search. For that matter it is important to understand that your recruiter is working multiple searches. She is working with a number of candidates over a number of different assignments. What that means is that communication from the recruiter may take some time to get to you. So, a periodic checking-in may be useful for the both of you.

A phone call is obvious, but there are no guarantees you will make an immediate connection. In this case, just make sure that your voice mail message is clear and concise. Ensure that your identity is provided, including your telephone number. Fortunately, most voice mail systems provide the option to review your message before sending. Using this feature is a good idea. It is not uncommon for me to receive unintelligible messages, usually someone calling from a weak cell. I will likely get their phone number, but not the message. Email and SMS messages can be much more effective for a simple check-in, resulting in a more immediate response. These should be your primary tools.

It is equally important to let the hiring manager know of your continued interest as well. Every contact provides you with an opportunity to send a thank you note. Remember, a thank you note is more than just an expression of gratitude. It is another opportunity to sell your capabilities and to demonstrate your enthusiasm for the job. This is an important task that must be appreciated, so much so that you should include your recruiter in crafting the message. She knows the client’s needs and their hot buttons. She will help you craft a note that makes an impact. More importantly, she can save you from sending a counter-productive message.

It is vital to stay connected to your recruiter while you are a candidate for a current search as well as for future opportunities.
• Express your enthusiasm and continued interest.
• Availability to provide additional information
• Update the recruiter as to your status and travel plans
• Just to say ‘thank you’ especially post interviews.

To ensure that you stay connected to the recruiter to be considered for future opportunities consider the following:
• Become connected on LinkedIn
• Join the recruiter’s mailing list
• Send periodic updates as to your situation via email.
• Ensure that the recruiter has your current resume.

Follow these tips to become a savvy candidate.

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Jim Weber, President
New Century Dynamics Executive Search
www.newcenturydynamics.com