The Perfect Fit

Working With Headhunters, Part III

It's interesting to me to see which posts elicit responses and which do not.  If you haven't been following the saga surrounding the provocative email I received from candidate Jeff, you might start by reading Working with Headhunters and then Working with Headhunters, Part II.

Here's another thoughtful comment that was emailed to my by my friend John Salazzo, Director of Marketing for Craftsmen Industries, the leading manufacturer of customized vehicles for the event and promotion industry.

"I know its strange to hear from me twice in the same week but I saw your post on Plaxo about recruiting and had to make a comment.

I’ve been on the other side of the equation for years, hiring and working with recruiters. You know I haven’t worked with you yet so please realize this is from my experience with others. There are two important points I’d like to make.

Point One is that many recruiters don’t really do their homework and confuse quality with quantity. Some just aren’t good listeners and feel that through their salesmanship they can convince a company that the three selections are right for them when they are not. Additionally, the fee structures are high, especially when the recruits they send are not the right fit. One more thing, some recruiters take weeks to “comb over resumes”, I can tell you from this side, we all feel its an excuse for the high rates. Its especially true when the 3 resulting candidates are completely unimpressive.

Point Two is that many unemployed people are scared, desperate and naive about recruiters. They need to understand that they are the inventory for the recruiter. You work for the Company, he is your client. If there is no demand from a client for their skill and qualification set then they won’t get contacted every week by the recruiter. I don’t touch the spaghetti sauce until I’m making spaghetti—sorry for the poor metaphor. Recruiters can get a bad wrap from both sides. The candidates feel they are ignored after several very good conversations with the recruiting firm (“why don’t they call anymore”) and recruiters get burnt by candidates and companies. The candidates inflate their resumes and experiences, which makes the recruiters look bad and the companies either try to “backdoor” the recruiter or don’t really know what they are looking for.

It’s a tough business, especially now. I hope your experiences have had none of the above. I’ve used recruiters in Boston, NYC and London and there is a common thread. Recruiters are in business to make money. They exist to deliver a quality product at a perceived value, to meet a requirement. Like I said, it’s a tough business but I’m glad folks like you are in it."

I would love you to post that response as a comment on my blog at www.TheMarketingRecruiter.com.  Your comments are well put and to the point.  One of the reasons I’m writing this blog is for exactly these sorts of reasons.  I’m trying to help candidates better understand what recruiters do and how they do it.  Your note moves that conversation forward.

Thanks John.

I understand that many candidates don't know what to expect from a recruiter.  I try to manage expectations from the first contact. I try to be clear on my website, when I talk about "What should you look for in a recruiter?"

Working With Headhunters, Part II

A couple of weeks ago I received an email from Jeff, a candidate I didn't know who was suggesting that all recruiters are frauds and/or liars, and should be avoided.  If you haven't seen that yet, you should read it first.

I've had a couple of friends email me after that post, saying how unusual (strange?) it was for Joel to write to me to get advice on where he can publicly post information on how inept and/or (worse) deceitful recruiters are.  It seemed strange to them.  It was strange for me too . . . Nonetheless, I felt compelled to reply.

I've since received a follow up email from Jeff . . .

"Thank you for taking the time to respond to my e-mail. As an update and for your information,  I offered the recruiting agencies that I referred to in my email  the link  to look at  the e-mail that I sent you. Not one of the recruiting  agencies had the  professional courtesy to  get back to me.

It appears to me Bob  that  you are the only recruiter I have had the opportunity to interact with that has any professional ethics or is concerned  as to how people view recruiters.

If you decide to publish this e-mail please let me so I can  refer other people to the link."

Best regards,  Jeff

There you go . . . another tiny tale from the world of social networking and marketing.  Dealing with "human assets" in headhunting is fascinating.  There's never a dull moment!   I'm looking forward to what might be next!

New Opportunity: Account Director, Finance & Insurance #9068

General Description:
Our  St. Louis client is looking for an Account Director who is a thought leader in the finance & insurance category.  We’re looking for seasoned professionals who have experience developing deep client relationships and leading those to innovative and consistently successful integrated marketing communications, including mass advertising.  We need an assertive, resilient and empathetic leader not only for the clients served, but for the internal teams and agency as well, inspiring them to do work beyond expectations.  This account leader should have experience with Fortune 500 national brands, and be able to prove their influence and success with those clients.  We want you to influence and inspire creative  solutions that are on strategy, innovative and provocative.

Primary Responsibilities:
•    Be a persuasive and collaborative advocate for both the client and the agency ideas and plan.
•    Work closely with your clients to develop deep relationships, leading to a trust that results in client satisfaction by solving their marketing issues and expanding their business.
•    Be accountable for the fiscal health of the client and profitability of the agency, supervising expenditures, PBT, workflow, quality of work and overall client satisfaction.
•    Identify and develop new business opportunities within existing clients and participate in new business pitches.
•    Travel as necessary for client relationship development, retention and productions (up to 25%)

Experience:
We’re looking for at least 15 years total experience and at least seven of those years in the finance and/or insurance sector and including team management and integrated campaigns.  New media and direct expertise is needed.  We need a strategic, passionate, ambitious, articulate, entrepreneurial and charismatic leader who will drive results and empower subordinates.

New Retained Search: Sales & Marketing Account Manager, Research #9066

General Description:
This new St. Louis position is responsible for driving business development & client relations for out of town national clients who are serviced by our Client.  This individual will identify potential clients for full service market research services, including research design, strategy, moderation and contact. This individual will also identify potential clients in need of data collection services utilizing qualitative and quantitative research methodologies.  Once identified, this Account Manager will contact those prospective clients to create awareness of and interest in utilizing our client’s services.  The Account Manager would also assist and play a key role in the ongoing, multi-channel marketing efforts for our client.

Primary Responsibilities:
•    Identify, qualify and make initial contact with prospective national clients utilizing multi-market, “full service” focus group/research facilities.  Develop the relationship with the prospective client and help them move to our client (your employer) for their research.
•    Develop and maintain long term client relationships resulting in their loyalty, ongoing satisfaction and sales.
•    Support internal practices for delivering superb research execution including, estimates and proposal preparation, project management and client support.
•    Travel as necessary in support of client acquisition and retention.

Experience:
We’re looking for an ambitious and entrepreneurial sales and marketing pro who has direct experience with research, focus groups and/or moderators, from either the research, agency or client side.  We’re looking for candidates with five to seven years of total experience, with several of those years including direct involvement with research.  We want someone who personable and has proven the ability to multi-task while being extremely detail oriented.  You must be able to demonstrate the ability to be outgoing, yet assertive with all of the personalities involved in the execution of a campaign, while maintaining a sense of humor.

Working With Headhunters . . .

I received the following email yesterday from a candidate I don't know.  I was surprised at his previous experiences with recruiters. 

I realize how anxiety provoking it is to be out of a job, and I understand how people in that position need and want help.  I also realize that people without jobs frequently turn to recruiters they may know or have heard of, for assistance and support.  They want that recruiter to "help them find a job". 

Here's the email I received:

“My name is Jeff and I live in Schaumburg, Illinois. I saw your information on RecruitingBlog.com.  I have been out of work for the past six months and working towards finding full time employment.  Over the years I have not been impressed with  or feel very  good about recruiters  and what they do. However, recently I offered another opportunity to three different recruiters  that I would work with  them follow their instructions, guidance,  speak with them whenever they contacted me and really believe that my opinion of them would change.

I can tell you now   that I have wasted my time and my original impression of recruiters is the same. They can not be trusted to work for a job seeker and a  potential employer  equally.  If you would like in another e-mail  I would be very pleased to name the three recruiting forms that I am speaking  about and offer you specific instances of my frustration  and disappointment with recruiters.

If  you can guide me in the right direction or forum that I can publicly state the recruiting firms,  specific instances of their lies and deceit without being sued I  WANT TO SHARE THAT INFORMATION WITH PEOPLE THAT ARE DISAPPOINTED WITH RECRUITERS so other job seekers that are   looking for employment do not waste one more moment of their time like I did with these recruiters.

I look forward to hearing back from you. Bob please do not be like the other recruiters  that I have spoken with and just dismiss my opinion and no follow through on your part. Granted, not all recruiters are painted with the same brush however, when multi bad experiences  are the outcome of dealing with recruiters a large generalization  of all recruiters  is the end result.”

I (obviously) felt like I needed to try to respond to this candidate.  If I didn’t respond, I’m sure that I’d simply be additionally re-enforcing his perspective of how incompetent and untrustworthy recruiters are.  As I was writing my response, it occurred to me that his disappointment and my response might provide some sort of perspective for others who are considering working with recruiters.  As I’ve mentioned previously in this blog, “Retained Recruiters Add Value To Relationships”.

"Thanks very much for your note.  I’m sorry to hear that you have not been satisfied with your experience with the recruiters you mention.

I hope you’ve had a chance to visit our website (below), to find out a bit more about my company and me.  There is additional information available at my LinkedIn profile.  I encourage you to invite me into your LinkedIn network.  I also invite you to follow my blog “The Perfect Fit” at www.TheMarketingHeadhunter.com.  I hope you'll add it to your feeds.

I am not in the business to “bash” any of my colleagues in the field, although it is clear that some do the job better than others.  I do not know any of the recruiters you mentioned personally.  I do know that some recruiters have different approaches than others.  There is no one “right” way to do our job.  I also know that there are always two sides to every story, so I’m not willing to make a judgment on what other recruiters did or didn’t do, or why they acted the way they did. 

Clever Resumes That Don't Work!

I continue to be amazed at the approach some professionals take to creating a resume.  I know that in the business of creative, people try to be just that . . . creative, or clever.  They try to stand out by doing something "different".  There are also those that just don't understand (or don't care to, in favor of a portfolio) how very important a resume continues to be.  I received three examples of these in the last week, and was compelled to write about it once again.

The first example was a Group Account Director out of New York.  He had a resume that contained some of the biggest agencies in the industry.  He seems to have succeeded at many of those companies, although it was difficult to know for sure because he didn't include any accomplishments on his resume.

He decided to choose the "clever" route by scanning each of the business cards in his career and creating a document with each of these cards, and the clients at that particular agency (that we're guessing he worked with).  There are several problems with this approach.  I've already mentioned the lack of accomplishments, additionally there was no way to parse any of the information into a database, because of the (scanned) files used to create the document.

Like it or not, the reality is that every recruiter and Employer now has some sort of database, we call it an "Applicant Tracking System", that is used to file resumes for easy retrieval later by keywords or titles.  It is incumbent on an applicant to provide their information in a format that is easy to include in those databases.  All can deal with Word.docs effectively, and most can handle pdfs.  If you create a resume that cannot be "parsed" into a database, you won't get into that database.  It's just too time consuming to import all the information manually.  This Group Account Director never made it into our database.

Another "clever" approach was delivered to us by a Creative Director, Writer who is also living on the East Coast.  His approach was to use (what I can only call) "funky" spacing throughout his resume.  My first reaction was that this guy must be in the typo hall of fame!  I was so amazed that a writer could make so many "mistakes" that I finally realized that he was trying to be clever . . . it didn't work.  Not only did it seem silly, there was no point or value gained.  The worst part was that this resume could also not be parsed into the database.  He had inappropriate spacing in his name, so the database couldn't handle it.  Same issue with some of his employers and titles of previous positions.  He didn't make it in either.

One other example is from another Creative Director, Writer from Chicago.  This resume wasn't so much clever as ineffective.  He had his name and title.  Then he proceeded to list all the agencies he'd worked for (again, impressive names in the industry), but there were no dates of employment included.  There were no achievements, whatever.  Incredibly, there was no contact information!  No phone, email, website . . . nada!  The only way I was able to respond to him was because he had emailed this document to me!  There's more . . .

I've said what wasn't included in this resume.  After the information he did provide, his name, title and companies he'd worked for (about 1/4 page worth of info.) he proceeded to provide two and one half pages of clients he'd worked for, and what he did for them (e.g. print ads, collateral, TV and Radio, etc.).  There was no discussion about client results, no link to a portfolio, or even mention that one was available! This is not an effective approach.

I realize that few are experts in resume writing.  It's one of those documents we all hope we never have to actually create.  My advice is to have one written, and update it periodically as needed.  It is essential to quantify achievements, not list responsibilities.  Basics like your contact information, employers, time of employment and title are obvious (one would think) essential elements.  I have an article on my website called "Prove Value", that has proved helpful to many.  If you'd like sample resume formats, just send me an email, and I'd be happy to supply them.

I also offer a resume and/or portfolio consulting service, the information for which is also available on my website.   Just click here and then let me know if I can be of any service.

Replace Resumes With Social Media?

A friend sent me an email a couple of days ago and asked "are resumes dead?".  After giving it some thought I decided no, but their role is changing.

Resumes are still essential documents in providing a concise overview of your employment history.  I am constantly working with my own candidates (and others), trying to explain that the resume must "Prove Value".  The resume document must "sell you" to your prospective employer, to the point where you get that interview.  The resume is no longer the only tool you can use in that effort to impress future employers.

I've said it before, I'll say it again . . . LinkedIn is becoming a standard addition to any/every resume.  A recruiter and/or employer will check out your LinkedIn profile as additional valuable information.  If you don't have a LinkedIn profile, it's a bit unusual.  If it's not thoughtfully and thoroughly completed, including recommendations, it may not be an asset to you.  On the other hand a complete and well written profile that is accompanied by recommendations can be of additional benefit to you.  Why not take advantage of this additional tool?

I'll also repeat once again that candiates need to make it as easy and convenient as possible for an employer (or recruiter) to add their information to a database.  Everyone is used to doing that with a resume (don't send us to a website to find your resume, just because it's already there . . .).  Once a candidate is in our databases, it's easy to add a huge amount of additional informaton, documents, links, etc...  Getting you into the database is a time consuming operation.  If an employer or recruiter has the ability to have you upload your own resume and supporting information, do it.  Follow up with an email to the recipient.

I responded to an inquiry of  a Creative Director-Writer candidate in New York City and asked him to upload his information to our website.  Instead, he responded, telling me all his information was on his LinkedIn profile.  He missed the point . . .

If you're more creative, then you need a website or blog of your own to show your work and/or what you care about (blogs can be free!).  We're looking for people who live their life and approach their career with enthusiasm, motivation and passion.  If you're a photographer, you should be shooting pictures all the time.  If you're a writer, you should be writing and if you're a painter, you should be painting.  You do these things because you can't stop yourself from doing them, not because someone is paying you to do them . . . that's passion.  If you've got it, share it!

My friend was wondering why, with all the social media sites out there packed with so much information, why is a resume still needed?  It's needed because it's a document you craft to highlight your strengths, and selected achievements throughout your career.  It should make it easy for the reader to understand who you are, how you do what you do and how you've added value to your previous employers.  It should hammer those points home to the point where the employer feels compelled to call you . . . immediately.

Fellow blogger Zoli of Cloud Ave addressed this same issue in a post a while back "Resumes Are Dead!  Social Media Is Your New Resume."

The point here is that the more thought or art, or content that you can contribute, the better.  We're all impressed with those who are ambitious, motivated and who contribute.  We're also interested in what you have to say and how you say it!  Use every tool available to let us know why you're the most outstanding candidate for a position.

Surviving the Recession

As one would imagine, the volume of incoming resumes from candidates who've recently lost their jobs has increased dramatically.   The sheer number is disappointingly remarkable.  A large number of those requests for help come with a request to meet with me to get advice about what to do next.  Unfortunately, the realities of time and the necessity to stay focused on searches in progress generally makes those meetings impossible.  I wish there was more I could do.

In the spirit of trying to do more and keep some perspective on all this, I'm sending along some thoughts from Tom Peters, a renowned author, speaker and management consultant.  It's simple and straightforward, yet in my opinion perfectly on target.  These are thoughts principally for those who still have their job, but the principal remains the same, job or no job . . . that principal is "work harder and work smarter"!

"I am constantly asked for "strategies/'secrets' for surviving the
recession." I try to appear wise and informed—and parade original,
sophisticated thoughts. But if you want to know what's going through my
head, read the list below:

You work longer.
You work harder.
You may well work for less; and, if so, you adapt to the untoward
circumstances with a smile—even if it kills you inside.
You volunteer to do more.
You always bring a good attitude to work.
You fake it if your good attitude flags.
You literally practice your "game face" in the mirror in the morning,
and in the loo mid-morning.
You shrug off shit that flows downhill in your direction—buy a shovel or
a "pre-worn" raincoat on eBay.
You get there earlier.
You leave later.

CMOs And Digital Marketing Disconnect

In reading through one of the myriad of industry trade mags I peruse,  I ran across an article in BtoB Magazine, written by Kate Maddox and entitled "CMOs See Disparity in Digital Marketing".  "Study finds execs hampered by inadequate internal talent, dependence on agencies . . . "

Kate writes, "A new study by executive search firm Heidrick & Struggles, "Companies Falling Short In Digital Marketing"  found that the majority of senior marketing executives believe their companies are behind the curve when it comes to digital marketing.

The study, The Digital Marketing Standard: Executive Perspectives on Digital Marketing, was based on an online survey of 111 CMOs and other senior executives at global companies conducted in November and December.

It found that while 75% of CMOs felt they were at the cutting edge or right where they should be with digital marketing, 60% said their companies were behind the curve.

There is a disparity between CMOs’ self-perception of their digital proficiency and the digital proficiency of the company they are working for, said Lynne Seid, partner at Heidrick & Struggles."

Kate's opening statement caught my attention and made me do a bit more research.  I started with a search on CMOs and "Digital Marketing" and was confronted with a jumble of articles on CMOs opinions on and utilization of digital marketing strategies.

In a Brandweek article on April 18th, Todd Wasserman wrote an article entitled "CMOs Not Happy With Digital".  Tom references the same study by Heidrick & Struggles when he says,

"CMOs see digital as the medium of choice in this economy, but aren’t getting what they want out of it . . . "

In December, the Atlanta recruiting firm polled 111 senior marketing executives at firms with $1 billion or more in annual revenues  about their digital strategies. The impetus, said Lynne Seid, partner in the firm’s global consumer practice, were comments from H&S clients expressing frustration over the fact that so much information exists online about consumers—like their search and social media behavior—and yet marketers felt they were accessing it poorly.

Information on existing customers is especially valuable since in the current down economy, many are focusing on retaining such customers, and cross-selling and up-selling to them, in addition to trying to win over new customers.

Respondents to the survey found their current ability to access ROI and metrics on their digital marketing lacking and rated their companies behind the curve. Many said they would have to look outside the company for help, whether that means hiring new employees or relying on ad agencies—though the marketers said they weren’t happy with their current agencies either.

Time after time in the survey, marketers expressed an awareness of digital’s potential along with a recognition that they weren’t close to tapping it.

Then, in another article on "Marketing Vox" (The Voice of Online Marketing), the headline reads "Marketers Must Up tTheir Digital Game" and the blog posting goes on to say,

"Despite marketers' general confidence in their own success, their investment plans in simple, task-specific marketing software applications - such as email applications and online surveys - and a corresponding lack of spend in comprehensive operational and data management systems, suggest a critical disconnect in how they hope to achieve executive goals, the CMO Council said.

Additionally, despite the acknowledgement that digital marketing is growing, only 9% of CMOs say they are looking to work more closely with their CIO and IT department.

"Senior marketers clearly need to elevate their game when it comes to integrating IT and data management into their operations and insights," said Neale-May. "At the same time, this year's study indicates senior marketers may be failing to build line of business and executive suite relationships required to build their status and influence in their organizations. In fact, only 7.4% of respondents are even considering positions on their corporate boards.""

My question is why aren't CMOs making more of an effort to address the critical communication possibilities (and realities) of new media?  Whether it's "social marketing", or "viral marketing", marketing with video, you name it.  It seems that the need to prove ROI is continuing to critically impair brands' ability or even willingness to utilize new media more.

Referring back to the Brandweek article,

“On a more granular level, the respondents rated marketing ROI, Web behavioral analyses and CRM as the most important parts of their digital marketing mix. Not many marketers thought that they were good at those functions at this point. Only 18 percent said they were “very satisfied” with their ROI analysis, only 13 percent said the same of their CRM program and 19 percent were happy with their search engine optimization.”

It seems apparent that brands are aware of the potential (and relative low cost) of new media, they simply don't have the internal talent to support the effort.  They have tended to rely on their agency with very mixed results.  Most CMOs do not have the new media tactical experience or understand the philosophy and strategy to properly direct the effort.  CIO and IT deal with issues fundamentally essential to the foundation of new media marketing, but separate from marketing communications and corporate communications strategy, tactics and content.  They aren't experts on telling a story and delivering it at the right time and place in a compelling way.

I'm surprised that corporations and brands of virtually any size aren't more thoughtfully and aggessively finding the talent to help direct their efforts.  I'm not suggesting this is an easy fix, or that there are multitudes of those digital thought leaders out there, but they do exist and are passionate about their contribution to bottom line results.

It's remarkable how slowly brands big and small are seemingly paralyzed in moving their new media marketing efforts forward.  It's like uncertainty is compelling inactivity.  There are multiple new channels available for connecting with consumers.  Those brands who proactively move foward now, will the ones best positioned for significant future success.

Marketing Layoffs, "Topgrading" and Recruiting

It’s obvious that the economic recession has been tremendous impact on individual careers as well as the marketing and advertising community locally, nationally and globally over the past year.  There have been unprecedented job losses on both the agency and client side. 

According to BNET Advertising, an industry blog written by Jim Edwards, "at least 32,445 jobs have been lost recently. That total is based on a Bureau of Labor Statistics report as summarized by Ad Age, updated with more recent individual reports tracked by BNET. The true total may be as high as 35,800, however.  BNET Advertising does a rather amazing job of specifically keeping track of which agencies have lost positions."  You can find out more at the "BNET Ad Agency Layoff Counter".

As a marketing headhunter, there's another view of this which is coming into focus.  Fellow recruiter colleagues report the same thing that I'm seeing.  Our clients are taking advantage of this enconomic situation to re-organize, re-tool and refine and generally "upgrade" their staffs for this new era in advertising and marketing communications.

The skill sets that were the foundation for success over the last 20 years are no longer the skill sets marketing and communication employers are looking for, on either the client or agency side.  Reaching out to a brand's stakeholders and communicating with them has become more difficult as media coninues changing and becoming more diverse.  This seems obivous, but think of the number of companies who've "had no turnover" over the past years (decades).  Without very self motivated and savvy employees, that could mean those companies are using employees who no longer "get it", or are not capable of contributing at the high level they once did.

What the statistics about layoffs aren't indicating is the number of new hires with different skillsets companies are making.  Clients are replacing employees with professionals more appropriate for this new era.  CEOs are "topgrading" their Boards and Clients their brand leadership.  The Bible on topgrading is a book by Bradford Smart called, "Topgrading - how Leading Companies Win by Hiring, Coaching and Keeping the Best People".

This whole marketing topgrading effort does not necessarily result in one job loss and one hire.  There's no direct correlation and little doubt that the net result is a fewer number of jobs.  The net result by definition is also that those fewer number of people are much better positioned to contribute mightily to the marketing resource or brand as well as their clients or other constituents. 

Retained recruiters are charged with topgrading at every hire, all the time.  Cients don't pay fees unless they believe that the recruiter is delivering candidates that the client cannont identify, recruit and hire themselves.  Topgrading and retained recruiting go hand in hand.  Over the past year, it's also been one of the reasons some recruiters have been able to stay in business (with so few apparent new hire opportunities).  Astute and agressive advertising and marketing communications firms are looking at now as the time to build the staff that can (and will) propel them into the future.

Topgrading for the recovery has been going on virtually since this recession started.  Every marketer at every level, whether CMOs or those just getting started in the business, must make the effort to stay abreast of what's going on in the market, and continually educate themselves and refine their skills to consistently be able to powerfully contribute.